Founded in September 1979, Plumbing & Heating (P&H) Wholesale has grown from a small distributor serving northwest Iowa into a fast-expanding, multi-location business with a culture rooted in small-town values and forward-looking strategies.
FROM LOCAL ROOTS TO REGIONAL EXPANSION
The company began when Leroy Plasier, Jerry Plasier, Dean Pfeil and Dennis Walstra saw an opportunity. As contractors, they realized they were traveling significant distances from northwest Iowa just to acquire supplies. That need sparked the idea to launch their own wholesale venture. Walstra eventually moved on to start a new contracting business, but Leroy and Jerry partnered with Pfeil, then a salesperson for a competing distributor, to formally establish P&H Wholesale.
Over the decades, leadership passed to the next generation. CEO Mike Plasier began acquiring shares of the business over time, and in late 2021, he finalized the transition, purchasing the company from his father, Leroy. Today, P&H is also employee-owned, with key leadership team members—including CFO Stacy Koele, VP of Sales Adam Kaskie, Director of Operations Benn Harms—holding ownership stakes. This shared-ownership model fosters a culture of accountability and alignment, directly linking employees with the company’s long-term success. Purchasing Manager Dave Tinkleneberg is also part of the leadership team but does not hold any interest in the company.
MILESTONES THAT SHAPED THE BUSINESS
Growth has been marked by several pivotal decisions. In 1999, P&H joined OMNI (now IMARK Plumbing). “After year one, we knew we had to go all in,” said CEO Mike Plasier. “Engaging fully with the group and its vendors has paid dividends ever since.”
In 2001, the company opened its Sioux Falls, South Dakota, branch—the first new location since the 1980s. “That was the first branch I was actively involved in opening, and it set the tone for our growth strategy going forward,” Plasier noted.
The team quickly recognized that volume would be essential to long-term success. To achieve this, they expanded with new greenfield locations: Spencer, Iowa (2006); Rapid City, South Dakota (2007); Storm Lake, Iowa (2016); and Aberdeen, South Dakota (2020).
In 2016, P&H adopted the Entrepreneurial Operating System (EOS), inspired by a conversation Plasier had with fellow distributor Wilson Teachey of Hubbard Supply. “EOS gave us transparency and one voice, aligning all departments to row in the same direction,” he said. The system introduced accountability charts, scorecards and open forums where every employee could contribute.
“Coming from corporate America, what really attracted me to P&H was the EOS system already in place and the way it structured the organization,” said Kaskie. “But beyond that, it’s the small-town values. Even as we’ve grown across three states, it still feels like we’re one close-knit team.”
By 2019, the company began pursuing acquisitions strategically, leading to the purchase of Wigman Company, a century-old industrial supplier in Sioux City, Iowa, and a 55-year-old HVAC and plumbing distributor in Kearney, Nebraska. In March 2025, P&H transitioned to the Infor CloudSuite Distribution ERP to increase efficiency and expand capacity for integration with additional third-party platforms. During this period, the company also advanced toward joining EDIC, an industry-specific captive insurance program designed to reduce insurance costs and improve long-term operational efficiency—further strengthening support for its team members.
“We’re growing fast, but we try to stay flexible, agile and connected to our staff and customers,” said Harms. “We still try to know everyname in the warehouse.”
A CULTURE OF INCLUSION AND CORE VALUES
Culture has been central to P&H’s growth story. “Our culture is one of inclusion, accountability, humility and fun,” Plasier explained. “It’s based on EOS principles, where everyone has a voice through the L10 process, and we encourage recognition through our ‘PHW High Five’ program.”
The company defines its culture through core values:
- Relationships – all relationships matter equally, whether with customers, vendors or team members
- Integrity – defined as “small-town values”
- Hunger – the drive for personal and professional development
- Teamwork – eagerness to help others succeed
- Productive – using time and talent wisely
“WE BELIEVE PEOPLE WHO DEMONSTRATE THESE VALUES WILL THRIVE HERE AND REMAIN VALUABLE TEAM MEMBERS FOR YEARS TO COME,” PLASIER SAID.
Leaders add that humor is another defining element. “Humor is a big part of our lives, and at P&H we manage to stay professional while still having fun,” said Kaskie. “That balance makes the work meaningful.”
Others emphasized accessibility. “Employees have told us how nice it is to have the ability and be welcome to walk into the CEO’s office or sit down with the CFO directly,” Koele explained. “That openness builds trust.”
P&H also stands out for its commitment to women in the industry. “We’ve always hired, promoted and valued women across all roles—from leadership to warehouse positions,” Koele said. “That’s not always common in distribution, and it’s something I’m proud of.”
MEETING CUSTOMER EXPECTATIONS IN A SHIFTING MARKET
Customer needs have changed dramatically in recent years. “Contractors no longer stock inventory, which means we’re asked to warehouse materials for 12 to 24 months to protect pricing,” Kaskie explained. “It creates space and risk challenges, but it’s become part of how we serve customers.”
Supply chain pressures have also brought back pre-COVID expectations of next-day delivery. “Customers tolerated delays during the pandemic, but now the demand for speed is stronger than ever,” said Harms.
Digital tools are also a growing focus. “Customers expect more from our website—real-time account access, accurate product data, digital assets,” Plasier noted. “Investing in e-commerce is no longer optional if you want to stay competitive.”
OPPORTUNITIES AHEAD
Despite these challenges, P&H leaders remain optimistic. “Technology, AI and automation will help us streamline processes and reduce expenses,” Harms said. “But the real opportunity is still in relationships—being on the ground with contractors, listening to their needs and earning their trust.”
Expansion into new product categories, such as safety, is also on the horizon. “Our customers already use safety products, but we haven’t focused on them,” Plasier explained. “That represents a big growth opportunity."
INDUSTRY LEADERSHIP AND INFLUENCE
Beyond its own growth, P&H Wholesale is actively shaping the industry. As a member of the Executive Committee of the American Supply Association (ASA), Plasier plays a role in guiding the association’s vision and objectives. “The Product Data Standard initiative is the most important project we’re working on right now,” he said. “By standardizing how product data is shared between vendors and distributors, we can reduce errors, improve efficiency and provide more accurate information to customers.”
Harms is an active member of the ASA Emerging Leaders Council, the association’s dedicated group focused on cultivating and preparing the next generation of industry leadership. “Our culture encourages participation with industry organizations,” Plasier said. “These are two examples, but we have many additional people within the organization who are involved in the industry outside of our walls.”
IMARK membership has also been vital. “The rebates brought us in, but the relationships and shared best practices are what keep us here,” Plasier said. “Engaging with the group has been priceless.”
IMARK is preparing to expand into new verticals—HVAC, electrical and construction materials in the near future. “The goal is twofold,” explained Plasier. “First, we want to give our existing members opportunities to participate in these categories. At the same time, it opens the door for new members, distributors who aren’t currently part of a group or who don’t feel fully at home where they are today. For companies with a multi-vertical footprint, it means they won’t need to belong to multiple groups to accomplish their goals. IMARK can be their single home.”
POWERED BY PEOPLE
At the end of the day, P&H’s leadership team credits its employees for the company’s ongoing success. “The credit for our growth belongs to our people,” Plasier said. “Their hard work, passion and commitment to customers, vendors and each other is what drives us forward. Every milestone we’ve achieved—every acquisition, every system transition, every success—comes back to them.”
For more information, visit pandhwholesale.com.