Summer 2026

THE BUSINESS SIDE OF WOODWORKING

VOLUME 22 ISSUE 2 | SUMMER 2026

Factory First:

My Door Factory

?

ITS NOT WHAT

YOU SAY, BUT WHAT

PEOPLE HEAR

INTERIOR

WOODCRAFT

DESIGNS

PM 40063056

Plus

When is the Right Time for a Woodworking

Shop to Invest in a CNC Router?

contents

feature story

26

MY DOOR FACTORY: FACTORY FIRST

My Door Factory shows how process discipline

comes before automation. The company uses

daily improvement time to identify friction,

narrow constraints and make equipment

decisions around measured production needs

rather than broad efficiency promises.

in this issue

18

INTERIOR WOODCRAFT DESIGNS:

CUSTOM, CONNECTED

Interior Woodcraft Design keeps custom cabinetry

moving through close coordination between design,

fabrication and installation. Its use of 2020 Design

software, fabrication packages and shop review helps

preserve flexibility while reducing rework.

32

AKHURST: WHEN CNC MAKES SENSE

Akhurst examines the CNC router purchase as a timing

decision. Labour availability, software workflow,

vacuum hold-down, tooling, machine construction and

support all determine whether automation will improve

throughput or simply add complexity.

38

MARKETS BEYOND BORDERS

ThermalWood Canada is responding to tariffs, trade

instability and shifting buyer expectations by building new

market relationships. Its work shows that diversification

depends on standards, product credibility and the ability to

explain performance clearly.

42

SELLING WITHOUT FRICTION

Freya Hannah’s sales column treats emotional

intelligence as a production safeguard. Clearer

communication, better follow-up and stronger

expectation-setting can prevent customer

misunderstandings from turning into estimating,

fabrication or installation problems.

4 FROM THE EDITOR

6 FILINGS

12 Q1 HOUSING REPORT

18 SHOP PROFILE

26 FEATURE HIGHLIGHT

30 MARKETING

AND MATERIALS

32 MACHINERY

AND TECH

front to back

34 AWMAC STANDARDS

36 CKCA ADVOCACY

38 EXPORTING

40 IWF

42 PEOPLE AND SALES

44 PRODUCT SHOWCASE

46 STATS AND FACTS

FROM THE EDITOR

CONTROL POINTS FOR A BUSY SEASON

Dear Industry Partners,

Summer has a way of showing where a shop is running smoothly and where it is simply running hard. Labour

pressure, uncertain markets, rising imports, customer expectations and equipment decisions all become visible

in the same places: lead times, quoting, sanding, installation schedules and the handoffs between departments.

In this issue, we look at how wood product manufacturers are trying to regain control over those pressure points.

The common thread is not growth for its own sake. It is the practical work of improving workflow, protecting margin,

using technology carefully and making decisions before small problems become production delays.

My Door Factory’s profile starts with the first hour of the day. Employees use that time to review problems,

improve the factory and make small changes before regular production begins. Its move into sanding automation

followed the same discipline: narrow the product mix, measure the constraint and automate the work that was

actually limiting output. For shop owners, the lesson is direct. Equipment works best when the process around it

is already understood.

Interior Woodcraft Designs offers another view of control. The Oshawa custom shop keeps designers, fabricators

and installers closely connected throughout the job, rather than treating each step as a separate handoff. Its use of 2020 Design software, detailed

fabrication packages and direct shop review helps protect the flexibility customers expect from custom cabinetry. The company has invested

where needed, but it has also kept proven methods in place where they still produce reliable results.

ThermalWood Canada brings the discussion into the market. Tariffs, trade instability and changing buyer expectations have pushed the company

to deepen relationships beyond traditional channels while maintaining long-standing U.S. business. Its work in thermally modified wood depends

on standards, sustainability expectations and customer education. Diversification is not just a sales decision. It requires product credibility,

quality control and the ability to explain performance in markets that may judge value differently.

This edition also looks at equipment decisions through Akhurst’s CNC article. A router purchase is not only about machine price. It involves labour

availability, software workflow, vacuum hold-down, tooling, construction quality and supplier support. The real question is whether manual

methods are already limiting throughput, consistency or the ability to take on work without adding more people.

Standards receive similar attention in Kasia Robinson’s article on NAAWS 5.0. Many architectural woodwork problems begin before fabrication,

when drawings, hardware expectations or compliance requirements are interpreted differently by estimators, project managers, production staff

and installers. Moving standards toward searchable operational tools can reduce interpretation drift before it becomes rework, RFIs or disputes.

CKCA’s update places shop-level decisions within a broader industry picture. Canadian cabinet manufacturers are facing housing slowdowns, rising

imports, U.S. tariff exposure and unused domestic capacity. Advocacy around safeguards, Buy Canadian procurement and federal housing programs

matters because manufacturing capacity is difficult to rebuild once skilled people, equipment utilization and supplier networks are weakened.

Freya Hannah’s sales column returns the focus to communication. In a reputation-driven business, what a customer hears often matters more

than what a salesperson meant to say. Vague follow-ups, missed specifications and poorly matched communication styles can all become production

problems. Good sales habits protect the shop as much as the relationship.

Across these stories, the central issue is how deliberately companies respond when pressure reaches the floor. Some narrow their work. Others

automate, digitize standards, build new markets, strengthen advocacy or tighten customer communication.

As you move through the summer season, consider where your own operation is absorbing avoidable friction. The strongest shops know where

the constraint is, what it costs and what decision comes next.

Thank you for reading. We hope this issue gives you something useful to bring back to your own shop.

Tyler Holt

PUBLISHER

Jake Blanchard

jakeb@mediaedge.ca

EDITOR

Tyler Holt

tylerh@mediaedge.ca

PRESIDENT

Kevin Brown

kevinb@mediaedge.ca

Published by

PRODUCTION MANAGER

Ines Louis

SENIOR GRAPHIC DESIGNER

Roxy Huynh-Guinane

GRAPHIC DESIGNER

Amanda Spearman

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FILINGS

Ryan Akhurst Named President of CWMDA

Ryan Akhurst, vice-president of Akhurst Machinery Ltd., has been elected president of the

Canadian Woodworking Machinery Distributors Association (CWMDA) following the organization’s

annual general meeting. He succeeds Murat Dogan of IMA-Schelling Canada, who completed a

seven-year term leading the association.

The CWMDA credited Dogan with helping expand the association’s visibility and industry presence

during his tenure. Akhurst represents a long-established family business in Canada’s woodworking

machinery sector.

Founded in 1988, the CWMDA promotes industrial woodworking machinery sales and service

standards across Canada. Its members also organize Woodworking Technology Days, an

annual event focused on machinery, automation, tooling, software and related manufacturing

technologies.

McFaddens Names Pascali Margetis Quebec Branch and

Brand Manager

McFaddens Hardwood & Hardware has appointed Pascali

Margetis as Quebec branch and brand manager, strengthening

the company’s leadership presence in the province. Margetis will

oversee branch operations while supporting brand development

and customer relationships across Quebec.

The company said Margetis brings experience in sales, business

development and the woodworking sector, positioning him to

support continued growth in the region. His role will include

coordinating with suppliers, customers and internal teams to

expand market reach and service capabilities.

McFaddens supplies hardwood lumber, panels, hardware and related products to

cabinetmakers, furniture manufacturers and woodworking businesses across Canada.

Biesse Appoints Stefano

Porcellini Deputy CEO and CFO

Biesse has appointed Stefano

Porcellini as deputy chief executive

officer and chief financial officer,

expanding the executive leadership

team at the Italian machinery

manufacturer.

Porcellini brings experience in

finance, corporate strategy and international business management. In his dual role, he will

oversee financial operations while supporting strategic development initiatives across the

company’s global operations.

Biesse manufactures machinery and automation systems for woodworking, glass, stone

and advanced materials processing industries. The company said the appointment

is intended to support operational efficiency and long-term growth objectives as

manufacturers continue investing in automation and digital production technologies.

Manufacturing

Veteran Aaron

Perryman Takes

Operations Role

at Black Bros.

Black Bros. Co.

has appointed

manufacturing

veteran Aaron Perryman to lead

company operations as the

woodworking and laminating equipment

manufacturer continues to focus on

production efficiency and growth.

Perryman brings more than 20 years

of manufacturing and operational

leadership experience to the role.

The company said his background

includes process improvement, team

development and operational strategy

across industrial manufacturing

environments.

Black Bros., based in Mendota, Illinois,

manufactures roll coating, laminating

and adhesive spreading equipment used

in woodworking and related industries.

The company said Perryman will oversee

operational performance and support

long-term manufacturing objectives.

Founded in 1882, Black Bros. serves

customers across North America and

international markets.

WoodLore Expands Leadership Roles for Henseler and Rooker

WoodLore International has expanded the leadership

responsibilities of Bjoern Henseler and Robin Rooker as the Greater

Toronto Area manufacturer continues to strengthen its operational

and strategic capabilities.

Henseler will assume broader responsibilities tied to company

operations and long-term planning, while Rooker’s expanded role

will focus on business development, customer relationships and

organizational growth initiatives. The company said the changes are

designed to support collaboration and future expansion.

Based in the Greater Toronto Area, WoodLore International

manufactures laminate office furniture and casegoods for commercial and institutional markets. The company said the leadership changes

support its ongoing growth and operational development strategy.

6 | WOOD INDUSTRY SUMMER 2026

FILINGS

AWMAC Ontario Adds Patricia Muncan and Rick Hurst to Board

AWMAC Ontario has appointed Patricia Muncan of CCW

Architectural Millwork Casework Inc. and Rick Hurst of Richelieu

Hardware Ltd. to its Board of Directors following elections held during

the association’s annual general meeting on March 26.

The association said the appointments add experience in

architectural millwork, casework manufacturing and distribution to

the board. Muncan represents CCW Architectural Millwork Casework

Inc., while Hurst brings industry knowledge from Richelieu Hardware,

a supplier serving cabinetmakers and

woodworking manufacturers.

AWMAC Ontario said both appointees will

support the organization’s efforts in industry

standards, workforce development and

member engagement across the province’s

architectural woodwork sector.

Bestar Restarts Production as Quebec

Furniture Sector Faces Mounting Closures

Bestar has resumed production at its Lac-

Mégantic facility following a restructuring

effort, even as Quebec’s furniture

manufacturing sector continues to face plant

closures and financial pressure linked to

rising costs and global competition.

The company said the restart will

gradually return employees to production

while stabilizing operations after

creditor protection proceedings. Bestar

manufactures ready-to-assemble residential

furniture for North American markets.

The reopening comes as several Quebec

furniture manufacturers have announced

closures, layoffs or restructuring measures

in recent months. Industry pressures include

weaker consumer demand, higher operating

costs, imported product competition

and ongoing trade uncertainty affecting

manufacturers across the province.

Industry observers say the developments

reflect broader challenges facing Canada’s

secondary wood manufacturing and

furniture sectors.

Gorman Group

Names Ashlee Cribb

Incoming CEO

The Gorman Group

has appointed Ashlee

Cribb as incoming

chief executive officer,

with current CEO Nick

Arkle set to transition to board chair as part of a planned leadership

succession.

Cribb currently serves as president of Gorman Bros. Lumber Ltd. and

has held senior leadership roles across the company’s operations.

The company said the transition supports long-term continuity and

future growth across its forestry and manufacturing businesses.

Arkle has led the company for more than two decades and will

continue supporting strategic direction in his role as board chair.

The Gorman Group operates lumber manufacturing,

remanufacturing and forestry operations across Western Canada and

the United States.

Quebec Students Win International Furniture

Innovation Competition

Students from Université Laval’s School of Design

in Quebec City earned first place in an international

furniture innovation competition organized by the

International Wood Culture Society and the National

Interior Furniture Design and Research Institute of China.

The winning project, developed by students Charles-Antoine Dubé, Florence Gagné

and Laurence Lemieux, focused on sustainable and adaptable furniture design. The

competition attracted submissions from design schools in several countries and

highlighted innovation in wood furniture manufacturing and functionality.

The Université Laval team was recognized for combining contemporary design with

practical manufacturing considerations and environmental responsibility.

The result highlights growing international recognition for Canadian design talent and

Quebec’s role in furniture and wood product innovation.

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FILINGS

Woolwich Fire Disrupts Operations at Elbru Distributors

Elbru Distributors is recovering after a fire at its Woolwich, Ontario

facility that also left one youth injured. Emergency crews responded

to the fire, which caused damage to the building and disrupted

operations at the woodworking supply distributor.

Local reports said the injured youth was transported to hospital

with non-life-threatening injuries. The cause of the fire remains

under investigation.

Elbru Distributors supplies woodworking materials and related

products to manufacturers and contractors in Ontario. The

company said recovery efforts are underway as it assesses damage

and works to resume normal operations.

The incident highlights ongoing safety and operational risks

facing industrial and warehouse facilities in the secondary wood

manufacturing supply sector.

IWF Atlanta 2026

Set for August Return

IWF Atlanta 2026

will take place Aug.

25-28 at the Georgia

World Congress

Center, bringing

together woodworking

machinery

manufacturers,

suppliers and secondary

wood manufacturers

from across North America and international markets.

The biennial International Woodworking Fair is expected to

showcase machinery, automation systems, software, tooling

and manufacturing technologies for cabinet, furniture, millwork

and flooring producers. Educational sessions, live equipment

demonstrations and networking events are also planned

throughout the four-day event.

IWF is widely regarded as one of the woodworking industry’s

largest trade events, attracting thousands of attendees and

exhibitors focused on production efficiency, automation and

advanced manufacturing solutions.

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Woodworking Technology Days 2026 Scheduled for October

in Ontario

Woodworking Technology Days will return to Ontario in October

2026, bringing together machinery distributors, equipment

manufacturers and woodworking professionals for a multilocation

industry showcase.

Organized by members of the Canadian Woodworking Machinery

Distributors Association (CWMDA), the event allows attendees

to visit participating companies and view demonstrations of

woodworking machinery, automation systems, software and

manufacturing technologies.

The event is designed for cabinetmakers, furniture

manufacturers, millwork shops and other secondary wood

manufacturers seeking updates on production technology and

process improvements.

CWMDA said additional details, including participating locations

and schedules, will be announced closer to the event date.

Woodworking Technology Days has become a recurring industry

event focused on innovation and manufacturing efficiency.


FILINGS

Expo Design and AFMQ Partner to Support Quebec Manufacturing

Expo Design and the Quebec Furniture Manufacturers Association

(AFMQ) have formed a partnership aimed at strengthening

connections between Quebec’s design community and furniture

manufacturing sector.

The organizations said the collaboration will promote greater

integration between designers, manufacturers and suppliers while

supporting innovation, product development and local production

capacity. The initiative is also intended to increase visibility for

Quebec-made furniture and encourage closer collaboration across

the province’s design-to-manufacturing ecosystem.

AFMQ represents Quebec furniture manufacturers, while Expo Design

focuses on promoting design excellence and industry collaboration.

The partnership comes as Quebec manufacturers continue adapting

to changing market conditions, global competition and growing

demand for locally designed and manufactured products.

Chaulk Acquires All About Kitchens

Chaulk Woodworking has acquired All About Kitchens, expanding

its production capacity and regional presence in Ontario’s

cabinetry and millwork market.

The company said the acquisition will strengthen manufacturing

capabilities while increasing service coverage and customer reach

across the province. All About Kitchens specializes in custom

kitchen cabinetry and related residential woodworking products.

Chaulk said the integration of operations will support growth

opportunities and improve production efficiency as demand

continues for custom and semi-custom cabinetry solutions.

The acquisition reflects ongoing consolidation and capacity

investment within Ontario’s secondary wood manufacturing

sector as companies look to strengthen market position and

operational scale.

Ontario Millwork Apprentice Earns Spot at National

Competition

An Ontario apprenticeship contest winner will advance to the

2026 AWMAC National Apprentice Competition following top

honours at the provincial event organized by AWMAC Ontario.

The competition evaluates participants on woodworking,

architectural millwork and installation skills through hands-on

challenges designed to reflect industry standards and jobsite

requirements. Organizers said the event supports workforce

development and promotes skilled trades careers within the

architectural woodwork sector.

The Ontario winner will represent the province at the national

competition in 2026, where apprentices from across Canada will

compete in technical and practical woodworking disciplines.

AWMAC said apprenticeship programs and skills competitions

remain important tools for addressing labour shortages and

supporting the next generation of skilled woodworkers.

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Q1 HOUSING REPORT

Q1 2026 HOUSING CONSTRUCTION

REPORT: ACTIVITY HOLDS WHILE

FUTURE MOMENTUM SOFTENS

:: By Tyler Holt, Editor of Wood Industry


Q1 HOUSING REPORT

NATIONAL OVERVIEW

Canada’s housing-start figures remained positive

through the first quarter of 2026, but the

underlying construction cycle continued to

lose momentum beneath the headline totals.

Actual housing starts in centres with populations

above 10,000 increased from 45,329

units in Q1 2025 to 48,372 units in Q1 2026, a

gain of roughly 6.7%. January was effectively

flat year over year before activity strengthened

in February and March.

• January: 15,957 → 16,088 (+1%)

• February: 14,420 → 15,886 (+10%)

• March: 14,952 → 16,398 (+10%)

The quarter’s gains were concentrated primarily

in multi-family construction.

• Single-detached starts decreased from

8,527 units in Q1 2025 to 7,955 in Q1 2026, a

loss of roughly 7%.

• Multi-family starts increased from 38,782

units to 43,256, up nearly 11%.

That product mix continues reshaping how

national housing data should be interpreted.

Canadian residential construction is now

increasingly dominated by apartment and

large-scale multi-unit projects rather than

detached housing. That transition matters because

apartment construction behaves differently

operationally and financially. Projects

move through longer approval cycles, require

more extensive financing arrangements, and

often depend on preleasing or presale thresholds

before construction can begin.

The result is that housing starts increasingly

reflect decisions made many months earlier

rather than current market sentiment.

That lag is visible throughout the first-quarter

data.

Construction activity remained elevated because

projects financed and approved during

stronger market conditions continue moving

into active development. At the same time,

CMHC and industry participants have increasingly

pointed toward weakening forward

conditions driven by softer condominium presales,

rising inventories, elevated borrowing

costs, and more cautious lender underwriting.

Completion data reinforces the distinction between

current activity and future momentum.

In population centres above 100,000, single-detached

completions declined from 8,737

units in Q1 2025 to 7,945 in Q1 2026, a drop of

just over 9%.

Multi-family completions increased from

31,604 units to 33,784, up nearly 7%.

Those units largely represent projects conceived

and financed under materially different

market conditions than exist today.

The industry is therefore operating through

two overlapping phases simultaneously: a

high-volume completion cycle tied to earlier

financing conditions and a weaker future pipeline

shaped by today’s tighter economics.

That distinction matters operationally. Developers

may continue advancing projects already

under construction even while delaying

new launches or revising future development

plans.

The first quarter therefore reflected a market

that remains visibly active while becoming

more selective beneath the surface.

PROVINCIAL AND CMA BREAKDOWN

BRITISH COLUMBIA

British Columbia recorded a modest decline

in starts during the quarter.

• British Columbia: 9,965 → 9,634 (-3%)

The provincial slowdown contrasted somewhat

with stronger activity within Metro Vancouver

during parts of the quarter.

• Vancouver: 4834 → 6706 (+39%)

• Abbotsford: 682 → 70 (-90%)

• Chilliwack: 143 → 52 (-64%)

• Kamloops: 135 → 472 (+250%)

• Kelowna: 541 → 559 (+3%)

• Nanaimo: 107 → 84 (-21%)

• Victoria: 612 → 692 (+13%)

The divergence between Vancouver and several

secondary British Columbia markets reflects

the uneven nature of the province’s current construction

cycle.

A relatively small number of high-density

projects entering construction in Metro Vancouver

can materially affect provincial totals,

particularly in quarters where activity slows

elsewhere.

woodindustry.ca | 13

Q1 HOUSING REPORT

Vancouver’s construction pipeline continues

to rely heavily on apartments and purpose-built

rental projects. But the region also

remains exposed to many of the pressures now

affecting high-density development nationally:

weak condominium presales, elevated construction

costs, expensive land, and increasingly

cautious financing conditions.

CMHC’s recent analysis noted signs of stabilization

in both permits and starts in Vancouver

rather than outright expansion. Construction


activity remains substantial because projects

already in the pipeline continue advancing, but

the pace of new viable project formation appears

slower than earlier in the cycle.

Outside the Lower Mainland, activity across

British Columbia has become increasingly uneven.

Kamloops posted a sharp increase from a

relatively small base while several Fraser Valley

markets moved materially lower.

The province’s first-quarter totals ultimately

reflected both the scale and volatility of

apartment-driven construction activity.

ALBERTA AND THE PRAIRIES

Alberta posted one of the more notable reversals

in the country after several years of unusually

strong housing activity.

• Alberta: 11,470 → 9,670 (-16%)

The province had previously benefited from

rapid population growth, interprovincial migration,

and comparatively affordable housing relative

to Toronto and Vancouver.

Q1 HOUSING REPORT

That earlier momentum drove a substantial

expansion in both detached and multi-family

construction across Calgary and Edmonton.

By early 2026, however, rising inventories and

the large volume of units already under construction

appear to be moderating the pace of

new starts.

• Calgary: 6271 → 5005 (-20%)

• Edmonton: 4095 → 3401 (-17%)

• Lethbridge: 184 → 244 (+33%)

• Red Deer: 46 → 162 (+252%)

The decline in Calgary and Edmonton suggests

the province is transitioning away from

the accelerated growth phase seen over the

past several years.

CMHC’s broader commentary has noted

that Prairie markets generally contain a larger

share of low-rise and detached housing

relative to Toronto or Montréal, where highrise

apartments dominate. That shorter construction

cycle can cause Prairie markets to

respond more quickly to changes in financing

conditions and buyer demand.

Saskatchewan also recorded one of the

sharpest declines nationally.

• Saskatchewan: 1,295 → 750 (-42%)

• Regina: 511 → 172 (-66%)

• Saskatoon: 707 → 575 (-19%)

While smaller in absolute terms, the decline

reinforces the broader softening trend

across parts of the Prairie region.

Manitoba moved in the opposite direction.

• Manitoba: 1,362 → 1,666 (+22%)

• Winnipeg: 1189 → 1410 (+19%)

The increase suggests more stable project

flow in Winnipeg relative to the sharper slowdown

occurring elsewhere in the Prairies.

ONTARIO

Ontario accounted for much of the national

increase in starts during the quarter.

• Ontario: 10,938 → 13,743 (+26%)

The province’s gains were large enough to

offset substantial declines elsewhere in the

country.

Toronto’s activity fluctuated throughout

the quarter but strengthened meaningfully

in March.

• Toronto: 5072 → 4889 (-4%)

• Barrie: 80 → 70 (-13%)

• Belleville: 186 → 16 (-91%)

• Brantford: 360 → 401 (+11%)

• Guelph: 5 → 40 (+700%)

• Hamilton: 487 → 698 (+43%)

• Kingston: 212 → 53 (-75%)

• Kitchener-Cambridge-Waterloo:

859 → 1288 (+50%)

• London: 296 → 998 (+237%)

• Oshawa: 88 → 109 (+24%)

• Ottawa-Gatineau: 2609 → 2989 (+15%)

• Peterborough: 20 → 24 (+20%)

• St. Catharines-Niagara: 411 → 800 (+95%)

• Thunder Bay: 23 → 101 (+339%)

• Windsor: 123 → 56 (-54%)

The provincial figures show just how uneven

Ontario’s market has become.

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um projects continue dominating the Greater Toronto

Area pipeline, and the timing of a relatively

small number of projects entering construction

can materially alter quarterly totals.

At the same time, Toronto remains one of

the markets facing the greatest pressure on

future project viability.

Weak condominium absorption, rising unsold

inventory, elevated borrowing costs, and

high construction pricing continue affecting

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Q1 HOUSING REPORT

the economics of new development. Several industry

participants have already slowed launches

or revised project timelines while reassessing

financing assumptions and achievable pricing.

Elsewhere in Ontario, several mid-sized markets

posted substantial percentage gains from

smaller bases, including London, St. Catharines-Niagara,

and Kitchener-Cambridge-Waterloo.

Ottawa-Gatineau also continued showing

comparatively stable activity.

The province’s stronger first-quarter starts

numbers therefore do not necessarily indicate

improving market sentiment.

Instead, the data more likely reflects projects

already financed and approved moving into

active construction despite softer current conditions.

That distinction increasingly defines Ontario’s

housing market. Construction sites remain

active, but the future pipeline appears thinner

than current activity alone would suggest.

QUÉBEC

Québec posted moderate first-quarter growth

supported largely by multi-family activity.

• Québec: 10,137 → 11,209 (+11%)

Montréal contributed significantly to that

increase.

• Montréal: 5327 → 4870 (-9%)

• Drummondville: 243 → 225 (-7%)

• Québec City: 1477 → 1740 (+18%)

• Saguenay: 167 → 368 (+120%)

• Sherbrooke: 255 → 716 (+181%)

• Saint-Jean-sur-Richelieu: 49 → 59 (+20%)

• Trois-Rivières: 189 → 247 (+31%)

As in Toronto and Vancouver, Montréal’s

construction cycle is increasingly shaped by

apartment development rather than detached

housing.

The city continues seeing substantial multiunit

activity, particularly in rental-oriented

construction. But Québec developers also face

many of the same pressures affecting major

urban markets nationally: rising labour costs,

financing constraints, and more cautious in-


Q1 HOUSING REPORT

vestor assumptions.

Several secondary Québec markets posted

strong percentage increases during the

quarter, particularly Sherbrooke and Saguenay,

though both grew from comparatively

smaller bases.

CMHC’s recent analysis suggested that permit

activity in Montréal has begun stabilizing

even while starts remain relatively elevated.

That divergence points toward a broader

pattern now visible across several major Canadian

markets. Projects already underway

continue supporting active construction levels,

but fewer projects appear positioned to

replace them at the same pace over the next

several years.

Québec’s first-quarter numbers therefore

reflected resilience in the current construction

pipeline rather than a fully expansionary

market.

ATLANTIC CANADA

Housing activity across Atlantic Canada remained

comparatively small in national terms,

though conditions varied across the region.

• Nova Scotia: 1,504 → 1,307 (-13%)

• Halifax: 1361 → 903 (-34%)

• New Brunswick: 673 → 695 (+3%)

• Fredericton: 145 → 110 (-24%)

• Moncton: 436 → 443 (+2%)

• Prince Edward Island: 289 → 362 (+25%)

• Newfoundland and Labrador: 123 →

170 (+38%)

• St. John’s: 122 → 117 (-4%)

Nova Scotia’s decline is notable because

Halifax had previously experienced substantial

housing pressure driven by migration

and population growth.

At the same time, the Atlantic region’s smaller

market size means percentage changes can

appear dramatic even where underlying unit

volumes remain comparatively limited.

Prince Edward Island and Newfoundland

recorded sizeable percentage increases from

relatively small bases. Those gains were not

large enough to materially affect national totals,

but they reinforce the increasingly fragmented

nature of Canadian housing activity.

Rather than moving in a synchronized

national cycle, regional markets are now

responding differently depending on migration

patterns, construction composition,

financing conditions, and the maturity of

their existing development pipelines.

A MARKET ADJUSTING THROUGH LAG

The first quarter of 2026 did not produce evi-

dence of a broad construction collapse.

National starts remained above year-earlier

levels. Multi-family construction continued

dominating both starts and completions. Large

apartment projects remained active across most

major urban markets.

But the quarter also reinforced the growing

disconnect between visible construction activity

and future development momentum.

The housing market is now adjusting through

lag.

Projects already approved, financed, and underway

continue supporting current starts and

completion data. Meanwhile, the conditions required

to launch the next generation of projects

have become materially more difficult.

That distinction increasingly shapes how

housing data should be interpreted.

Purpose-built rental projects continue carrying

much of the construction pipeline because

rental fundamentals remain comparatively stable

and several governments continue supporting

rental production through financing and

tax programs.

Condominium-oriented development appears

more vulnerable.

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Developers across Toronto and Vancouver

increasingly face pressure from weaker

absorption, rising inventories, elevated construction

costs, and financing structures that

no longer support aggressive expansion assumptions.

Ontario and Québec helped sustain national

growth during the quarter while Alberta and

Saskatchewan moved lower after several years

of unusually strong activity. British Columbia

remained relatively stable overall but showed

increasing divergence between Vancouver and

the rest of the province.

Those differences matter because the national

market is becoming more dependent on

a smaller number of urban apartment markets

and a narrower range of viable project types.

For now, construction activity remains supported

by projects already moving through

the system.

The more consequential question is whether

enough financially viable projects are entering

the pipeline to sustain today’s activity levels

several years from now.

The first-quarter data suggests that answer

is becoming less certain.

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SHOP PROFILE

Custom Cabinetry for Everyday Life

at Interior Woodcraft Designs

:: By Joy Doonan, Wood Industry Writer

KEEPING CUSTOM MILLWORK PERSONAL

In custom millwork, repeat customers often tell

a deeper story than any showroom could. Interior

Woodcraft Designs in Oshawa, Ontario,

has been building custom kitchens and millwork

for homeowners for four decades, with

many clients returning across generations.

Today, the company is owned by siblings

Lindsay Wright and Matt Henderson. The

pair purchased the business from its original

owners, whom Lindsay had worked alongside

for years. Although it is technically a different

business entity since Lindsay and Matt took

over, Interior Woodcraft Designs has always

maintained a business philosophy that involves

careful listening and a close synergy

between design and fabrication processes.

“We kept the name because it just has such

a good history,” she said. “A good name and

a good client base. People still come around

that we have already done kitchens and other

work for years and years ago because they

know who we are.”

Many homeowners comparing custom

cabinetry with lower-cost prefab alternatives

value the consistency that comes from working

with the same shop from design through

installation. Interior Woodcraft Designs leans

into the flexibility and personal touch that a

small custom shop can offer.

FROM DESIGNER TO OWNER

Lindsay Wright’s path into cabinetry was not

originally tied to business ownership. After

studying interior design at Fanshawe College,

she worked in a variety of industry roles, including

independent contracting and positions

connected to kitchen and bath projects. This

work introduced her to Dale Harris, one of Interior

Woodcraft Design’s original owners.

At the time, Harris would occasionally

send clients to Wright for design-related purchases

connected to renovation projects. Over

time, the professional relationship developed

into a friendship, and eventually into a longterm

working arrangement. Wright joined

Interior Woodcraft Designs in 2007 and remained

there for 13 years before purchasing

the company with her brother.

For much of that period, Wright handled

nearly all of the company’s design and sales


SHOP PROFILE

work herself. Because she was already deeply

involved in day-to-day operations, the eventual

ownership transition felt relatively natural.

“Dale and I used to always laugh that it

would be such an easy transition for me to

run this business,” she said. “I was kind of doing

it anyways.”

Her brother Matt came to the business

from a different direction. A longtime general

contractor, he had spent years working

hands-on in construction and renovations

before partnering with Lindsay on various

projects. Where Lindsay focused on design

and client interaction, Matt brought installation

and site experience.

“He’s one of those guys that needed to be in

a trade, working with his hands,” Wright explained

about her brother’s background.

The siblings had collaborated successfully

for years before ownership ever became part

of the conversation. When the original owners

began discussing retirement, Matt was

the one who suggested buying the business

together. By that point, the transition felt less

like a leap into ownership and more like a continuation

of work they were already doing side

by side.

SYNERGY BETWEEN DESIGN AND

PRODUCTION

Interior Woodcraft Designs operates out of approximately

6,000 square feet in Oshawa’s south

end. The facility includes a small showroom,

fabrication and finishing operations, and assembly

space. The shop currently operates a

CanTek panel saw, Kremlin finishing systems,

and dado saws.

The company has continued investing

selectively while holding onto methods that

have consistently produced dependable results.

Wright says, “we joke that at a certain

point we won’t be able to get replacement

parts for the CanTek saw anymore because

we’ve kept it for so long!”

“We still do dado joinery for all of our

cabinets and our cabinet boxes because it’s

never done us wrong,” she said. “There are

certain things that you just don’t change

when they work.”

The company’s workflow also reflects a

highly collaborative relationship between design

staff and shop personnel. Once a project

is approved, designers use 2020 Design software

to prepare detailed fabrication packages

that include floor plans, elevations, 3D renderings,

and specialty notes for production staff.

Before fabrication begins, the team gathers to

review the project together.

The shop’s lead carpenter plays a particularly

central role in the process. Wright says

everyone playfully refers to him as the company’s

“human CNC” because of his ability to

execute complex custom work manually.

“There’s no real official training I give to

my designers,” Wright explains. “It’s more of a

probationary period where we’re just observing

and learning from each other.” Wright

says this approach helps new staff better understand

how design decisions affect fabrication,

installation, and customer experience

across the entire project lifecycle.

Designers regularly communicate directly

with installers and fabricators throughout

a project’s lifecycle, especially when unexpected

site conditions or custom details

arise. The close integration helps preserve

the flexibility customers expect from a custom

operation.

LISTENING FIRST, DESIGNING SECOND

Instead of approaching projects primarily

from a stylistic perspective, Lindsay Wright

focuses heavily on understanding how clients

actually live within their spaces. Conversations

about cooking habits, family routines,

storage frustrations, and traffic flow all influence

the final layout.

“I always say read between the lines and

start listening to all the things that don’t work

for them,” she explained. Wright noted that

the company routinely designs seating areas,

specialized storage solutions, and unconventional

layouts tailored to specific homes.

The process remains intentionally person-


SHOP PROFILE

al from consultation through installation.

Customers often interact with the same people

throughout the entire project, including

site visits, design revisions, fabrication reviews,

and final hardware selections.

Wright believes that consistency is one

reason many customers return years later for

additional work, whether kitchens, vanities,

entertainment units, closets, or bars.

“It’s been generational,” she said. “When

you do good work for someone, they do come

back.”

PRESERVING HUMAN DESIGN

Like many manufacturers and design firms,

Interior Woodcraft Designs is also evaluating

how newer technologies may affect future operations.

Wright said the company is actively

considering equipment upgrades to improve

production speed while maintaining the intimate

small-shop environment customers

value. At the same time, she expressed mixed

feelings about the growing role of artificial

intelligence in design work. Her concerns

were less about efficiency and more about the

changing role of the designer.

“The design process is long and really takes


SHOP PROFILE

a while before we get to that place where we

have the perfect layout, and to alleviate some

of that would be wonderful in some cases. I

could probably buy an AI program and have it

do all the design for me,” she says. “But that’s

my job.” She expresses that an overreliance

on automation within the creative process

“gets rid of a critical component and changes

the human role from creation to just quality

assurance.”

STAYING HANDS-ON

As Interior Woodcraft Designs continues evaluating

further equipment investments and

evolving design technologies, Wright says the

company remains focused on preserving the

responsiveness and close communication

that customers associate with smaller, custom

shops. The business’ main prerogative is to

create spaces tailored to the routines and priorities

of the people using them every day.

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From Insight to Action:

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Across the wood products sector, sustainability is no longer a separate

conversation. It is increasingly becoming a core part of how

manufacturers and distributors operate and plan for the future.

For Upper Canada Forest Products, this shift has not required a reinvention

of purpose, but a deeper commitment to understanding impact

and making more informed decisions across the business.

Like many in the industry, the company has long recognized the role

wood plays as a renewable material in a lower carbon economy. But

translating that belief into measurable action required greater clarity.

To establish a clear baseline, Upper Canada Forest Products partnered

with the University of British Columbia Sauder School of Business

through the Centre for Climate and Business Solutions. The collaboration

focused on measuring Scope 1 and Scope 2 greenhouse

gas emissions, examining energy use and fuel consumption across all

eighteen facilities in Canada and the United States.

The outcome was more than a technical exercise. It provided a consistent,

data driven view of where emissions originate, and where the

most meaningful improvements can be made. Just as importantly, it

established a standard approach that can be applied year over year,

enabling the business to track progress, refine strategies, and support

more confident decision making.

With this foundation in place, the focus has shifted toward practical

action. Across multiple locations, Upper Canada Forest Products

is advancing targeted initiatives designed to improve efficiency and

reduce its overall footprint.

These include converting to LED lighting to lower energy demand,

installing solar panels at its Mississauga facility to reduce reliance on

grid power, and optimizing fleet routing to limit fuel use and idle time.

While each initiative is incremental, together they represent a disciplined

approach grounded in data, where operational improvements

and environmental outcomes move in the same direction.

This reflects a broader trend across the wood industry, where sustainability

is increasingly integrated into day-to-day operations rather

than treated as a standalone objective. For manufacturers, the value

lies in approaches that improve efficiency, reliability, and cost control,

while contributing to long term resilience.

The work undertaken with UBC has also reinforced the importance

of alignment across teams. By engaging employees in understanding

emissions data, the company has strengthened internal collaboration

and made sustainability part of everyday decision making.

Establishing a baseline is only the starting point, but it is a critical

one. It enables Upper Canada Forest Products to prioritize future initiatives,

evaluate new technologies, and continue to integrate sustainability

into its long-term growth.

In an industry defined by long cycles and lasting partnerships, a

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With a clearer understanding of emissions, Upper Canada Forest

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FEATURE HIGHLIGHT

My Door Factory’s Operating

Discipline Starts Before

the First Door Is Made


The first hour of the day at My Door Factory

is not reserved for cutting, sanding

or shipping doors; it starts with improvement

work. Employees get time in the shop to

fix what made yesterday harder than it needed

to be. After, The group meets, reviews improvements,

talk through issues, express gratitude,

discuss what they are reading and, more recently,

make room for a “confession” segment where

people identify mistakes or decisions they

would handle differently next time.

For Brad Cairns, who founded the company

after earlier work in custom carpentry, commercial

millwork and cabinetry, that hour

is not a cultural add-on, but a part of the operating

system. My Door Factory’s position in

the MDF door market has been built around

a relatively narrow question: how much work

can be removed from the customer’s shop by

changing the way doors are produced before

they leave the factory?

Cairns began building for local customers

as a teenager under the name Brad’s Custom

Carpentry. He later attended Conestoga College,

where access to the school’s shop gave him

space to build for a small but growing customer

base. His early business life moved through

the familiar path of custom work, commercial

jobs and cabinet-related production. The turning

point came after yet another dispute with

a general contractor. The money involved was

in excess of $100k, a lot of money for a small

business. This pattern had become familiar

enough that Cairns knew something had to

change. Control needed to be established.

The shop did not immediately arrive at

MDF doors as a fully formed plan. It looked at

the machines it already had, the skills in the

building and the process knowledge accumulated

from consulting with companies that

made doors. Doors fit the kind of work Cairns

found more interesting: higher-volume, repetitive

production with room for process control.

The company began making doors and, by his

estimate, is now around the ten-year mark under

the My Door Factory model.

WHEN SPECIALIZATION WAS STILL TOO

BROAD

My Door Factory initially tried to supply both

doors and countertops on the assumption that

customers buying one would buy the other.

Operationally, the products did not belong

together. A single countertop could interrupt

nearly a full day of door production. Cairns

now describes the lesson plainly: the countertop

work had to go. The company narrowed

further and stayed with doors.

That decision influenced much of the company’s

later improvement work depends on

repetition. A shop building a wide range of

products can improve, but the signal is noisier.

At My Door Factory, repeated work made

waste easier to see. It also made small changes

compound. Cairns says the company spends

the first hour of every day improving the factory

and the people in it. The point is not a

monthly lean initiative or a manager-led project.

The practice is daily, company-wide and

owner-led.


FEATURE HIGHLIGHT

THE FIRST HOUR OF THE DAY

Cairns is direct about that last part. Lean, in

his view, does not survive if ownership treats

it as something for the shop floor but not the

office. A messy owner’s office undercuts a

clean-workstation instruction. A weekly meeting

is not enough. Cairns compares it to going

to the gym once a week: the intent may be present,

but the repetition is not.

The company’s morning routine shows how

that thinking is put into practice. For 30 minutes,

employees work on improvements. If no specific

improvement has been assigned, the instruction

is simple: make the job easier. Then the company

gathers for another 30 minutes. Cairns says

one common mistake in morning meetings is

talking only about work. My Door Factory does

discuss immediate company issues when needed,

but the meeting is designed around improvements,

gratitude, learning and mistakes.

TREATING MISTAKES AS EXPERIMENTS

The “confession” element is a useful window

into the shop’s management style. Cairns frames

mistakes as experiments rather than failures.

He frequently tells employees to “run the experiment.”

When someone proposes a change,

the shop is expected to test it rather than argue

endlessly from opinion. The result either works

or teaches the group something.

This operating style requires tolerance for controlled

mistakes. Cairns says younger workers,

including co-op students, sometimes have to be

allowed to run into the consequence of a bad decision.

A warning from the boss may not stay with

them, but making the wrong part usually does.

The lesson is not theatrical. It is part of how the

shop builds judgment while avoiding the chilling

effect that may come with the shame and guilt

accompanying the making of a mistake.

FROM BOTTLENECKS TO CONTROL

POINTS

The same preference for observation over assumption

shapes how Cairns talks about bottlenecks.

He avoids the term when describing

his own factory. A bottleneck, to him, suggests

a choke point outside the company’s

control. He prefers “control point.” Once the

factory establishes a control point and subordinates

the rest of production to it, management

does not have to chase every station at

once. It watches the control point.

That distinction affects how capacity is increased.

Cairns describes the process as “establishing

flow, monitoring for stability, raising the

target, watching what breaks, fixing the feeding

or following operation, and then raising the target

again”.

If the control point is producing 10 pieces an

hour, the company tests 11. If another operation

cannot support that pace, the target drops back

while the weak point is improved. Then the

shop tests again.

It is a measured way to grow capacity. The

shop is not simply asking every station to move

faster but instead opting to change one variable,

watching the system respond and using the result

to determine where the next improvement

belongs. In a door operation, that makes a big

difference cutting, machining, sanding, priming,

labeling and shipping are connected. Speed

in one area does not help if it only pushes unfinished

work into another.

MEASUREMENTS THE SHOP CAN ACT ON

Cairns is also skeptical of improvement work

that is not measured. He says many factories

look first to financial statements, which he

considers a poor shop-floor management tool.

Employees do not usually feel they can affect

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FEATURE HIGHLIGHT

broad financial numbers, and the numbers arrive

too late to guide daily decisions. He argues

instead for interconnected operational measurements

that can be seen and influenced

closer to the work.

“Everybody’s kind of looking for that one

measurement to run their business,” Cairns

said. “We always say it’s impossible. It’s like

flying an airplane with one gauge.”

The four measurements he emphasizes are

daily throughput, throughput dollars per labour

hour, minutes per unit and units per day.

Daily throughput shows whether the company

is on track and whether it is making more money

than it is burning. Throughput dollars per

labour hour works as an efficiency measure

and, in his words, a decision checker. If a CNC

is purchased, the number should show whether

the shop is producing more value with less

labour input. If new employees are hired, the

same measurement should help reveal whether

the decision improved performance or simply

added cost.


Minutes per unit becomes an estimating

check. If the shop is actually taking 12 minutes

per unit to ship work, the estimate should be

tested against that reality. Units per day helps

calculate lead time by comparing what is coming

into the plant against what is going out.

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SOLVING SANDING FIRST

Cairns’ measurement discipline also shaped

the company’s move into automation. My

Door Factory offered priming, and at one point

Cairns had 12 people sanding primer. The work

was dusty, repetitive and difficult to staff. He

describes the sight of a line of people sanding

in masks as one of the most difficult and depressing

experiences in the shop. The company

decided to solve the problem internally. Cairns

mortgaged the building and put money into

research and development for a sanding robot.

The technical problem was not just moving

abrasive over a surface. Primer sanding requires

judgment. A human can feel and see the difference

between removing enough material and

sanding through. Teaching a machine to avoid

sanding through primer took about two and a

half years, according to Cairns. Once the robot

worked in his own factory, the company showed

it publicly. That led to Stolbek machinery sales beyond

My Door Factory, and Cairns says the machines

are now sold globally. The system is aimed

at reducing the sanding workload for shops of different

sizes. “We have installed them in factories

that do $5M a week down to 1-person shops; story

is always the same: sanding sucks.” That idea has

also become part of the company’s tagline.

MACHINES DESIGNED FROM THE

WOODSHOP OUT

The edge sander followed a similar path. My

Door Factory wanted to remove edge sanding

from the manual process but could not find

a machine that handled the work the way the

shop wanted. Cairns questioned why edge

sanders were built around belts when workers

sanding by hand would normally use palm

sanders. The company developed an edge sander

using five palm sanders inside the machine,

designed around the sanding progression the

shop wanted.

That origin explains the difference between

Cairns’ machinery business and a more general

automation supplier. Stolbek’s machines

were not designed first as automation platforms

and later adapted to wood. They came

from a woodworking production problem.

Cairns had sanded for decades before trying

to automate sanding. He argues that matters

because sanding is often underestimated by

people who have not done it.

Building machines also changed how he

thinks about return on investment. Cairns

says woodworkers often look at the price of a

machine and conclude they cannot afford it because

the bank account does not contain the full

amount. Instead, he suggests that companies

compare that cost against the monthly labour

already being spent on the task. In sanding, that

may mean several employees doing repetitive

work that a financed machine could replace or

stabilize. He is not dismissing ROI calculations,

but thinks many shops fail to count the longterm

and peripheral benefits of automation.

The connection between lean practice and

automation is important. My Door Factory did

FEATURE HIGHLIGHT

not automate to avoid process discipline. It automated

after measuring and controlling the

process enough to understand where automation

would matter. In Cairns’ view, the more robots

he puts into the shop, the more money the

company makes. That is not a universal rule

for every factory, but in his operation it reflects

a specific sequence: narrow the product mix,

establish flow, measure the work, improve daily,

then automate the work that still constrains

the system.

DOING THE CUSTOMER’S NEXT STEP

The same logic extends to customer service.

Cairns says the company continually asks

what the customer must do next when the

product arrives. If the next step is sanding,

My Door Factory tries to do the sanding. If

the next step is measuring or labeling, the

company looks for ways to handle that before

shipping. The goal is not to add a small charge

for every added service, but to remove waste

internally so the added work can be absorbed

without raising the price to the customer.

That is the company’s clearest competitive

position. It is not only selling MDF doors; it is

trying to sell less downstream work. A cabinet

shop receiving fully sanded, measured and

labeled doors can move those parts into its

own process with fewer interruptions. For a

customer, the value is not abstract. It shows up

in less sanding time, fewer handling steps and

cleaner scheduling.

SHARING THE PLAYBOOK

Cairns is open about sharing these systems,

even with other manufacturers. He says the

information did not originate with him, citing

lean thinkers and mentors who shaped his own

practice. He also believes many companies

will listen but not execute. His stated mission

is to prove that woodworkers can make money,

and he sees systems, software and machines as

tools toward that end.

My Door Factory’s development is therefore

less a story about a company discovering one

breakthrough than about a shop narrowing

its work until the work could be studied closely.

Countertops left because they interrupted

the door process. Morning improvement

stayed because it made daily waste visible. The

control point replaced the wandering search

for bottlenecks. Sanding robots appeared

only after manual sanding became too costly,

dusty and difficult to sustain.

The company’s operating discipline is not

hidden in a slogan. It is visible in the hour before

production starts, in the measurements

Cairns expects every shop to understand, and

in the decision to keep taking work out of the

customer’s hands. For a door supplier, that is a

practical form of integration. The factory improves

its own process, then uses the gains to

absorb the next task the customer would otherwise

have to do.

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MARKETING

NOT JUST A SURFACE

How Finishes are Redefining Plywood’s Role in Design

:: By Meghan Bell, Product Specialist with Garnica North American

Plywood has long been valued for its

structural properties, but less so for its

appearance. In cabinetry, furniture,

and architectural applications, it has often

served as the hidden layer beneath veneers,

laminates, paint, or other decorative finishes.

However, recent technological innovation has

made that distinction less relevant.

Today, advances in decorative surfaces and

factory-applied finishes are changing the way

plywood is specified. Rather than functioning

solely as a substrate, plywood is increasingly being

used as the finished material itself. Natural

wood faces, decorative laminates, and UV-treated

coatings are allowing architects, designers,

and manufacturers to combine aesthetics and

performance in a single panel solution.

FROM STRUCTURAL CORE TO FINISHED

SURFACE

The technical advantages of plywood are well

established. By layering thin veneers with

alternating grain directions, manufacturers

create panels that are lighter and more dimensionally

stable than many solid wood alternatives.

This cross-laminated structure helps

reduce warping and supports consistent performance

in demanding environments —particularly

when high-quality raw materials and

precise manufacturing processes are applied.

Because plywood panels are engineered

for stability, strength and machinability, they

have the potential to support a wide range of

decorative finishes while maintaining structural

integrity during fabrication. When produced

to a high standard, panels allow millworkers to

route, cut, drill and edge components with confidence

that the finished surface and the underlying

core will perform as an integrated system.

However, performance can vary significantly

across manufacturers. Some producers go

further by controlling the growth of their raw

material and applying advanced production

techniques to achieve exceptional consistency.

These approaches can result in lightweight,

virtually void-free panels with tighter tolerances

and fewer core splices—factors that directly

contribute to superior stability. Companies

such as Garnica exemplify this level of quality,

pairing responsible forestry practices with

precision manufacturing to deliver panels that

meet both ESG goals and the highest performance

expectations.

THE RISE OF TFL AND HPL

One of the most significant developments in

engineered wood panels has been the evolution

of decorative surfaces. Thermally fused

laminates (TFL), high-pressure laminates

(HPL), and other engineered finishes allow the

panels to take on a virtually unlimited range of

colors, textures, and patterns while adding resistance

to wear, scratching, and impact. These

materials are increasingly used in commercial

interiors, retail fixtures, educational facilities,

and other environments where durability and

appearance are equally important.

For specifiers, the value is practical as much

as visual. A finished plywood panel can reduce

the need for additional finishing steps, improve

consistency across projects, and support

more efficient fabrication and installation.

THE MANY FACES OF PLYWOOD

Decorative hardwood faces such as white

oak, maple, walnut, and cherry allow plywood

to deliver the warmth and variation of

natural timber while preserving the technical

advantages of engineered wood. These qualities

make it especially valuable in applications

where designers want the appearance of natural

wood without the movement, weight, or

variability associated with solid lumber.

UV-treated coatings add another layer of

functionality. Applied under controlled manufacturing

conditions, these finishes enhance the

natural appearance of wood while increasing resistance

to scratches and surface wear. For architects

and designers, pre-finished panels provide

a more consistent finish than many field-applied

alternatives. The result is a material that arrives

ready to install, with both aesthetic and performance

characteristics already built in.

In many applications, a single plywood panel

may provide the structural support, finished

surface, and the durability required for everyday

use. This versatility is particularly valuable in

modular construction, transportation interiors,

furniture, retail environments, and compact living

spaces, where reducing material weight can

simplify fabrication and improve efficiency.

THE ENGINEERED WOOD EVOLUTION

Plywood is no longer simply the material behind

the finish. With decorative laminates,

natural hardwood faces, and factory-applied

coatings, it has become a visible and intentional

part of the design process. Architects and

designers can now specify panels that deliver

structural reliability and aesthetic impact at

the same time. In many projects, the panel

itself is the finished product and that shift is

redefining plywood’s role in architecture, furniture,

and interior design.

Meghan Bell is a dedicated Product Specialist with Garnica Plywood’s North American team.

In her role, she is committed to visiting GPC member locations to provide comprehensive

product knowledge training. She also collaborates with customers, architects, and designers

to generate interest in Garnica’s innovative plywood solutions.


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TECHNOLOGY

When is the Right Time for a

Woodworking Shop to Invest in

a CNC Router

:: By Alex Colic, Akhurst CNC Product Manager

WHEN IS THE RIGHT TIME FOR A WOOD-

WORKING SHOP TO INVEST IN A CNC

ROUTER?

For many woodworking shops, there comes a

point when manual production methods begin

to limit growth. Lead times increase, labour

becomes harder to find, and production bottlenecks

start appearing throughout the shop. At

that stage, many businesses begin asking the

same question: Is it time to invest in a CNC router?

While CNC technology was once reserved

primarily for large manufacturers, modern

machines and software have made CNC production

accessible to shops of almost any size.

Today, even small operations are using CNC

routers to increase efficiency, improve consistency,

and expand their capabilities.

WHY MORE WOODWORKING SHOPS

ARE ADOPTING CNC

Two major factors are driving CNC adoption

in the woodworking industry today.

Labour shortages are making it increasingly

difficult for shops to find skilled operators.

CNC machines allow businesses to automate

complex machining tasks and maintain productivity

with fewer people.

At the same time, competition has increased

dramatically. Shops equipped with CNC technology

can often produce parts faster and with

greater precision than those relying solely on

manual machinery. As a result, CNC routers

are becoming an important tool for shops that

want to remain competitive and scalable.


CNC IS NO LONGER JUST FOR LARGE

MANUFACTURERS

Historically, CNC machines required significant

investment and specialized programming

knowledge. Today, both machine design

and software platforms have evolved to

make CNC much more accessible.

Modern CAD/CAM and design software

can automate much of the programming process,

allowing shops to move quickly from design

to finished part.

Because of this, many smaller woodworking

businesses including cabinet shops, furni-

TECHNOLOGY

ture manufacturers, and architectural millwork

producers are successfully integrating

CNC technology into their operations.

CNC MAY BE MORE AFFORDABLE THAN

MANY SHOPS EXPECT

One of the most common misconceptions

about CNC equipment is that it requires a

large upfront investment.

In reality, many businesses finance or lease

their machines, spreading the cost over time.

In some cases, the monthly payment for a

CNC router can be comparable to the cost of

a single employee.

This allows shops to improve production

capacity while preserving cash flow and

avoiding large capital expenditures.

KEY FACTORS TO CONSIDER BEFORE

PURCHASING A CNC ROUTER

For shops evaluating their first CNC investment,

several factors deserve careful consideration.

Software Workflow

1. Software is the digital backbone of CNC

production. The software you choose determines

how designs are created, programmed,

and sent to the machine. Different industries

may require different software capabilities.

For example:

• Cabinet manufacturing often uses specialized

design software with nesting

automation.

• Furniture or millwork shops may use

more general CAD/CAM systems.

Choosing software that fits your production

style can be just as important as selecting

the machine itself.

Machine Construction and Durability

2. CNC routers vary significantly in their

construction and engineering. Machine rigidity,

frame design, and overall build quality

all affect performance. A well-built machine

typically provides:

• Better cutting accuracy

• Improved surface finish

• Longer tool life

• Greater long-term reliability

For shops planning to run machines daily

in production environments, build quality becomes

especially important.

Workpiece Holding and Material Stability

3.

Most CNC routers use vacuum systems to hold

sheet materials securely on the machine table.

Effective vacuum performance ensures

that parts remain stable during machining.

If material moves during cutting, it can affect

accuracy, tool life, and surface quality. Understanding

how the vacuum system is designed,

and how it performs during real production

conditions, is an important part of evaluating

a machine.

Tooling and Operating Costs

4. Machine stability and design also affect

tooling performance. When a machine holds

material securely and cuts smoothly, tools tend

to last longer and produce more consistent results.

Over time, improvements in tooling life

can significantly reduce operating costs for

shops producing high volumes of parts.

Training and Support

5. For first-time CNC users, the quality of

supplier support can make a major difference.

Installation assistance, operator training,

and ongoing application support help

reduce the learning curve and allow shops

to begin production more quickly. Shops that

receive strong support often find that CNC integration

is far easier than expected.

PLANNING FOR FUTURE GROWTH

When investing in a CNC router, it is important

to think beyond current production

needs.

A machine that works well today should also

be capable of supporting higher production volumes

in the future. Choosing equipment that

can scale with your business helps ensure the

investment remains valuable for many years.

Many shops that adopt CNC technology

share a similar reaction once the machine is

installed: “We should have done this sooner.”

Once integrated into the workflow, CNC

routers often become one of the most valuable

tools on the shop floor. They allow woodworking

businesses to increase efficiency, improve

consistency, and expand their production capabilities.

For many manufacturers, adopting CNC

technology is not just an equipment purchase,

it is a step toward modernizing the entire production

process.


AWMAC

From Reference Manual

to Operational Tool

Why modern manufacturing requires more than static standards

:: By Kasia Robinson, Director, Standards, Inspections & Assurance, AWMAC National

Most manufacturing inefficiencies

in architectural woodwork do not

begin in production.

They begin in interpretation.

A specification is read differently by two

stakeholders. A hardware expectation is assumed

rather than defined. A project team references

different versions of the same standard.

An estimator interprets a requirement one way

while installation crews apply it another.

None of these issues appear significant in

isolation. Yet collectively, they create one of

the most expensive and persistent risks facing

modern manufacturing operations: interpretation

drift.

In today’s construction environment, manufacturers

are operating within increasingly

compressed schedules, tighter margins, more

layered contractual structures, and significantly

greater scrutiny around compliance and

documentation. At the same time, projects are

becoming more technically complex, involving

advanced materials, integrated hardware

systems, delegated design responsibilities, and

cross-disciplinary coordination that extends

far beyond the shop floor.

The result is an industry where consistency


of interpretation matters just as much as quality

of execution.

And that reality is changing the role standards

must play within manufacturing operations.

For decades, technical standards have functioned

primarily as reference manuals — consulted

when questions arose or disputes occurred.

But in a modern manufacturing environment,

standards can no longer operate as static documents

sitting on a shelf or buried within folders

on a shared drive.

They are becoming operational tools.

The shift is not simply technological. It is

structural.

Manufacturers today rely on standards at

nearly every stage of project delivery:

• Estimating and bid qualification

• Shop drawing review

• Material and hardware verification

• Quality assurance procedures

• Inspection readiness

• Deficiency resolution

• Compliance documentation

• Staff onboarding and training

When standards are difficult to navigate, inconsistently

interpreted, or disconnected from

day-to-day workflows, the operational consequences

are immediate. Rework increases. RFIs

multiply. Internal alignment weakens. Administrative

burden grows. Disputes become more

difficult to defend.

In many cases, the cost is absorbed long

before a formal deficiency is ever identified.

This challenge is becoming even more pronounced

as the industry experiences a significant

generational transition. Many organizations

still rely heavily on institutional knowledge

carried by experienced personnel — estimators,

project managers, production staff, and installers

whose understanding has been developed

over decades of practical experience.

But as experienced professionals retire,

manufacturers face a critical question:

How is that knowledge transferred consistently

and at scale?

If interpretation exists primarily within individuals

rather than systems, inconsistency

becomes inevitable. Two project managers may

apply the same requirement differently. New

employees may struggle to locate critical guidance

efficiently. Teams working across multiple

offices or project sites may unintentionally drift

toward different internal standards.

This is where the conversation around mod-

AWMAC

ernization becomes far more important than

simply “going digital.”

Digital transformation within standards

management is not about aesthetics or convenience.

It is about operational consistency.

Searchable, dynamically maintained standards

allow organizations to reduce interpretation

variability by creating a more accessible

and unified reference point across teams and

project stages. Clarifications become easier

to locate. Navigation becomes more intuitive.

Information can evolve alongside industry

practices rather than waiting for lengthy publication

cycles.

Most importantly, accessibility improves

adoption.

Emerging professionals entering the industry

expect information to function the

same way the rest of their professional environment

functions — searchable, connected,

current, and available in real time. Static

PDFs and fragmented reference systems no

longer align with how modern teams consume

and apply technical information.

If standards fail to evolve alongside the

workflows they support, the gap between expectation

and usability continues to widen.

This broader industry shift is part of the

reason the North American Architectural

Woodwork Standards are evolving through

the launch of NAAWS 5.0.

The significance of NAAWS 5.0 is not simply

that a new edition is being released. The

more meaningful evolution lies in how the

standard functions within the construction

and manufacturing ecosystem itself.

By moving toward a digitally accessible

platform, NAAWS 5.0 supports faster navigation,

improved usability, and a more responsive

framework for future clarification and

refinement. Rather than functioning solely as

a static reference document, the standard becomes

better positioned to support real-world

operational workflows across estimating, production,

specification review, inspection, and

compliance verification.

Importantly, this evolution does not replace

craftsmanship. It protects it.

“Consistency of interpretation matters just as

much as quality of execution.”

Architectural woodwork has always been

defined by precision, coordination, and accountability.

Clear standards strengthen those

outcomes by reducing uncertainty before fabrication

begins. Accessible standards improve

consistency across project stakeholders. Current

standards help manufacturers defend the quality

and compliance of their work within increasingly

complex contractual environments.

As the pace of construction continues to accelerate,

the ability to operationalize knowledge

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will become a defining competitive advantage

within manufacturing.

The next generation of industry leaders will

not be distinguished solely by production capability

or craftsmanship alone. They will be

distinguished by how effectively they create

alignment across people, systems, processes,

and expectations.

Because in the end, standards are no longer

just technical references.

They are operational infrastructure.

AVAILABLE NOW


CKCA

CANADIAN CABINET MANUFACTURING

It’s Time to Speak Up!

:: By Sandra Wood, CKCA Executive Director

the challenges facing Canada’s kitchen

cabinet industry and the need for stronger

support for domestic manufacturing.

• Second, supporting the safeguard initiative

that addresses unfair trade pressures

and import issues impacting our

members.

Over the past several months, CKCA has

been working closely with a government relations

firm in Ottawa. This work is only possible

because of the additional advocacy contribution

members paid during renewal earlier

this year. That investment is already making

a difference.

Together, we’ve participated in more than a

dozen meetings with elected officials and government

departments, with many more still

to come. We’ve also had several CKCA members

directly involved in those conversations,

and we sincerely thank everyone who has

contributed their time and expertise.

CKCA recently hosted our Spring Regional

event in Hamilton, Ontario. The

province has been feeling the effects of

housing slowdowns, tariffs, and the ongoing

market pressures caused by increasing imports.

CKCA President Amrita Bhogal (Sunrise

Kitchens, Surrey, BC) and Vice President

Luke Elias (Muskoka Cabinet Company, Alfred,

ON) provided an update on CKCA’s advocacy

work and spoke to an industry audience

of more than 120 kitchen cabinet manufacturers

and suppliers.

What Amrita and Luke understand well

is the urgency of the situation because their

own businesses are living through these

market conditions firsthand. While they are

actively speaking up for our industry, they are


also encouraging others to do the same.

Please consider this your call to action.

Contact your MP and invite them into your

shop. Show them what you do, how many people

you employ, and why we need help from

the federal government now. If you need help

reaching out to your local MP, contact CKCA

at info@ckca.ca and we’ll send you advocacy

tools to help guide the conversation.

Before doing that, here is what Amrita and

Luke recently shared with members.

Amrita: One of the most important priorities

for the CKCA right now is advocacy. Our industry

is facing real pressure, and the CKCA Board

has been very active on two major fronts.

• First, raising awareness in Ottawa about

Luke: Our message to government has been

very clear.

Canada’s wood products manufacturers,

including cabinet manufacturers, are under

serious pressure from extraordinary levels of

low-priced imports, particularly from Asia.

What we are seeing is not just a cyclical

slowdown. It is a structural shift in global

trade. Today, Canada’s kitchen cabinet industry

has the capacity to produce approximately

1.62 million cabinet units annually. But current

production is only about 756,000 units.

That means more than 53% of our manufacturing

capacity is sitting idle.

At the same time, imports have risen

roughly 36% over the past two years and now

account for nearly half of the Canadian market.

Domestic manufacturers now account for

only about 44% of the market.

The reality is simple: Canada already has

the capacity to replace imported cabinets using

existing domestic production capacity.

Amrita: We’ve also been emphasizing that

there are important gaps in current federal

programs. The federal Buy Canadian strategy

is a positive step, but it needs to go further.

We are asking government to specifically

CKCA

include value-added Canadian-made products

like cabinetry within federal housing

and procurement programs.

At our National Forum last fall, the CKCA

Board made a clear statement that homes built

under federally supported housing programs

should include Canadian-made products, including

Canadian-made kitchen cabinets.

Luke: If taxpayer dollars are being used

to build homes in Canada, then Canadian

manufacturing jobs should benefit from

those projects as well. This is not about supply

shortages or inflation risk. In fact, the industry

currently has approximately 860,000

units of idle production capacity, which exceeds

the total volume of imported cabinets

entering Canada today.

Including cabinetry in federal housing

programs would immediately support Canadian

jobs, Canadian factories, and Canadian

investment.

But we’ve also made it clear that timing matters.

A safeguard investigation can take more

than a year, and many manufacturers simply

do not have that kind of time.

Luke: Without immediate action, we believe

there will be further closures, layoffs, and permanent

loss of manufacturing capacity. Industry

forecasts are already pointing toward an

additional 20% revenue decline in early 2026,

representing roughly half a million fewer cabinets

produced annually.

That is why CKCA is calling on government

not only to move the safeguard investigation

forward urgently, but also to implement interim

tariffs now while the investigation proceeds. A

safeguard measure would help stabilize pricing,

restore domestic production, put existing

idle capacity back to work, and prevent further

plant closures.

Amrita: CKCA will continue advocating strongly

on behalf of this industry. We’ll continue meeting

with government, working with our partners,

and keeping pressure on the issues that

matter most to our members.

Luke: CKCA will continue keeping members

informed along the way through CKCA’s weekly

news, and you can always find our media releases

and advocacy updates on the CKCA website.

This is ultimately a timing issue. If manufacturing

capacity is lost, it will not easily return.

Now more than ever, we need this industry’s

continued support. Take a look at the

Canadian Wood Products Alliance website,

sign up, and then speak up by sending letters

to your Members of Parliament.

Every effort to raise awareness helps

strengthen the industry’s position. To those

already taking action, we are very grateful for

your continued support. This is going to take

a strong industry effort — don’t wait, act now

and speak up!

Amrita: The second major area of advocacy

is the safeguard initiative.

CKCA is supporting the work being led by

an expert trade law firm and a government

relations firm through the Canadian Wood

Products Alliance. Many CKCA members are

also directly involved in that alliance effort.

Luke: As many of you know, the industry

has been heavily impacted by U.S. Section

232 tariffs on timber, lumber, and derivative

wood products. Last fall, exports of cabinets

to the United States were hit with a 25% tariff.

That has now increased to 50%.

This came as a major shock to the industry

because we believed we were protected under

CUSMA.

Today, we estimate that roughly 20% to

30% of our industry depends on U.S. export

business. The impact won’t stop with exporters.

As companies lose U.S. business, more

production from around the world is being

redirected into Canada.

Global overcapacity, particularly from

Asia, combined with weakening foreign demand,

is pushing more low-priced product

into the Canadian market because Canada

remains a relatively low-barrier market.

Amrita: That’s why CKCA welcomed the

Government of Canada’s decision to launch a

global safeguard investigation into imported

kitchen cabinets. It’s an important step toward

restoring a fair and level playing field.

Sandra Wood is the Secretary and Executive Director for the CKCA. She enjoys “connecting

the dots” and facilitating strong networking opportunities to engage members. She believes

associations are about fostering strong business relationships fueled by an empathic and sound

business approach.

SOME SEE

WOOD...

Contact us today!

WE SEE

PURPOSE

With strong industry partnerships and

a commitment to doing things the right

way, we help you and your team operate

with confidence and efficiency.

As Canada’s leading distributor

and importer of hardwood lumber,

specialty softwoods, and panel products,

we deliver consistent supply, deep

product knowledge, and exceptional

service to customers in the cabinet,

millwork and furniture industries.


GLOBAL

Finding Opportunities

During Global Uncertainty

:: By Eric Johnson, Brand Strategist at ThermalWood Canada

company and not just a service company.”

Then, in 2020, as the business was experiencing

consistent growth, another global event

rocked the world. With the COVID lockdown

in place, ThermalWood Canada had to shift

yet again—this time in the form of placing calls

all around the world, not to discuss business,

but simply to have human conversations about

the weight of the crisis. Building relationships

not through an immediate need for a transaction,

but through an understanding of the uncertainty

ahead. People were frightened, and

Bob leveraged the opportunity to check in and

make sure they were alright.

FINDING OPPORTUNITIES DURING


GLOBAL UNCERTAINTY

The threats and implementation of tariffs

have sent a shockwave of uncertainty through

market predictions, forcing many companies

to realign their business strategies and seek

trading partners in foreign markets. Now,

with another Middle Eastern conflict causing

the closing of the Strait of Hormuz — a water

passageway responsible for transporting one

fifth of the world’s oil supply — it can be easy

for businesses to fall into a state of dissolution.

President and CEO of ThermalWood Canada,

Bob Lennon, refuses to give in to negativity

despite the ongoing tensions around the

world. “I was sitting at a roundtable with provincial

politicians, where they were asking

businesses how the current state was affecting

people,” says Bob. “Then when they got to

me, I said there’s an opportunity in this.”

BUILDING THROUGH A RECESSION AND

LOCKDOWN

Bob and his business partner, Pierre Friolet,

are no strangers to pivoting their business strategy

in reaction to global events. The company

opened its doors in May of 2008, right at the

onset of the market crash. “When the crisis hit,

we went to Europe and found the technology

for our Snap-To-It hidden fastener system and

brought that to Canada. It also led us to look at

transforming ourselves into a manufacturing

LEVERAGING RELATIONSHIPS WITH THE

MIDDLE POWERS

Now, six years later, ThermalWood Canada is

facing another change — one that doesn’t depend

solely on a main trading partner, but rather

on finding common relationships within the

turmoil.

Bob spoke about the impact of Canadian

Prime Minister Mark Carney’s speech at the

World Economic Forum in Davos, Switzerland.

The speech focused on the middle powers and

a new world order that doesn’t depend on mutual

benefit through integration, as Carney

said: “When integration becomes the source of

your subordination.”

Through this economic instability, trading

partners from different parts of the world

found ThermalWood Canada. The mentality

was the same: we simply can’t put all of our

eggs in the same basket. It’s time to search

elsewhere.

Bob and ThermalWood Canada Project Manager

Jason Martell credit the company’s marketing

efforts for providing targeted strategies, with

an effort to reach different parts of the world

that are seeking trade relations with Canada.

Jason says, “We leveraged the ‘buy Canadian’

sentiment that was out there because customers

are saying we want Canadian-made

products, we want Canadian-made timber

that’s milled and processed in Canada, right

down to who is trucking it to me.”

Trading with sustainability-minded partners

across the globe

This ties into building relationships with

GLOBAL

Europe and Asia in markets that are highly

eco-conscious. Jason and Bob took part in a

decarbonization panel discussion organized by

the Chaleur Chamber of Commerce, and the

University of New Brunswick, that focused on

global net-zero emission targets, where Canada

and the U.S have fallen behind Europe and Asia.

“We were all supposed to be there by 2030,”

says Jason. “And Canada and the U.S. aren’t going

to be there until at least 2050. So if you’re

trying to go into those countries now and sell

a non-sustainable, non-green-related product,

you’re dead in the water.”

Being a part of the International ThermoWood

Association — the only governing

body for quality control of thermally modified

wood in the world — and operating European-made

technology, ThermalWood Canada

has already built that trust within European

markets, and now it’s time to create even more

chatter around thermally modified wood

through education, and dependability.

International ThermoWood Association.”

Now, Bob serves on the board of directors

for the International ThermoWood Association,

as well as a task force as part of the

North American Hardwood Lumber Association,

where he, along with other members,

are working on a system of quality control

standards in North America, that mirror the

European standards already set by the ITWA.

A MORE UNITED CANADA

“Another opportunity has arisen in the form of

a more united Canada,” says Bob. “It didn’t exist

before. We were totally ununited when it came

to supporting ourselves and our businesses.”

Now, the sentiment has shifted. When

potential clients are reaching out, they’re saying

the customer specifically wants Canadian-made

products. Back in November of 2025,

an agreement between all Canadian provinces

and territories was put in place to drop all interprovincial

trade barriers. While there were exclusions

to this agreement, it certainly showed

a step in the right direction. One that says:

It’s time to look at the resources, and the vast

amount of experience that Canadians have in

their own backyard.

SILVER LINING

The silver lining in this current state of global

instability is to find your footing wherever that

may be. It may involve shifting your mindset

and looking elsewhere, but the truth is this:

there are a lot of good people out there looking

to do business with trustworthy companies.

“There’s always something that leads to something

else,” says Bob. “You’ve got to be paying

attention, and if you don’t acknowledge that

and you say this is the end, then you’re shooting

yourself in the foot. You’re exactly what your

competitors want.” Focus on research, targeting

different areas, and educating those who don’t

know what you have to offer. It’s a big world out

there, and partnerships are essential.

NOT WALKING AWAY FROM

IMPORTANT RELATIONSHIPS

However, as Bob and Jason mention, that

doesn’t mean disbanding relationships with

U.S. customers.

“You’re not going to walk away from customers

that have been your partners forever. They

don’t want to walk away either. When you’ve

been building components for these companies

for the better part of 15 years, that means

more than politics.”

Bob adds, “We’re also in a niche industry and

one of the only thermally modified wood manufacturers

in North America that are part of the

R

O R I E P U S Y

R E N I H C A WWW.BLACKBROS.COM

LAMINATING SPECIALISTS

GLUE SPREADERS

MATERIAL HANDLING

COLD PRESSES

S I N C E 1 8 8 2

BOOTH B5311


EVENTS

IWF 2026 EXPANDS BEYOND MACHINERY

MARKETS SHIFT TOWARD INTEGRATED CO


The International Woodworking Fair

enters its 2026 cycle with a noticeably

broader definition of what now constitutes

the woodworking business.

For decades, IWF’s center of gravity has been

machinery, tooling, materials handling, panel

processing, and production equipment. Those

categories remain dominant on the show floor,

but the organization is increasingly positioning

the event around adjacent sectors tied to construction

systems, interior specification, prefabrication,

software, and architectural manufacturing

workflows.

The shift is visible in the show’s new programming,

particularly the addition of a dedicated

Mass Timber Showcase and the expansion

of its design-oriented exhibitor grouping

under the “IWF Design” banner. Both additions

reflect larger changes already underway

inside North American manufacturing shops,

where traditional cabinet, millwork, and component

producers are being pulled into projects

that involve broader coordination with architects,

general contractors, developers, and


engineered construction systems.

IWF 2026 will take place August 25–28 at

Atlanta’s Georgia World Congress Center. Organizers

continue to position the event as North

America’s largest woodworking technology and

design exhibition, with attendance historically

drawing buyers from all 50 states and more

than 90 countries.

The language surrounding the event has also

evolved. Earlier versions of the show leaned

heavily on production capacity, machinery

scale, and manufacturing throughput. Current

messaging places equal emphasis on “the built

environment.”

Mass timber illustrates the point clearly.

The category has expanded well beyond engineered

lumber producers themselves. Shops

supplying CNC processing, fasteners, coatings,

automation systems, adhesives, software

platforms, and prefabricated subassemblies

increasingly view the sector as a long-term

growth market. IWF’s new mass timber collection

appears designed to consolidate those

overlapping interests onto the show floor rather

than treating timber construction as a separate

industry altogether.

The exhibit category also reflects a practical

reality inside many woodworking operations:

project scale is increasing faster than labour

availability.

Prefabrication and panelized construction

systems reduce on-site labor exposure while

shifting more work into controlled manufacturing

environments. The transition places

additional pressure on production scheduling,

machining accuracy, digital coordination, and

finishing consistency — all categories heavily

represented at IWF already.

The design-focused expansion follows a

similar logic. Organizers describe IWF Design

as a curated grouping of finishes, surfaces,

lighting technologies, cabinetry, and specification-oriented

products primarily located in

Halls C and BC.

That may sound cosmetic at first glance, but

the business implications are operational.

In many custom manufacturing sectors,

design revisions now continue deeper into the

EVENTS

AS WOODWORKING

NSTRUCTION AND DESIGN

production process than they did a decade ago.

Shops are holding engineering windows open

longer, revising materials later in quoting cycles,

and coordinating more frequently with

outside design teams using cloud-based approval

systems. Product categories once considered

decorative now influence manufacturing

timelines directly because specification changes

can affect machining programs, lead times,

hardware sourcing, finishing schedules, and

installation sequencing simultaneously.

The show floor itself increasingly reflects

that overlap between manufacturing and specification

work.

IWF exhibitor categories range from cabinetry

and millwork to renewable energy, plastics

fabrication, engineering, software, retail fixtures,

and 3D imaging. The breadth suggests how

difficult it has become to draw clean boundaries

around the woodworking sector itself. Many

shops now function as hybrid manufacturers

combining wood, composites, metals, laminates,

digital systems, and outsourced specialty components

inside the same production stream.

Canadian exhibitors expected at the 2026

show reinforce that trend toward operational

diversification.

Companies listed in the preliminary exhibitor

material include machinery firms such as

Akhurst Machinery Group and Doucet Machineries,

panel and materials suppliers including

Tafisa and Uniboard Canada, coatings manufacturers

like Canlak and Envirolak, tooling

companies including FS Tool Corporation and

Royce-Ayr Cutting Tools, along with automation,

dust collection, and software-oriented suppliers.

The range mirrors the purchasing behavior

of many mid-sized manufacturers. Shops

attending IWF are no longer sourcing isolated

pieces of equipment. They are evaluating production

ecosystems — finishing systems tied

to drying capacity, software integrated with

CNC workflows, tooling matched to automation

cells, and materials selected around labour

efficiency or installation requirements.

The continued emphasis on live demonstrations

at IWF reflects that environment. Machinery

demonstrations remain one of the few

places where production managers can observe

throughput, setup times, tooling changes,

dust extraction performance, or software

usability under operating conditions rather

than through marketing material alone.

Education programming appears increasingly

tied to those practical concerns as well.

IWF’s conference material emphasizes operational

efficiency, profitability, market expansion,

and contemporary business management

rather than purely technical instruction.

That framing aligns with what many manufacturers

now face internally: labor shortages, uneven

project flow, installation coordination issues,

and rising customer expectations around

customization and turnaround times.

In many shops, the constraint is no longer simply

machine capacity. It is coordination capacity.

Production bottlenecks increasingly occur at

transition points — engineering approvals, finishing

queues, delivery sequencing, outsourced

components, or installation scheduling — rather

than at a single piece of equipment. The growing

presence of software vendors, automation

suppliers, and integrated workflow systems at

woodworking trade shows reflects that shift.

Even the event’s networking structure continues

to lean toward relationship maintenance

rather than simple product discovery.

IWF Night at the Tabernacle, the show’s large

after-hours gathering, attracted more than 1,000

attendees during recent editions according to

event materials. While trade-show social events

are standard industry practice, their importance

has grown as supply chains and production

partnerships become more collaborative

and interdependent. Many manufacturing relationships

now involve ongoing technical coordination

after the initial sale, particularly with

automated equipment, finishing systems, and

software integration.

The student-focused Design Emphasis competition

also continues to occupy a strategic role

inside the event. Although presented publicly

as a showcase for emerging talent, these competitions

also function as a visible response to

long-running workforce concerns across the

woodworking sector. Recruiting skilled labour

remains difficult across machining, finishing,

engineering, and installation trades, particularly

as experienced workers retire faster than

replacements enter the industry.

IWF 2026 recognizes that the woodworking

business now extends well beyond standalone

production equipment. The show still depends

heavily on machinery and manufacturing technology,

but its expansion into design, prefabrication,

construction systems, and integrated

workflows suggests an industry reorganizing

around broader project coordination rather

than isolated fabrication tasks.

The machinery remains central.

The surrounding business environment is

what’s changing.


SALES

IT DOESN’T MATTER

WHAT YOU SAY.

WHAT MATTERS IS

WHAT PEOPLE HEAR.

:: By Freya Hannah, Head of Business Development

and Partnerships for the Cieblink


The term and awareness of Emotional intelligence (EI) came into my life about ten years

ago and quietly became the sharpest tool in my kit for dealing with humans (and humans

who make cabinets). EI is simply noticing your feelings, managing them, and tuning

into everyone else’s. Self awareness, self regulation, empathy and social skill all rolled into

one polite handshake. In the reputation-driven world of woodworking sales, a little EI keeps

morale high, quarrels low, and deals moving.

Thomas Erikson’s “Surrounded by Idiots” gives us a handy map: four colours: red, yellow,

green and blue. I think of them as lenses, not labels.

Reds can be terrifying if you take any thing personally. Handshakes are brisk and the floor

manager will likely be growly and want to know if you will save him 10% and ship in six weeks.

Always go toe to toe with a red and ask for a yes/no when you give a few options. If he likes it,

he will nod, sign the PO and vanish into the next decision. No small talk, no donuts. Be careful

though, you may get a fast close, but you may miss a hidden spec if you rush.

I love yellows! Lots of banter, brainstorming and you leave with sketchy scribbles and a promise

to “make it amazing.” Although you have fun, stir up your creative side and will likely walk

away with referrals you will need to capture the chaos into a spec sheet as soon as possible to

get approval.

Our woodworking industry is full of green personalities. Quiet shop owners who just want a

steady supply and guaranteed consistency. You need to reassure him, email the schedule and

backup plan, and he quietly orders a steady monthly run. Greens give reliable repeat business;

however, they make slow decisions and polite “yes” that masks hesitation unless you confirm.

And then there’s blue. He is the engineering manager who sits behind three monitors and

asks for CAD files, tolerance tables, and test data before he’ll even consider a sample. He wants

only numbers and no relationship. He thanks you then takes a long pause that feels eternal. You

will get precise orders and fewer surprises; however, if you delay or slow the stream of data your

orders may dry up.

Most salespeople I’ve met are yellow. Yellows are energetic, creative and people-first: we tell

stories that light rooms up, we make connections fast, and we can sell a concept before the coffee

cools. Unfortunately, we’re also disorganized, optimistic to a fault, and confident that ev-

SALES

DO YOU

SPEAK FLUENT

CABINET?

ery joke lands. Left unchecked, those same traits that win meetings can trip you up later like

missed specs, forgotten follow-ups, and an empty CRM. The fix is simple in idea and hard in

practice: keep your sparkle and add discipline.

If you’re a yellow, your charisma gets the meeting; structure closes the deal. Two rituals will

change your life: log every commitment in the CRM the same day and leave every meeting

with a single written next step and a deadline. Those tiny habits make you look blue-level

reliable while you remain yellow in the room.

Hopefully your employer doesn’t expect you to become office clerks. We need structural

tools like templated follow-ups, paired partners (a blue or a green) for onboarding, and short,

enforced CRM windows after meetings. Coaching beats chastising.

A short field story: I used to drop by an office pod maker every few weeks with donuts and a

genuine interest in their lean manufacturing. The team was full of yellows who were friendly

and curious, so they let me in. For months I asked, “Can I sell you anything today?” before I left

but each time received polite no’s because their US parent company specified US materials.

Over time, they decided to test Formica HPL to be able to buy something from me. Approvals

rolled through, and over time they adopted Formica Compact, Helmitin glue, Sia sandpaper

and Baltic Birch. A tiny account became my first million dollar client because I cared, I stayed,

and yes, the donuts didn’t hurt. My manager looked after the warehousing requirements with

stocking programs that rarely went dry. It takes a team to create success.

Practice EI like you’d tune a planer: gently, regularly, and with respect for the grain. Learn

to pause. I call it the “pregnant pause.” This silence would make my mind go crazy, sometimes

it still does, however, I know I have lost deals because I talked more than I listened.

I have learned to ask one clarifying question, hold a five second pause, match the person’s

tempo, and log the next step in the CRM before the coffee wears off. ( Just kidding, I still suck

at the CRM entries).

Overall, we all need to incorporate small moves that will create big returns. And when all

else fails, stop by Timmy’s to bring coffee and donuts because relationships don’t happen in

spreadsheets, but they often start with a warm cup and a friendly face.

We choose to participate

in CKCA because it

provides us with a wealth

of knowledge on various

topics. It helps us to develop

long lasting relationships

with suppliers, associates

and other manufacturers

across the country who

speak our language and

share a common goal – to

continuously improve all

aspects of our business.”

HEIDI BOUDREAULT

DENCA CABINETS, CALGARY, AB

LEADS.

OPPORTUNITIES.

CONNECTIONS.

SPEAK FLUENT CABINET HERE!

CKCA.CA/JOIN


PRODUCTS SUMMER 2026

Sugatsune LIN-X600 — Concealed Lateral Opening Hinge

System for

Premium Cabinetry

The Sugatsune LIN-X600

is a concealed hinge

system engineered to

create smooth lateralopening

motion without

visible hardware. Unlike

traditional hinges,

the LIN-X600 guides

doors outward and

sideways through a synchronized mechanism that preserves tight reveals

and uninterrupted surfaces. Designed for contemporary cabinetry and

architectural millwork, the system supports large-format doors while

maintaining a clean, handle-free appearance. Built-in damping contributes

to controlled movement, while the concealed structure minimizes

visual clutter. For premium residential interiors and integrated appliance

applications, the LIN-X600 offers a refined motion solution aligned with

growing demand for minimalist cabinetry and concealed functionality.

Dustpipe Nordfab Quick-Fit Ducting — Modular Clamp-

Together Dust

Collection Infrastructure

Dustpipe Nordfab Quick-Fit

ducting systems provide

a modular approach to

industrial dust collection

infrastructure. Built around

a clamp-together design,

the system allows shops to

install, expand, or reconfigure

layouts rapidly without

welding or complex fabrication. Constructed from galvanized steel,

Quick-Fit ducting supports efficient airflow while maintaining durability in

demanding woodworking environments. The modular format simplifies

future machinery additions and layout changes, making it valuable for

growing cabinet, furniture, and millwork operations. For Canadian shops

facing increasing automation and evolving production requirements, the

ability to modify dust collection infrastructure quickly has become an

important operational advantage.

Hettich AvanTech YOU Illumination — Integrated Drawer

Lighting System

Hettich’s AvanTech YOU

Illumination system

integrates lighting directly

into the AvanTech YOU

drawer profile. Using a

slim LED system housed

within the drawer side,

the illumination activates

automatically as drawers

open, improving visibility

while adding a premium

visual effect to cabinetry applications. The system relies on a rechargeable

battery platform that eliminates complex hardwiring during installation.

Different lighting temperatures and diffuser options allow designers

and manufacturers to customize the appearance according to project

requirements. For cabinet manufacturers serving higher-end residential

markets, integrated drawer illumination offers an accessible upgrade path

into luxury-oriented storage and furniture design.

FORMAT4 tempora F1000 — Automated Edgebanding for

Continuous Production

The FORMAT4

tempora F1000

is Felder Group’s

high-capacity

automated

edgebander

designed for

demanding

production environments. Built on a rigid industrial frame, the machine

combines high feed speeds with CNC-controlled processing units

engineered for continuous operation. Automated setup functionality,

precision corner-rounding technology, and integrated glue management

help reduce downtime while maintaining consistent edge quality across

large production runs. Available in multiple configuration levels, the

tempora F1000 is designed to scale from advanced small-shop production

to larger industrial cabinet and millwork operations requiring repeatable

edge quality and reduced operator intervention.

Mirka Cordless Sanders and Polishers — Portable Surface

Finishing Without Air Lines

Mirka’s cordless sanding and polishing

platform expands the company’s

finishing ecosystem into portable

battery-powered operation. Designed

around compact ergonomic housings

and brushless motor technology,

the systems provide mobility

for sanding, polishing, and detail

finishing tasks without pneumatic

air lines or extension cords. The

cordless lineup supports a range of

abrasive applications including surface preparation, fine finishing, and

paint correction across cabinetry, furniture, and millwork environments.

Integrated Bluetooth connectivity allows pairing with Mirka’s digital

workflow systems for vibration monitoring and usage tracking. For shops

balancing flexibility and finishing consistency, cordless sanding systems

provide increased mobility while reducing workspace congestion.

Riveo Oasis Kit — Frameless Sliding Shower Door Hardware

System

The Riveo Oasis Kit from Richelieu

Hardware is a frameless sliding

shower door system engineered for

modern bathroom environments

emphasizing minimalism and

clean architectural lines. Designed

around concealed mounting and

refined hardware geometry, the

system supports smooth sliding

motion while minimizing visible

mechanical components. The Oasis

Kit incorporates tempered glass

compatibility, corrosion-resistant

finishes, and soft operating characteristics suitable for residential and

hospitality applications. Available in multiple finishes and configurations,

the system allows designers and millwork contractors to integrate

contemporary glass enclosure solutions into higher-end bathroom projects

where spa-inspired design continues influencing residential interiors.


PRODUCTS SUMMER 2026

Festool ExoActive Exoskeleton — Wearable Ergonomic Support

for Overhead Work

The Festool ExoActive

Exoskeleton is a wearable

support system developed

to reduce fatigue during

overhead and repetitive

work applications. Using an

active battery-powered assist

mechanism, the exoskeleton

redistributes arm and shoulder

load during sanding, finishing,

installation, and assembly

tasks. Operators can adjust

the support level according to the task and movement requirements,

allowing the system to adapt between dynamic motion and sustained

overhead positioning. As labour shortages and workforce retention

remain major concerns throughout manufacturing and trades sectors,

ergonomic technologies such as powered exoskeletons are increasingly

being explored as tools for improving workplace sustainability and reducing

physical fatigue.

Cefla iGiotto App — Compact Robotic Spray Finishing Cell

The Cefla iGiotto

App is a compact robotic

spray-finishing system

engineered to automate

coating application

for woodworking and

industrial finishing

operations. Built

around a six-axis

robotic arm integrated

within a self-contained

spray enclosure, the

system automates

complex spray paths while maintaining finish consistency across varying

part geometries. The iGiotto App supports staining, priming, and topcoat

applications while reducing overspray and improving material efficiency.

Designed for flexibility rather than ultra-high-volume production alone, the

compact system allows smaller and mid-sized finishing operations to adopt

robotic spraying without requiring large-scale finishing lines.

HOMAG STORETEQ P-310 — Automated Panel Storage and

Retrieval System

The HOMAG

STORETEQ P-310 is an

automated material

storage and retrieval

system developed to

optimize panel handling

workflows within

nested manufacturing

environments. Using a

gantry-based handling

structure, the system

automatically stores, retrieves, and delivers sheet goods to connected

machinery including CNC routers and beam saws. Designed to reduce

manual handling and improve material organization, the STORETEQ

P-310 supports inventory tracking, production scheduling, and workflow

automation within digitally connected manufacturing environments.

Automated storage systems also help maximize floor-space efficiency while

minimizing handling damage and forklift traffic.

TAFISA ICONIQ — Synchronized Embossed Decorative Panel

Collection

TAFISA’s ICONIQ

collection introduces

synchronized embossing

technology designed to

align decorative surface

texture precisely with

printed woodgrain visuals.

The result is a highly

tactile panel surface that

reproduces the appearance

and feel of natural wood

with increased realism

across thermally fused

laminate applications. The

collection emphasizes

contemporary oak-inspired visuals combined with low-sheen finishes and

textured surface depth intended for cabinetry, furniture, and architectural

millwork applications. Produced in Canada, the synchronized embossing

system reflects growing demand for realistic matte surfaces and Europeaninspired

decorative materials within residential and commercial interiors.

Blum ECODRILL — Compact Hinge Boring System for Shop and

Installation Work

The Blum ECODRILL is

a portable hinge-boring

system engineered

for fast and accurate

drilling of hinge cup and

mounting-hole patterns

using standard cordless

or electric drills. Designed

for both workshop

and on-site installation environments, the system allows operators to

position and bore hinge locations consistently without requiring large

stationary equipment. Each drill bit operates independently and retracts

automatically, helping maintain clean bores and repeatable positioning

across cabinet-door production. Compatible with multiple Blum hinge

systems, the ECODRILL supports flexible boring distances and rapid setup

changes for varying hardware applications.

Sivam Interior Wood Coatings — Advanced Surface Systems for

Contemporary Millwork

Sivam’s interior wood coatings

portfolio focuses on highperformance

finishing systems

developed for contemporary

cabinetry, furniture, and

architectural millwork

applications. The company’s

coating technologies include

waterborne, polyurethane,

acrylic, and specialty-effect

systems engineered to balance durability, appearance, and production

efficiency. Particular emphasis has been placed on ultra-matte finishes,

soft-touch surfaces, and coatings designed for modern decorative panel

systems. These finish technologies respond to increasing demand for

low-sheen contemporary aesthetics while maintaining resistance to

scratching, chemical exposure, and daily wear in demanding residential and

commercial environments.


stats and facts

74.0% — Wood product manufacturing’s

industrial capacity utilization rate stood at 74.0%

in Q4 2025, down from 75.4% in Q3 amid softer

manufacturing activity. (StatCan)

14.5% — The percentage of Canadian firms

planning to adopt AI within the next 12 months

climbed from 10.6% to 14.5% year over year. (StatCan)

105,000 — Canada’s wood

product manufacturing sector

employed approximately 105,000

people in 2023, accounting for roughly

5.8% of total Canadian manufacturing

employment. (ESDC)

50% — Approximately half of Canada’s wood product

manufacturing output is exported, with the United States

accounting for roughly 88% of export destinations. (ESDC)

1.6% — Canadian GDP growth is projected

at 1.6% for both Q1 and Q2 2026. (CFIB)

15.5% — Capital spending across Canadian

manufacturing industries is expected to rise 15.5%

in 2025 to approximately $38.4 billion. (StatCan)

44.8% — Nearly half of firms in

Canada’s household furniture and

kitchen cabinet manufacturing sector

employ fewer than five people. (ISED)

22 — Since 2022, Canada has lost 22 lumber mills while another 50 operations have

reduced production due to trade pressure and market weakness. (Canadian Press)

700,000 — Nearly 700,000 Canadian skilled trades

workers are expected to retire by the end of the

decade, intensifying labour shortages across

manufacturing and construction industries. (StatCan)


grass.eu

Vionaro V8 Slim Drawer System

V8

Vionaro V8 by GRASS.

Anything. Except ordinary.

The drawer with WOW factor. Vionaro V8 not only offers the world’s only single-piece 8 mm side wall profile, but is also the

first pure-metal drawer side that contains no plastic elements. This ensures maximum stability and durability while ensuring

an almost 100 % recycling rate. GRASS has now also further optimised the system for specialist fitting retailers and carpenters,

which has many benefits in terms of manual processing.

www.vionaro-v8.com

Summer 2026

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