Even with 90 years of distribution under its belt, Turtle & Hughes never stops evolving.
BY ANNA WELLS
When you set out to define Turtle & Hughes, you may find it doesn’t fit neatly into a traditional “distributor” box — but
that’s by design.
This NJ-based multi-commodity procurement company identifies
in a way that is distinct from many of the companies in its competitive set. In a blend of new and old school, Turtle & Hughes brings
core competencies in several product categories to its integrated
supply platform, creating a strategic advantage for its customers.
Yet this aggressively competitive approach is all wrapped up in
a homegrown, ESOP company where it’s not uncommon for an
employee to spend a career.
One gets the impression that the Turtle & Hughes executive
team are actually pals. The atmosphere is relaxed and familial, and
big business questions are tackled with what CEO Jayne Millard
refers to as “healthy debate.” It’s this kind of debate that helps
build collaborative efforts internally; Turtle & Hughes employees
are used to having a voice because the company prides itself on
providing a framework for entrepreneurs. This is an environment,
says SVP of the Electrical and Industrial Distribution Division Randy
Roessle, where employees are encouraged to “go out there, use
your creativity, build the business, and you’ll have all the support
mechanisms behind you to do that.”
Entrepreneurship is a key foundation of the Turtle & Hughes way.
Established in 1923, this company is helmed by Millard and supported by two newly appointed Presidents: Rick Reffler, Electrical
and Industrial Distribution Division, and Michael DeVoney, Turtle &
Hughes Integrated Supply (THIS). Millard is the daughter of Frank
and Sue Millard, former SVP and president, respectively. Though
retired, Frank and Sue are still leaders, in a sense — sending cards
to each employee on their birthdays, and regularly calling team