Immediate Action: How One Store Acted Quickly to Rebuild After a Tornado

During the late evening in mid-May, a deadly EF2 tornado moved through the city of Somerset, Kentucky, killing 19 and injuring 108 people. The tornado was on the ground for over an hour and carved a path just 300 yards from the Lumber King in Somerset.

As the tornado ripped across the state, it strengthened to an EF4 by the time it reached London, Kentucky, roughly 25 miles south of where another Lumber King store is located in Mount Vernon. The morning after, the Somerset store didn’t have power, but they opened anyway.

As an employee-owned company, every worker at Lumber King has a vested interest in the business, and more importantly, they go home to the same neighborhoods they serve.

“These are people who, when they leave, go home to the community,” says Sydney Hupp, Lumber King marketing director. “Even though each of our employees at that store is safe and healthy, their neighbors down the road are not, and those are people they care about a lot.”

The team spent the weekend in shock, but they channeled that energy into action. Lumber King president John Kayea worked with Don Gregory, manager of the Somerset Lumber King and Emiliano Canete, manager of the Mount Vernon Lumber King, to develop a response strategy that played to their strengths. 

More Than Thoughts and Prayers

Rather than writing a check or donating food, Lumber King took inventory of what they had—the tools and supplies that disaster victims would need. The teams at both stores gathered rakes, shovels, contractor bags, gloves, safety glasses, crowbars, hammers and other power tools used to help search through the wreckage. 

“We build homes,” Hupp says. “We help people build their dreams from the ground up, so when people’s homes and livelihoods are destroyed, as heartbreaking as that is, we have what they need to be able to start over.”

By 9:30 Monday morning, truckloads of cleaning supplies were delivered to the Red Cross at its staging locations in Somerset and London. Lumber King’s concrete vendor also contributed pallets of water to accommodate the tools.

“In a disaster situation, you need to find the people and organizations who are helping victims and know what they’re doing,” she says. 

The Red Cross coordinator told them they were the first to bring those types of cleanup supplies, focusing on what people needed to start digging out rather than immediate sustenance.

“Many other businesses responded with food and water, and I’m not discounting those supplies because they’re so important, especially for the first responders and people helping with the cleanup,” Hupp says. “But you can’t search through rubble with snacks.”

Beyond the Immediate Crisis

Lumber King’s response didn’t stop with emergency supplies. Understanding that rebuilding would be a long process, the stores implemented a disaster relief discount and reduced pricing on building materials and supplies needed for reconstruction. Both stores also began ordering extra inventory and additional building supplies they foresaw the community needing in the future.

The program—which was initially set to run through July but will be extended as needed—also includes free delivery and free project quotes for insurance companies, whether the homeowners purchased materials from the stores or not. 

“Having an insurance adjuster come in to evaluate a pile of rubble that was once your family’s safe place is so emotional and so difficult,” Hupp says. “Remember, tone and approach do matter. In these natural disaster situations, emotions are high and you want your customer to be able trust you.”

Hupp says her team is trained to be patient and empathetic during these interactions, recognizing that some customers might need to patch a roof, while others need to rebuild completely. 

“We understand that insurance claims take a while, especially when you have a neighborhood of over 200 houses that get destroyed on the same night,” Hupp says.

Lessons in Preparedness

What made Lumber King’s response effective wasn’t a pre-written disaster plan—the stores didn’t have one. Instead, it was the team’s deep knowledge of their business, inventory and their communities that allowed them to act quickly and meaningfully.

“When you know your company, your brand, your inventory, your people and your customers really well, that is something that is really going to work to your advantage,” Hupp says. “The building materials and hardware industry is such a unique space to be able to help people.”

For other retailers facing these same disasters, Hupp says to know your business and community, and be prepared to act, while being clear, direct and empathetic without making assumptions about people’s situations, is essential. 

“Don’t take advantage of people in these disaster situations. If you can get people what they need, act quickly,” Hupp says. “As long as you are smart and you put thought into your response, you’re going to do great and you’re going to be able to assist your community and be a landing place for them when they need it.”