Welcome to the May 2026 issue of Inside Standard, a newsletter designed to share news and updates across Standard Industries.

A MESSAGE FROM DAVID WINTER

At Standard Industries, and across our operating companies, the ability to move quickly and adapt to the world around us has always been core to who we are. Looking back at the first few months of the year, I am struck by how well you all showed up and delivered.

BMI’s hard work over the past few years to get back to basics and simplify the business started showing up in the numbers, creating space for them to begin shifting more of their attention to top-line growth. GAF invested in making sure it had the right inventory out in the field when and where customers needed it, helping the Residential and Commercial businesses both start the year off strong. Finally, Grace demonstrated exceptional resilience in navigating the disruption caused by the conflict in the Middle East, and continued to pick up market share by partnering with customers to solve problems no one else can.

We would not be where we are if it weren’t for your determination and hard work, particularly over these past few months. Everyone is focused on execution. It will take some time for the full impact of our collective efforts to come through in our financial results, but you have shown what it means to live out the cultural traits that will help us thrive in any environment—like resilience, adaptability, and accountability. 

While we need to stay focused and cannot become complacent, we are in an excellent position and ready to capitalize on new opportunities. Together, we will continue to win market share and reaffirm for our customers why we are the partner of choice.

I remain incredibly excited about the progress made, and look forward to all we will accomplish together this year and beyond.

David Winter
Chief Executive Officer, Standard Industries


BUSINESS STRATEGIES

FINANCIAL INSIGHTS

Mark Fedorcik, Chief Financial Office for Standard Industries, reflects on his first year with Standard. He shares why he decided to join the Standard team, insight on Standard’s financial position, and how the work undertaken across all of Standard’s businesses has positioned us to navigate the current market environment.

COMMUNITY

LICENSE TO OPERATE

As a company with manufacturing plants around the world, it’s critical that we earn and maintain our license to operate everywhere we have facilities. We are focused on engaging with our neighbors and being a responsible and involved member of the communities in which we operate. 

DIGITAL, PRESS & SOCIAL HIGHLIGHTS

WEBSITE

PRESS

SOCIAL

JOB OPENINGS

Archive

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Strategy Spotlights

GAF: Building on the Legacy, Owning the Future

GAF’s goal is to be the undisputed leader in roofing and waterproofing. The company’s strategy is centered on three core priorities:
  • Drive & Scale Foundational Excellence. Great teams don’t win by luck. GAF is focused on mastering the fundamentals, prioritizing its strengths and executing with precision.
  • Win Where it Matters. GAF is committed to widening the gap between itself and the competition. They are concentrating on the highest-value opportunities to deliver a better customer experience and differentiate GAF’s product portfolio to give the company a competitive edge to win profitable market share.
  • Grow Strategic Advantage. With a strong foundation set in place, GAF will extend its lead by making smart, deliberate bets in areas where the company has a real edge, including its expertise in materials and manufacturing, and how it goes to market. 

“Building on a legacy of leadership, our 2030 strategy is designed to create an unbeatable market advantage. By mastering the fundamentals and fueling a culture of excellence, I’m confident that we will continue to set the industry standard and earn the right to lead every day.”    


BMI: Winning with Customers, Winning as a Team

BMI is transforming to become a global leader in roofing and waterproofing. Their growth strategy, which launched in 2023, is focused on:
  • Winning with Customers. BMI aims to be the trusted, go-to roofing industry partner. This means delivering solutions for every roof and providing the very best expertise to its customers. 
  • Optimizing Operations. Having made strides optimizing their manufacturing network, BMI is working to ensure their operations are competitive and to continuously implement improvements that drive efficiency.
  • A Standardized Organization. BMI is relentlessly focused on reducing the complexity of its structure and processes. Their new Target Operating Model puts their country clusters at the heart of the business and streamlines their product management approach, enabling BMI to better serve local customers, while leveraging its global capabilities.
  • Winning Mindsets. BMI’s people are what differentiate them. Underpinning its strategy is building a performance culture that empowers employees to model BMI’s winning mindsets everyday. 

“We’ve made great progress executing our strategy and continue to build on that work as we implement our Target Operating Model. We’re now entering the exciting next stage of our journey where we can pivot our efforts to focus on revenue growth. This will fundamentally be enabled by our core strength – the people and customers we work with.”

Grace: Selling like a Specialty, Operating like a Commodity, and Fueling Its Future

Grace’s enterprise strategy is focused on growth by advancing chemistry and delivering high-performance products and differentiated solutions that customers value. 

Grace’s growth strategy is built on three strategic pillars:

  • Advancing Market Leadership. “Selling like a specialty” is how Grace deepens customer engagement, strengthens relationships and positions itself as a trusted partner. This includes understanding the problems its customers are facing and helping them solve them through technical expertise, specialized innovations and strong relationships. 
  • Relentlessly Strive for Excellence. Across all areas of the business – and not just in manufacturing – Grace is focused on operating with discipline, simplicity and consistency. The company is leveraging best practices to drive efficiency, quality, productivity and reliability. 
  • Invest for Growth. By making every dollar count today, Grace strengthens its ability to reinvest selectively in high-return projects and breakthrough technologies that customers value. At the same time, they will continue to seek smart acquisitions that bolster leadership and expand market reach.

“Our Enterprise Strategy gives us a clear roadmap for how we will grow and win. It’s grounded in the realities of our markets and focused on disciplined execution. With strong leaders, capable teams and a shared commitment to delivering results, Grace is well positioned to grow. I am confident in our direction and in Grace’s path ahead.”

While each business has a distinct strategy and operating model, there are several unifying themes woven throughout that reflect a shared mindset across all of Standard Industries:

  • We operate with discipline and accountability, and focus our efforts on the actions that drive the greatest value.
  • We are relentlessly focused on delivering for customers and on our priorities. We don’t just make products – we want to be trusted partners and industry leaders. If an activity doesn’t move the needle, we question whether we should be spending our time and energy on something that will.
  • We act like an owner. We take initiative, and jump in to help one another, solve problems and make things better. 

With these strategies in place, and fueled by strong cultures defined by collaboration, accountability and innovation, our companies are well-positioned to continue to navigate near-term market challenges while setting themselves up for long-term growth and success.

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Force Multipliers: Highlights from Standard’s Plant Manager Development Program

“The role of a plant manager is the heartbeat of the company, where strategy meets execution,” Chris Peetz, GAF’s Chief Operating Officer, said when kicking off the first day of Standard’s second annual Plant Manager Development program, held at GAF’s Georgetown, Texas plant in May. “Strong plant leadership is a force multiplier for our company, our customers, our employees and the communities we live and work in.” 

It was on this premise that Standard convened US-based plant managers from GAF, SGI, and Grace for its inaugural Plant Manager Development Program, “Pivotal Leadership”. 

Building off Standard’s 2025 Plant Manager Summits, Pivotal Leadership focused on fortifying plant manager’s leadership, resilience and commercial acumen, while cultivating a network of leaders across the operating businesses. Over the course of three days, plant managers participated in deep dive sessions on change leadership, financial acumen, effective communication, talent development, resilience, and accountability. 

The sessions aimed to expand plant managers’ toolkits for navigating complex operational goals and leadership impact. That includes strengthening the network to be a cross-company community that can share best practices for managing thorough challenges, many of which are universal. Even though participants work in different industries or product lines, a clear takeaway was that at the end of the day they face many of the same hurdles. 

Whether it be balancing competing priorities, effectively communicating, or coaching high performing teams, our plant managers discovered they had more commonalities than previously realized.

“One of the biggest things I got out of the Summit was the chance to make deeper connections with other managers both within and outside of Grace. Having this network means I have access to a valuable support system. This summit allowed me to establish a collaborative cadence with a circle of experts I can lean on, and I’ll apply this foundation as we continue to focus on building our operation to be stronger and more resilient.” said Frank Bommarito, plant manager of Grace’s South Haven, MI plant.

Beyond the power of a global network, the program provided leaders with honest 360 feedback and training to help them identify their unique strengths and development opportunities. 

“Stepping into this role, you expect to focus on your own plant’s metrics, but the Summit showed me the power of the collective. I’m walking away not just with stronger leadership skills, but with a sense of partnership that spans the entire company,”  said Danya Carter, Plant Manager of GAF’s Fontana, CA plant.  

“Convening core talent, like plant managers, from across multiple businesses is one of the ways we’re focused on strengthening and growing Standard’s operating businesses. It’s also a core part of Standard’s philosophy on talent development,” said Shavit Bar-Nahum, Head of Talent Strategy and Development at Standard Industries. “By identifying what is core, common, and critical across all our businesses, we can make needle-moving investments to strengthen one of our most important assets: our operations leadership.” 

Standard strongly believes in the value these cross-company relationships bring to our operations and talent pipeline.

“Last year’s Summit proved that when we connect our plant managers, the benefits are significant!  We are already seeing that collaboration among our plant managers has increased across Operating Companies. They are picking up the phone to troubleshoot an issue or share best practices,” said Mark Cluff, Grace’s President, Global Operations and Environmental, Health, Safety, Security and Quality. “These tangible wins simply wouldn’t exist without opportunities like this program to come together and break out of individual silos.”