U.S. LBM’s culture of freedom, accountability -- and the future of work

CIO Joseph Spagnoletti reflects on a singular organizational philosophy that accentuates agility and accountability -- while doing away with familiar trappings of corporate life

“I say this every day that I’m here: Every day is opposite day for me,” says Joseph Spagnoletti, vice president and CIO at U.S. LBM. “Every single thing I felt working in a large institutional corporation that held me back doesn’t exist here.”

U.S. LBM is one of the largest building products distributors in the United States. It is a relatively new entrant in a traditional industry. L.T. Gibson, president and CEO, founded the company in 2009.

Gibson believed in the power of a corporate name to provide context for its nascent culture. The "LBM" in the company’s name is short for lumber and building-material distributors. The "U.S." that precedes it, however, refers not only to the company’s geographic sweep — and its willingness to work far beyond Gibson’s native Midwest — but also the "us" collaborations that combine “people, partnerships and continuous improvement.”

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