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“We can always be better,” is one of the mantras of Alliance, Ohio-based Robertson Heating Supply — a fourth-generation wholesaler-distributor celebrating 90 years in business in 2024. Always striving to be better is what has driven the company to grow from its humble beginnings selling stoker furnaces out of a barn in 1934, to a now 39-location distribution powerhouse spanning five states with 377 employees.

In the early 1930s, John Robertson, then working in the coal furnace installation and sales business, decided to stop installing and begin wholesaling furnaces. He did so by making a handful of agreements with dealers; he used those strong relationships to build what would become Robertson Heating Supply.

In 1947, Robertson expanded into the plumbing side. Needing more space for his growing plumbing and HVAC portfolio, Robertson made a huge investment in 1953 – taking out a $500,000 loan to erect the company’s first large building. Robertson Heating Supply operated from that headquarters from 1953 to 2004.

Throughout the 1960s, Robertson began opening branches throughout the state of Ohio. After decades of organic growth, Robertson facilitated the business’ next major turning point in 1984 – its first acquisition. He purchased a company out of Pittsburgh called Anchor Supply, expanding Robertson Heating Supply’s footprint into Pennsylvania.

Scott Robertson, John Robertson’s grandson, officially entered the business in 1977 at 15 years old working summers in the warehouse throughout high school and college. He came on fulltime in 1987 and took over as President in 1991.

In 2004, Robertson Heating Supply reinforced its commitment to the marketplace by opening a multi-million dollar, 285,000 square-foot distribution center and office space in Alliance, Ohio.

“This move was a statement from us to our customers and vendors that we’re going to be in the game for a while,” Scott Robertson says. “You don’t build a 285,000 square-foot building in Alliance – where the population is 20,440 – if you aren’t committed.”

Leave nothing to assumption

Nine decades of family business doesn’t come easy. According to Scott Robertson, the company’s focus on earning respect and loyalty that drives it success.

“We’ve always been a hard-working team,” he says. “We believe in earning your pay, earning the respect of other employees and being committed to deep-rooted loyalty.”

The company has 89 employees that have been with the business for 20 years or more, and most of its vendors have worked with the company 50 or 60 years.

“Both our leadership style and our relationships with customers are centered on up-front, honest communication,” Scott Robertson says. “We’re not going to be complicated; we’re direct and we leave nothing up to assumption.”

Scott Robertson’s son, Ryan, and nephew Kurt Keller are two of the many family members who represent the fourth generation and vouch for the company’s commitment to family and transparency.

Kurt Keller, product and operations manager, says remaining a family business, in both leadership and the company culture, is a top priority. “We want to continue to be family owned, operated and continue to see our employees grow with us,” he says. “Our team members who aren’t part of the Robertson family are still like family to us, and we will continue to drive that feeling throughout our culture.”

Ryan Robertson, director of sales, emphasizes the open communication between management and team members. “We share sales stats, trends and company net profit with employees,” he says. “We’re extremely receptive to our team’s opinions and feedback.”

Tim Leja, a 40-year employee, says it’s clear the leadership team trusts its employees. “RHS provides a common direction and purpose for us employees. Open communication and transparency with ownership promotes trust and boosts employee motivation, satisfaction, loyalty and productivity.”

The company periodically holds “young sales councils” where team members present ideas and proposed changes to the executive team.

Scott Middleton, Robertson Heating Supply’s longtime employee and current executive vice president, gives his perspective on the culture as a non-family member. “There are no mysteries around here,” he says. “We talk straight, which builds trust throughout the business. We’re supportive and positive, but also open and honest when something needs improvement.”

Middleton adds that as he was coming up through the organization, he received plenty of mentorship. “We have a culture here where everyone will help anyone out, whether it’s in your wheelhouse or not,” he says. “We’re approaching a generational shift where young leaders are moving up, so we want to keep that teamwork, training and open communication going.”

Robertson Heating Supply also asks customers for feedback via both regular customer councils and informal conversations. “The executive team shows up,” Middleton says. “When you go to a dealer meeting, you’re going to see the President, Vice President, Director of Sales, etc. We show up to reinforce our commitment to relationships with our customers.”

Kim Gallina has been with Robertson Heating Supply for 18 years and echoes the openness throughout the company. “We all work together to serve our customers and strive every day to do better and be better,” she says. “We set Corporate Goals every year. Anyone in the company can sign up to be on one of the seven goals – no discrimination — it could be a goal to meet sales, operations, expo’s, training, etc., but anyone can be involved, giving employees an opportunity to be a part of the RHS future and improvements.”

Dannie Erb with Good's Electric, Heating and Air out of Youngstown, Ohio — a longtime customer — says Robertson Heating Supply focuses on making things better and easier for the contractor. “Most other suppliers focus on how cheap they can make something to gain a contractor's business, but Robertson focuses on how they can we make it better and simpler for the contractor, and that beats any competitor by a long shot,” he says. “From an incredible delivery system to the local branch being great at maintaining the common products that we use, along with the ongoing training that is offered, Robertson helps us fulfill our mission of great service for our customers.”

Ahead of the curve

Robertson Heating Supply is ahead of the curve when it comes to technology adoption, particularly with its successful e-commerce platform. The company launched its e-commerce site more than 20 years ago, and today it makes up roughly 20% of sales. With its in-house IT department, ERP system and mobile app, Robertson Heating Supply is well equipped to meet customers wherever they are.

“Having our own IT department makes it extremely easy to adapt,” Ryan Robertson says. “If we’re in a meeting and want to make changes to our system, it’s likely that change can be made by the end of that meeting.”

According to Ryan Robertson, customers are getting a lot more involved in technology, too. “We are working to integrate with our customers’ technology,” he says. “Providing automatic price and inventory updates to make their job easier, for example.”

Middleton says about one out of every five dollars sold is through the company’s e-commerce website.

“The less places our customers have to go look, the better,” he says. “If we can offer a fully formed and featured, efficient website for them to order from, we'll continue to earn their business.”

Middleton gives tremendous credit to the IT department, adding that they are customer-facing as well. “We know the adoption of technology can be difficult for some customers,” he says. “So our IT department is making sales calls as well, ensuring a smooth transition for those customers who do want to utilize our e-commerce platform.”

Robertson Heating Supply’s most recent technology investment lies in its new John Robertson Technical Education Center for Heating, a cutting-edge training facility designed to elevate the skills and knowledge of contractors and technicians in the HVAC industry. The company held a grand opening event in May for the 1,700 square-foot training center. The facility features fully functional HVAC equipment and interactive displays, providing hands-on instruction opportunities for learners. Equipped with the latest Rheem and Ruud HVAC systems, as well as being a Certified LG Training Facility, the T.E.C.H. Lab offers participants a chance to engage directly with industry-leading technology.

“Our aim with the John Robertson Tech Center is to provide a dynamic learning environment where contractors and technicians can gain practical experience and certification on the latest advancements in HVAC equipment," says AJ Garrott, HVAC brand manager. "By investing in this advanced training facility, we are not only fulfilling our commitment to education but also empowering individuals to excel in our ever-evolving industry."

Industry involvement

If you’ve been to a PHVAC industry event, chances are you’ve seen or heard from a Robertson Heating Supply Leader. The company has long been involved with the American Supply Association (ASA) — Both John and Scott Robertson have served as ASA President while Middleton has been the North Central Wholesalers’ Association (NCWA) Board Member — HARDI, Air Conditioning Contractors of America (ACCA), The Commonwealth Group (formerly Embassy), PHCC, NAHB and many other building industry associations.

“John was extremely well-known in the industry,” Scott Robertson says. “So I grew up learning from a guy that was willing to give back and invest his time to better the industry.”

John Robertson actually used to write articles for Supply House Times, openly sharing his opinions, advice and thoughts to peers.

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“We’ve just keep his legacy going by not only attending these meetings, but making sure we are actively involved and volunteer on Boards and in leadership roles,” Scott Robertson adds. “It’s give and take; being involved leads you to build relationships with people who you can lean on and learn from.”

Always getting better

Looking ahead, as Keller and Ryan Robertson prepare to take the reins, their goal is to expand and deepen relationships with employees and customers.

“We want to continue what’s been done before us, but dig even deeper,” Keller says. “With family-owned distributors continuously being bought up by nationals and equity groups, we can proudly say we aren’t part of that equation and never plan to be.”

The duo also plans to continue the company’s longtime commitment to industry involvement and build a “bench” of future company leaders to ensure longtime success.

“We have people on the list to lead the next generation of the business, and we want to continue to add to it,” Keller says. “With so much talent retiring from the business soon, we can’t do this on our own. We need a strong team and we will continue to invest in that.”

Ryan Robertson adds that his goal is to never be stagnant. “Both of our previous Presidents were always improving and coming up with new ideas,” he says. “Our goal is to always be adapting; keep listening to employees, maintaining our company values, and continuing the Robertson family involvement.”