Women in Focus: These trailblazers have helped shape the flooring industry’s past, present and future
Leadership in flooring takes many forms-shaped by different paths, perspectives and moments that ignite the passion to seek and achieve success. In recognition of the women who have altered the path of the floorcovering business, Floor Focus asked a group of industry trailblazers a series of questions about the decisions, challenges and advice that have shaped their journeys.
This special feature highlights a cross-section of voices helping move the industry forward, from global brand leaders and designers to entrepreneurs and standout commercial and residential dealers. Rather than defining a single narrative about women in flooring, their responses reflect a range of experiences and leadership styles, each bringing a unique lens to the work of designing, manufacturing, selling and installing the surfaces that shape how people live and work. Together, their insights offer a snapshot of where the industry has been-and the energy and vision driving it forward.
CHERLY ACIERNO
Owner and founder of Acierno & Company
What was one decision you made that fundamentally changed your career in flooring?
A couple: One was starting my own company, obviously. Another decision that fundamentally changed my career in flooring was choosing to fully commit to my company after an economic downturn. From the very beginning, when I started the business with my former partner, we made the bold decision to invest in several people at once, knowing it would either help us grow or put us out of business. Years later, instead of playing it safe, I doubled down by adding even more employees, undertaking a full rebrand, and expanding the business, encouraged by an architect friend who told me to go big and trust the process. It was a scary leap and a massive financial commitment, but it ended up changing everything.
What’s one piece of advice you wish someone had given you earlier in your career?
Trust that you’re ready, because you have done the homework. Go head-to-head sooner and go after the bigger opportunities-especially in rooms where you feel outmatched, and especially in a male-dominated industry. Building a business from the ground up is scary at times, but that doesn’t mean you’re not prepared. You already have product knowledge and people skills, now you have the confidence to use them. I’m still learning to trust my instincts, and I know now that when I do, people want to help-and they want me to succeed. And I’d remind myself to relax a little, have some fun along the way, and learn to ask for help.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
I started my career working for Colman Kahn, a well-known flooring contractor in Denver. By watching and learning the business from the inside, I realized I wanted to move into outside sales. Even though I was young, Colman took a chance on me and gave me room to grow-first as showroom manager and eventually in sales.
He expected a lot from me and really invested in my development. I’d come into the office early for training sessions where I had to stand in front of him and present different types of carpet, including very technical products that many people in the industry never had to learn. It was intimidating, but it gave me an incredibly strong foundation and helped build real confidence.
That experience was very special. We were like a family, and that culture stayed with me. When I later built my own company, I tried to create the same kind of environment-high standards, mutual respect, and a genuine investment in people.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
The biggest obstacle was learning how to think like an owner instead of a salesperson. That meant mastering financials, building business credit from the ground up, implementing systems, and making decisions that affected the long-term health of the company, not just immediate sales. At the same time, I was competing in an industry, flooring in particular, where there were very few women. I navigated these challenges by staying disciplined and being resilient and simply continuing to move forward-even when the path wasn’t clear. I let consistent performance speak for itself, and those experiences shaped me into a better leader.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
The flooring industry is complex, with a lot of moving parts, and women bring skills that really fit that environment. There’s often more patience to ask the right questions upfront, connect the dots, and solve problems before they turn into bigger issues. Women are also very good at juggling multiple priorities at once-managing details, deadlines and people without losing sight of the bigger picture.
As the industry has evolved, those strengths have naturally translated into leadership success. Companies need leaders who can manage complexity, communicate well, and keep projects and people moving in the right direction-and women have consistently proven they can do that. At the same time, flooring has become more design-driven, consultative, and relationship-focused, which has made it more attractive to women than it was in the past. With more women entering the industry, staying, and delivering results, it makes sense that we’re now seeing them rise into senior leadership roles.
What should change in the flooring industry?
With all the consolidation in the flooring industry, consumers have fewer choices than it appears, and that’s created a lot of confusion. What needs to change is a return to clear, honest education -explaining real product differences, like yarn systems and performance, instead of relying on branding and buzzwords. Sustainability needs to be talked about more plainly so people understand what those claims actually mean. And the industry has to be more precise with terms like “waterproof,” “scratchproof,” “high moisture,” etc., because when expectations don’t match reality, it damages consumer trust and creates costly problems for flooring contractors.
MARYANNE ADAMS
President at Avalon Flooring
What was one decision you made that fundamentally changed your career in flooring?
Committing to grow within Avalon Flooring early in my career certainly established my path in flooring. I began in an entry-level position and chose to learn every aspect of the business. That hands-on experience and deep understanding of the company strongly positioned me for leadership, while also shaping how I approach decisions today.
What’s one piece of advice you wish someone had given you earlier in your career?
The advice I offer to those coming up in their career is to always stay professional and build trust through consistent performance, no matter who you’re working with. Treating others with respect and holding yourself to a high standard builds credibility and opens doors you may not have anticipated.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
Absolutely. Avalon’s founder, John Millar, was a meaningful mentor in my professional journey. He helped me understand the importance of succession planning and strategic thinking and ensured that leadership roles were clearly defined and supported.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
Navigating the transition from individual contributor to a leader as the company grew. This required shifting from doing the work myself to trusting and developing others to lead. In this role, I had to focus on building a strong leadership team I could trust to do the work, allowing room for others to grow as the business scaled.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
We are living in a new era, one that celebrates and rewards diverse perspectives and attributes. As the world around us has evolved, so has the industry. Companies that have embraced this shift are seeing a diverse pool of people naturally rise into leadership roles.
What should change in the flooring industry?
As consumers and the markets change, so should the industry. Embracing new forms of technology to streamline everything from customer experience to warehouse operations, celebrating and creating pathways for new voices, and pivoting towards what younger consumers may be looking for in the future. All of these efforts can strengthen the industry, setting itself up for innovation and long-term growth.
ALLIE FINKELL BRUSKI
Vice president of marketing and design of Milliken Flooring
What was one decision you made that fundamentally changed your career in flooring?
I was at Shaw working in commercial hardwood when the company forged the first resilient partnership with LG Hausys. I recognized the investment being made in the category and offered my assistance to Dave Thoresen, who jumped at the chance of having additional marketing support. Being willing to learn something new and step out of my comfort zone was what solidified my place in the commercial side of the industry and has made me a well-versed professional. Being an early adopter of the hard surface category at a predominantly soft surface company made me a valuable and unique asset to the company and afforded me many career opportunities.
What’s one piece of advice you wish someone had given you earlier in your career?
I wish I had figured out that obstacles are an inevitable part of the process, and no journey is ever linear. As a high-achiever with a passion for my work, setbacks and roadblocks used to affect me personally. Now, I strive to see business as a game and focus on making the next right move- whatever that may be. Someone once told me, “There is no such thing as a flooring emergency.” And that is good advice, work is important, but things are always going to happen, so you have to be able to control what you can and then move on.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
I have been fortunate to have mentors at every step of my career. My first one and most influential is obviously my father, Don Finkell. He taught me about the industry and encouraged me to trust my instincts, even at a young age. He modeled customer-centricity long before it was a buzzword and truly cares for his employees. He taught me to listen to your customers and try to find a way to “say yes.” Steve DeCarlo and Dave Thoresen gave me latitude and grace to learn as I made career in hard surface; Lee Blair hired me to Milliken and gave me the esteemed opportunity to run a P&L as the youngest business manager in the Milliken Enterprise, and Pam Rainey continues to mentor me in my new role as vice president of marketing and design for Milliken. There have been so many wonderful people who saw potential in me and invested in my success. It is impossible to name them all, but it has kept me in the industry. It is fulfilling to be at a place in my career where I can pay it forward to the next generation.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
My biggest career challenge was leaving commercial resilient to work with my father at American OEM, a startup manufacturing company. It was a tremendous learning experience that brought me very close to operations and gave me a profound appreciation for manufacturing. I got exposure to HR, finance, legislation, sales leadership, design and product management. It’s also where I made several mistakes as a young leader that I have worked hard not to repeat in subsequent roles. Having the chance to build a business from scratch with my father, my mentor, was an incredible privilege and the most transformative chapter of my career.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
Many reasons! Women are often great listeners, moderators, communicators and multitaskers, which are key ingredients to leadership. Women also make up a large population of flooring customers and the people who influence the sale-customers, salespeople and specifiers. It is logical to assume that women would design, manufacture and market products that resonate with their own demographic.
Milliken has women leading in every functional area from operations, finance, sales and marketing. Milliken is a great example of a company that sees diversity as a strength and works with intention to overcome unconscious bias in the organization so that opportunities are available to all.
KATHLEEN CLOUD
President and co-owner of M. Frank Higgins & Co.
What was one decision you made that fundamentally changed your career in flooring?
I made the decision early on, when I came into the business, to lead with what I knew. This was my passion for education. I leaned into Starnet and vendor partners to help me become a certified CEU trainer in various areas. Some of these included CRI, Ardex and Armstrong. I then presented to many A&D firms and facility managers in order to help Higgins become more well-known as a flooring expert and resource in the area. This has also morphed into teaming with our vendor partners to target different clients to provide flooring solutions in every aspect, whether we host events in our facility or at the clients’. Higgins became “on the map” in a big way with this strategy.
What’s one piece of advice you wish someone had given you earlier in your career?
The one piece of advice I wish I had been given early on was to not be afraid to ask the client for an opportunity or project to perform flooring for them. I am great at building relationships and the Higgins brand to be one with notable name recognition, but I am not great at asking for a sale. That is a skill I wish I mastered early on.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
A year after I came into the flooring business, we joined Starnet Commercial Flooring Partnership. This organization, as a whole, with Jeanne Matson at the helm, gave me an outlet to help grow my knowledge and confidence in the commercial flooring field. I met Cheryl Acierno at our first Starnet meeting, and she was a huge role model for me. This incredibly smart, beautiful flooring leader was so kind. Cheryl shared her experiences of hard work, tears and overcoming obstacles that truly inspired me to be a more passionate leader in my business...and know that I could rock it!
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
This biggest obstacle early on was having clients, and even our own employees, take me seriously as a commercial flooring leader in the shadow of Steve Cloud’s incredible flooring expertise. But showing up consistently for long days, continuous learning, leveraging my technical aptitude and growing connections with the A&D and end-user world, really helped me be a strong, knowledgeable, compassionate leader.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
The biggest reason for women rising to senior leadership positions is their attention to detail, the ability to elevate the industry to be more professional and their often more compassionate approach to people.
What should change in the flooring industry?
The flooring industry needs to leverage technology more and more as it lags other industries. Starnet is passionate about doing whatever it can to promote technology vendors for all of its members. In addition, professionalism in the flooring industry-and construction industry as a whole-needs to be elevated. Commercial flooring is an amazing industry; let’s show off our collective commitment to service, integrity and passion to our clients, our vendors and one another.
DEB DEGRAAF
Co-owner of DeGraaf Interiors
What was one decision you made that fundamentally changed your career in flooring?
Years ago, I had the opportunity to be a part of the Shaw dealer council, and I accepted the challenge. I was one of the few women on the council at the time, but Shaw and their leadership were anxious and willing to listen to all of our input. I made some lifelong friends and mentors while serving on the council. After my involvement there, I knew it was beneficial for my professional growth and our company to be involved at a manufacturer and industry level.
What’s one piece of advice you wish someone had given you earlier in your career?
It is just flooring. I say this because when I was younger, I would let things clients said hurt me or derail me, when in the end, it was simply another challenge on another day to have to work through. Focus on resolving the issue at hand, then reflect afterward to see if anything can be learned for the future.
Was there a mentor that played a meaningful role in your growth? What did that person help you see or do differently?
Although many people have influenced me over the years, my dad is certainly the most impactful. He believed in me and encouraged me to grow through my mistakes and put myself out there, giving me more opportunities to learn from others.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
We purchased the business from our dad at the beginning of the recession, and the housing market was in a depression in 2007. We had to focus on what it meant to run lean. My brother and I had to make some hard decisions, but I believe persevering through those couple of years shaped us into the business owners we are today.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
I believe it is the overall support and encouragement women give to other women that has made the biggest difference.
What should change in the flooring industry?
All independent retailers need to continue to rally and support the FCEF. This is the only foundation of its kind that has had such a profound impact on the professional flooring installer crisis. As retailers, we are only able to sell to the capacity of what we can install, and the FCEF is making great strides to educate the next generation of installers across the country.
JACKIE DETTMAR
Vice President of marketing, design and product development of Mohawk
What was one decision you made that fundamentally changed your career in flooring?
Moving my family from North Carolina, where I started my career with Karastan to Georgia to Mohawk’s corporate headquarters. Also, when I chose to take a role in product development/design and turned down a manufacturing plant manager role.
What’s one piece of advice you wish someone had given you earlier in your career?
You are responsible for your own career; no one is going to plan it for you. Waiting to be noticed for all your hard work is not a strategy.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
One of my early sponsors was the president of Karastan at the time, Monte Thornton. He gave me opportunities to expand my reach beyond the plant in North Carolina, with marketing responsibilities and sales engagement. He championed women moving up in our industry and recognized the value of diversity in leadership, encouraging me to use my voice in a bigger arena.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
I was the first female management trainee hired into manufacturing at Fieldcrest Cannon – Karastan. I had a Textile Science degree from N.C. State and went to work at Eden Rug Mill in plant supervision. At the time, there were no female supervisors in the plant. I learned early on how to manage tough situations and get work done. Treating everyone with respect, being humble, learning every day, being firm when needed, and greeting people with a smile went a long way.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
Persistence has been my mantra. I don’t give up. We have a whole generation of women who have changed this industry from the inside out by bringing creativity, diversity of ideas, design thinking, hard work, patience and strategy to the table to create an industry more focused on our customers’ needs.
What should change in the flooring industry?
We still need more women in senior roles and more diverse thinkers in leadership to keep our industry innovating and growing. Not everyone works or thinks in the same way and building the culture and environments that foster everyone being able to reach their full potential should be our goal.
RESSIE DUNCAN
Vice president of global design of Shaw Contract
What was one decision you made that fundamentally changed your career in flooring?
Honestly, it wasn’t one big decision. It was a lot of small, intentional choices over time-raising my hand for new product categories, advocating to take risk with new innovations, and pushing for more immersive design experiences. Those steps have shaped my path, helped push design forward, and continue to keep me curious and learning every day.
What’s one piece of advice you wish someone had given you earlier in your career?
As a young designer, it’s easy to take things personally. Design brings strong opinions, and remembering it’s a discipline for solving problems helps keep the focus on the “why.” Working within real constraints and letting feedback shape the work-not you-is essential. Learning to stay grounded and listen openly has been a big part of growing as a leader.
Was there a mentor who played a meaningful role in your growth?
Brenda Knowles has been both a mentor and a friend throughout my career. She’s always asked the hard questions, offered unwavering support, and believed in me through every stage. She helped me see what I was capable of before I fully saw it myself.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
Early in my career, I worked for a leader with very traditional views of how things “should” be done. It challenged me to find my voice, think differently, and stand firm in my ideas. I learned how to trust my instincts, even when the environment wasn’t built for new thinking.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
Women bring a blend of empathy, strategic listening and collaboration. These strengths help teams stay aligned and keep the work connected to the people and environments we’re designing for-something the entire industry is placing greater value on.
What should change in the flooring industry?
I’d love to see us keep pushing forward-welcoming more diverse voices, embracing new ideas, and focusing on designing for human experience. Most people don’t think about the floor, but it has a real impact on how people feel and function in a space-and we can elevate the conversation by showing how flooring supports people in meaningful, everyday ways.
BONNIE MODLING FENWICK
President, Best Buy Floors, operating Carpet One Floor & Home, Flooring America, and Designers & Builders Source
What was one decision you made that fundamentally changed your career in flooring?
My career changed the moment I chose growth over predictability. I left my role as a dental hygienist to step into the flooring business my dad founded. I was committed to learning everything I could about the operations. That willingness to learn is what ultimately led me to the role of president of a multi-branded flooring organization.
What’s one piece of advice you wish someone had given you earlier in your career?
I’m sure somewhere along the way, someone may have advised that I learn the art of delegating. I would reiterate that over and over again, knowing that we have great people in positions within our company who are well-equipped to make informed decisions.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
I benefited from two powerful forms of mentorship. My dad taught me how to run a business with discipline and accountability, while the strong women in my life taught me independence, confidence, and self-belief. Together, they helped me grow into a leader who is both grounded and self-directed.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
The earliest challenge I faced was earning credibility in a male-dominated leadership environment while also being the founder’s daughter. People assumed that opportunity came before experience. I navigated that by committing to work and holding myself to the same standards as everyone else, and oftentimes, even expecting more from myself than I did from others.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
Women leaders have risen in the flooring industry by bringing a more holistic approach to leadership by understanding the need for a solid business structure and combining that with cultural awareness, resulting in a broad and balanced perspective of the industry.
What should change in the flooring industry?
The flooring industry continues to innovate through new products and technology. Changes come from the opportunities to improve the customer’s journey, which can build trust and create long-term stability for both the customer and the industry, particularly for the small business owners.
EMILY MORROW FINKELL
CEO of products and interior design of EF Floors & Design
What was one decision you made that fundamentally changed your career in flooring?
So just for fun, Google the use of interior design and color trends in carpet and flooring development, and you’ll find that it really came into fruition in the early 2000s, and I was one of the lucky ones to have been there. Like the dawn of time, lol, we wanted to give consumers and designers something other than beige carpet to inspire them.
Truthfully, when looking back, this particular decision was not one that I made, nor would I have had the power to make. It was a decision made corporately, and it was simply a matter of perfect timing for me to be in the right place, with a pretty deep background in interior design, and I had just spent two years in product development on the contract side for Patcraft. The decision was made by senior management to elevate Shaw Residential’s reputation for having well-designed products. It was a wonderful challenge and one that I loved tackling when I understood.
I chose to view flooring as an element of design narrative rather than a background detail. Floors set the stage for how a space is experienced - they influence light, mood, and movement. By embracing that perspective, my work became less about product and more about curating environments. That shift shaped everything that followed in the design of new products or the development of a new brand.
Making a conscious decision to see flooring as architecture underfoot-not simply a surface, but a spatial experience. The right floor influences how light travels, how sound carries, and how a room feels emotionally. By approaching flooring as a design foundation rather than a finish, my role evolved from speaking about “36 to 100 color line” in a particular construction to shaping what consumers expect when they begin their search for new flooring for their home.
What’s one piece of advice you wish someone had given you earlier in your career?
That it’s okay to grow into your confidence. Early in my career, I did not have all the answers to be taken seriously. Over time, I learned that curiosity, listening, and strong instincts are just as powerful as certainty. Luckily, when my career in floor covering began at Patcraft, I was surrounded by some of the kindest, most selfless people I’ve ever had the privilege to work with, and it was at a time I personally was going through some major life changes. I was diagnosed with breast cancer at the same time I was negotiating an end to a marriage while working to keep my children’s hearts and minds focused on the happiness and goodness in our lives. So by starting there with that as my priority everything that followed was more a matter of getting work done, learning how best to approach that work, and finding help and encouragement from some very special people. At the time, most of our team was composed of men, some were that same age as my own parents, others were closer to my own age. Regardless of their age, they took me under their wings and allowed me to learn without fear of making mistakes. Gosh, I did make some doozies. One was a TPR (trial production run) of Kelly Green Nylon carpet…that was not what I intended. That, however, led me to understand the need for and value the technology that followed, which prevented unnecessary mistakes.
Everything worth doing takes time. Early on, our team was always under pressure to move quickly and prove ourselves. Over time, I’ve learned that thoughtful decisions and a well-developed point of view create lasting impact. Taste, judgment, and leadership are all cultivated-they’re not rushed.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
Several, all different people, from different levels in the organizations. At the time, I couldn’t see things as they were, but as we all know, hindsight is 20/20. In looking back, there was an overarching agenda and priority that I somehow fit into helping to achieve. My degree in interior design included a concentration in textiles. For example, history of textiles, chemistry in dyeing, and my science was geology. So string all of that together and add a pretty heavy resume of commercial and residential interior design projects. I fit into a larger puzzle made up of some incredibly talented and experienced professionals who graciously allowed me to do what I was tasked with doing while they did the same, and the result was pretty special.
Also, I think it’s important to point out that there were some negative forces along the way. I’ve observed that there are usually two types of people in our lives: one is a door opener, and the other is a door closer. I hope to always be a door opener, a cheerleader and an encourager. Life is much better when we have these people in our midst.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
Establishing credibility. Flooring is a technical and relationship-driven industry. I focused on product knowledge, preparation, and consistency. Over time, that built trust.
It didn’t take long before I stopped focusing on trying to prove myself, but rather simply contributing value,and seeing that the right things improved. Preparation, consistency and authenticity have always been my anchors.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
The industry has evolved to value creativity, collaboration, and consumer insight-qualities many women bring naturally. There’s also been a cultural shift toward recognizing diverse leadership styles as strengths, not exceptions.
What should change in the flooring industry?
We should keep making the industry more approachable for consumers. Flooring is deeply personal-it shapes how a home feels. The more we connect flooring to lifestyle, design, and sustainability, the more relevant and inspiring it becomes. We should continue to simplify the customer experience and communicate flooring through a design lens. Clear storytelling around performance, sustainability and aesthetics will keep the category relevant.
My biggest hope is that our flooring industry will see a huge return to manufacturing and shift away from sourcing. The heart of my hometown and my closest friends and family have thrived in the Dalton area, and I hope that continues in the future
THERESA FISHER
Senior vice president of merchandising and brand, CCA Global
What was one decision you made that fundamentally changed your career in flooring?
The decision that truly changed the course of my career in flooring was saying yes to an opportunity that scared me a little. I didn’t feel completely ready, but something in me knew I had to take the leap. Stepping into that role pushed me to grow faster than I expected and helped me discover strengths I might never have tapped into otherwise. It connected me with people who shaped me-not just professionally, but personally-and it’s the moment I look back on as the turning point where I stopped doubting myself and started really owning my path.
What’s one piece of advice you wish someone had given you earlier in your career?
Don’t ever be afraid to speak-your ideas matter, and every time you use your voice, you make more room for the women who come after you.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
I’m so fortunate. I have worked for amazing companies, and I have had fantastic mentors along the way. All my mentors from CCA Global, including Eileen Shapiro, Howard Brodsky and Charlie Dilks, always encouraged me to speak up and have the courage to back up my ideas, and I’ve appreciated everything that they’ve given to me over the years.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
I came from a fashion and apparel background, so when I first joined CCA Global Partners, I had to ramp up quickly and learn the flooring industry, but I also had to figure out how to take a consumer lens and apply it to our industry. I think one of the things that really differentiates CCA Global Partners at retail is that we look at everything through the consumer’s eyes, making the experience more engaging, uplifting and satisfying.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
When I first joined the flooring industry, it was absolutely a male-dominated industry. Over the years, I have seen more and more women joining the senior ranks, and I work with some great women at CCA Global Partners. I think that it’s a really big table and, frankly, I think it’s better for everybody. It’s better for the consumer and for the end project when we have a lot of voices working together.
What should change in the flooring industry?
I have been so fortunate on my journey in the flooring industry at CCA Global Partners. I would love to see more young people get into the industry and have the opportunity to build great careers and take us in directions that we’re not even thinking of today. I’m really impressed with the younger people I work with at CCA Global Partners. I’m very, very impressed with the second, third and fourth generations of members I see joining the family stores at Carpet One and Flooring America, and I want to see those young people have the kind of opportunities that I had, and I’m excited to see where they take us.
LAUREL HURD
President and CEO of Interface
What was one decision you made that fundamentally changed your career in flooring?
Joining the flooring industry after a long career in consumer products was a big decision for me. I’m so pleased that I made the decision to join Interface! It’s been an honor to lead this incredible company with a powerful commitment to our customers, our people and our planet.
What’s one piece of advice you wish someone had given you earlier in your career?
Authenticity matters. Once I realized that being myself was not only enough, but also the most effective way to lead, I became more confident and comfortable as a leader. I wish I knew that earlier!
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
I’ve had several mentors who helped shape how I lead. One of the most important lessons came from my first boss, who told me: “There’s not a single decision you can make that will put this company out of business. Make decisions. That’s why you’re here.”
That advice helped me move forward with confidence. It reminded me that leadership is about committing, learning, and doing it right by people.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
One of the biggest challenges early in my career was learning not to sweat the small stuff.
When you’re new, everything feels urgent, and you want to prove yourself.
I had to learn to focus on what really moves the business forward: listening to customers, supporting the team, and staying focused on the bigger picture.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
Women bring real strengths to leadership, including empathy, collaboration, and a strong focus on people. Those traits matter in the flooring industry, where success depends on understanding customer needs, building long-term relationships and getting the most out of our teams.
What should change in the flooring industry?
The flooring industry should continue to focus on serving customers better. We need to understand how their needs are evolving and adapt in response. Interface does that by pushing for more design, more innovation, more performance and more climate action.
BRENDA KNOWLES
Vice president of customer experience of Shaw Commercial
What was one decision you made that fundamentally changed your career in flooring?
Embracing change and saying yes to new opportunities fundamentally shaped my career.
At Shaw, I’ve had the opportunity to live and work in multiple U.S. markets in sales and sales leadership roles. Those experiences gave me an invaluable perspective by allowing me to understand our customers through daily, direct engagement. I’ve also traveled globally to learn firsthand about customer needs across different markets.
In addition, I’ve stepped into several roles that didn’t previously exist-positions without a clear playbook. Those experiences stretched me in new ways. They reinforced the importance of engaging cross-functional partners and building the right processes to support strategy.
Saying yes to the unfamiliar and helping shape what didn’t yet exist has been one of the most defining decisions of my career.
What’s one piece of advice you wish someone had given you earlier in your career?
March marks 42 years in my career, 42 years in the flooring industry, and with Shaw. When I think back, there are so many resources available today that either didn’t exist or didn’t feel as accessible in the early years of my journey.
I learned by doing, supported by incredible mentorship and sponsorship along the way. The most valuable advice I would offer, and the lens that continues to guide me, is to stay deeply engaged and focused on customers. How you work and where you focus matter. For me, that focus on the customer has been the throughline.
If I could go back, I would intentionally seek out leadership development earlier. As Tim Baucom often says, “A student will find a teacher.” I’ve been fortunate to have many teachers over the years, but I wish I had been more proactive in searching for them at the very beginning of my career.
Was there a mentor-or a moment of sponsorship-that played a meaningful role in your growth? What did that person help you see or do differently?
I have had many mentors and sponsors throughout my career-so many that I could write a thesis on the support I’ve received. I’m deeply grateful for each of them. Sometimes that guidance came from my leader or peers. Other times, the learning came from members of my own team-people I was leading-who helped me grow in unexpected ways.
One significant moment in my career was when I was not selected for a promotional opportunity. My leader at the time, Tim Baucom, didn’t soften the message-he gave me clear, specific feedback on what I needed to develop. That clarity changed everything. Instead of feeling discouraged, I chose to take ownership. I asked him to hold me accountable, to give me stretch opportunities, and to create visibility so I could demonstrate my growth.
He did exactly that. He became a true sponsor, not just a mentor. When the role opened again, I wasn’t just more prepared, I had earned the confidence of the executive team to step into it.
Sponsorship isn’t a one-time event-it’s ongoing. I’ve continued to be shaped by leaders and peers who challenge me to grow.
From Susan Farris, I’ve learned the discipline of listening to diverse perspectives and turning those insights into strategy and action. Outside of Shaw, Emily Finkell models success with grace.
Each of these relationships has influenced how I lead and reinforced my belief that growth comes from staying open, seeking perspective, and being intentional about how we show up.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
Our industry, like many others, has evolved significantly to remove barriers and foster environments of inclusion, respect, and empowerment, opening doors that did not exist when I began my career. In those early days, I had to actively seek out coaching, mentorship, and sponsorship. Through that support, I built confidence and stepped into opportunities-both those that came my way and those I intentionally pursued to grow beyond the barriers and prove what was possible.
Today, I see more open doors, more visible role models, and more structured support than ever before-and that gives me confidence in where we’re headed.
Women have risen to leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
I believe it starts with a broader recognition of talent and the understanding that progress requires diverse perspectives. When people with different experiences and viewpoints come together, we collaborate more effectively and innovate more meaningfully.
The conversation today extends beyond women and men.
Success in our industry comes from embracing diverse talents and perspectives. These strengths are collectively making our organizations stronger and moving the industry forward.
What should change in the flooring industry?
I’m proud of the continued progress in our industry and believe that deepening cross-industry collaboration and partnership will keep driving positive change.
One key example is the collaboration that happens within WIFI (Women in the Flooring Industry), which is focused on the development of women throughout the broader industry. I am humbled and feel so honored to be a founding board member and to have felt firsthand the change that collaboration and support within our community offers. I believe we have much to learn from further engagement and collaboration with our customers, from our suppliers and external partners, and from other industries that will continue to move us forward collectively.
WHITNEY LeGATE
Senior vice president of commercial product at Mannington Commercial
What was one decision you made that fundamentally changed your career in flooring?
Early in my career, I chose to step into a role that stretched me significantly-at a time when it would have been easier to stay comfortable. It felt risky, and I wasn’t certain I was “ready.” But I leaned into the opportunity anyway, surrounded myself with great people, and committed to growing into the responsibility rather than waiting to feel fully prepared.
That decision changed everything. It taught me that growth rarely comes when the timing feels perfect. We often underestimate ourselves. Stepping forward-even when it feels uncomfortable-can open doors you didn’t yet know were possible.
What’s one piece of advice you wish someone had given you earlier in your career?
Trust yourself sooner. Early in your career, it’s easy to look around the room and assume everyone else knows more. Experience is valuable, but perspective is too. Your instincts, curiosity and work ethic matter.
Early in your career, it’s easy to defer to the loudest or most experienced voice in the room. But perspective and instinct are powerful. Trusting yourself-while staying curious and coachable-accelerates growth.
I would also encourage people to intentionally build relationships with connectors-individuals who bridge teams, ideas and opportunities. Those relationships accelerate learning, broaden visibility and create momentum in ways that technical skill alone cannot.
Was there a mentor-or a moment of sponsorship-that played a meaningful role in your growth? What did that person help you see or do differently?
I’ve been fortunate to have multiple mentors and sponsors throughout my career. The most meaningful moments weren’t always formal mentorship conversations. There were times when someone advocated for me when I wasn’t in the room, or pushed me toward an opportunity that felt just beyond my comfort zone.
Those individuals helped me see that leadership isn’t about having all the answers. It’s about being willing to take ownership, think strategically and stretch beyond what feels safe. Sponsorship is invaluable. I try to pay that forward whenever I can.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
Early in my career, one of the biggest obstacles was learning to raise my hand.
In any industry, it can be intimidating to ask questions, volunteer for stretch assignments or request a seat at the table. I had to learn that visibility isn’t accidental, it’s intentional. I navigated that by continuing to put myself forward for new experiences, even when I wasn’t sure I was fully qualified.
Over time, I realized growth isn’t about perfection; it’s about participation.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
The flooring industry has increasingly recognized the value of diverse perspectives, not as a talking point, but as a business imperative. Innovation, customer alignment and long-term strategy require a wide range of experiences and approaches.
As the industry has become more collaborative and cross-functional, leadership has expanded beyond traditional pathways. Women, and many others from varied backgrounds, have stepped into those opportunities and proven their impact.
Progress happens when talent is recognized, developed and supported intentionally.
What should change in the flooring industry?
We should continue strengthening intentional mentorship and sponsorship across the industry.
Connection doesn’t always happen organically. We need to actively create pathways, especially for emerging leaders, to gain visibility, build networks and access development opportunities. A diversified leadership pipeline doesn’t happen by chance; it happens through investment.
This industry is incredibly relationship-driven and supportive. If we each commit to leaving it stronger than we found it the future will be even brighter.
JEANNE MATSON
President and CEO of Starnet (2007-2019)
What was one decision you made that fundamentally changed your career in flooring?
When I joined Starnet in 2007, I observed that the relationship between Starnet and their vendor partners was antagonistic and focused primarily on the rebate revenue percentage. I shifted the focus to building relationships through more one-on-one meeting and visits to vendor headquarters, building trust and respect. In addition, the Starnet staff developed programs which strengthened our partnerships and supported mutual business goals.
What’s one piece of advice you wish someone had given you earlier in your career?
A few years after graduating from college, I decided to work on an MBA degree. I applied to top tier business schools and also to two local universities which offered a part time MBA program. I was accepted by several elite business schools, but I chose to continue working fulltime and enroll a part time program at a local university to avoid incurring debt. Looking back, I regret that decision. A comprehensive and dedicated MBA program would have benefitted me in many ways…more intensive study, working with outstanding fellow students and dedicating my time to my studies.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
When I joined Starnet, Harold Chapman, then the CEO of Bonitz Flooring and a former Chairman of the Board of Starnet, was my mentor and friend. He was the person I turned to with questions, concerns and, frankly, my void of knowledge in the commercial flooring business. Never judgmental and always supportive, Harold was there for me. He is a gentleman and an inspiration.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
I was hired by Starnet with no experience in the commercial flooring industry. I didn’t know the basic language of the flooring business. I navigated the transition with the help of two flooring experts…Fred Williamson and Eric Boender, both Starnet staff members and experienced in commercial flooring. Their help was invaluable to me. I also committed to visiting every Starnet member. While I only hit 159 of the 182 members during my tenure, these visits were very valuable and my tour helped me know our members more personally.
Women have risen to leadership positions in all areas of flooring. What are the biggest reasons for this?
I think the door finally opened to women in the flooring business in the mid-2000’s. There was never a lack of talent or experience, but it took too long for women to be recognized for their leadership, intelligence and commitment to our industry. Finally, they have arrived. I have confidence that women will continue to impact this industry for years to come.
What should change in the flooring industry?
The industry stays safe in the design area. Grays and browns still dominate in both commercial and residential flooring. While flooring manufacturers develop more bold and exciting products to bring variety to their product offering, designers and end users still stick with the neutrals. Let’s warm things up with richer colors and creative textures!
MICHELLE MEYER
CEO and owner of Advanced Flooring Solutions
What was one decision you made that fundamentally changed your career in flooring?
I made a conscious decision to focus on relationships rather than transactions. Building trust, responsiveness, and consistency. By prioritizing long-term partnerships over short-term wins, I created a network that continues to open doors decades later. That mindset not only changed the trajectory of my career but also shaped the way I lead today.
What’s one piece of advice you wish someone had given you earlier in your career?
Don’t beat yourself up for days when you have made a mistake. Learn from it and use it to your advantage.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
Yes, my first sales manager. He believed in me and instilled the idea that if I worked hard there was nothing that I couldn’t accomplish at work or in life.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
Being recognized as someone who was tough enough to handle the commercial construction industry. I made it my mission to not back away when things got challenging. Building a reputation of being strong and compassionate.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
Woman in our industry have been given the opportunity to show their business value and undeniable work ethic. We are also big supporters of each other. Behind every strong woman in our industry there is a pack of women routing for their success.
What should change in the flooring industry?
Lose the saying “fuzzy side up.” The technical advancements in our industry are happening at a record pace. The flooring industry is almost unrecognizable with all the products that are being introduced. The complexities on the jobsite, the relationships with the GC’s and end users who are counting on us to deliver not just something that looks amazing but meets their almost impossible timelines and most importantly warrantable.
FEDERICA MINOZZI
CEO of Iris Ceramica Group
What was one decision you made that fundamentally changed your career in flooring?
One of the most transformative decisions I made was to step onto the factory floor early in my career, immediately after graduating in law, and learn the business from the production side. Understanding materials, processes, and the people who bring products to life gave me a holistic perspective that continues to guide my leadership today. It shaped my conviction that true innovation must be rooted in culture, manufacturing excellence and real-world application.
What’s one piece of advice you wish someone had given you earlier in your career?
I would suggest to see challenges as opportunities and limits as thresholds to overcome. I would have liked to be told to challenge myself constantly. Eventually, leadership is not about having all the answers, but about asking the right questions and listening deeply. Building trust, empowering others, and embracing diverse perspectives are far more powerful than trying to control every outcome. Leadership is not about proving strength - it is about creating space for others to grow.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
My father, the company’s founder, has been a fundamental influence. He taught me that business must be guided by values and long-term vision rather than short-term gains. His thinking is captured in the principle he coined in the 1960s: economy = ecology - the belief that economic growth and environmental responsibility are not in opposition, but part of the same equation. Beyond mentorship, he instilled in me the importance of ethical entrepreneurship and the idea that one’s word should carry more weight than any written agreement - a value that, unfortunately, is less common today. We meet for lunch every day; it is our moment of dialogue. Sharing our respective ideas allows us to reach the best decisions for the future of the Group. The company remains our North Star.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
Entering a traditionally male-dominated manufacturing sector as a young woman meant earning credibility every day. I did so through preparation, consistency, and results-while remaining authentic and collaborative. Over time, credibility replaced doubt, and respect replaced barriers.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
The industry has evolved to value leadership qualities such as collaboration, adaptability, emotional intelligence, a nurturing attitude, and long-term thinking-strengths that many women bring naturally. At the same time, organizations recognize that diversity improves decision-making, strengthens innovation, and enhances global competitiveness. The future of leadership is inclusive: diversity is a competitive advantage and a catalyst for progress.
What should change in the flooring industry?
The flooring industry should accelerate its transition toward sustainability, reuse, circularity, and responsible manufacturing. Equally important is investing in people: nurturing talent, fostering diversity, and strengthening collaboration across the entire supply chain. Our sector has a unique opportunity to lead the shift toward a more sustainable, human-centered future.
Behind every ceramic surface we create lies a clear vision: reengineering ceramics for the better. Through this approach, we aim to improve the relationship between people and the environment, delivering solutions that enhance everyday life while respecting our planet. To remain relevant, we must embrace change and continuously evolve. As Charles Darwin observed, it is not the strongest who survive, but those most capable of adapting to change.
ABBY REINHARD
President and CEO of GP Flooring Solutions
What was one decision you made that fundamentally changed your career in flooring?
One decision that changed my career was purchasing my business 11 years ago, which was my entry into flooring.
What’s one piece of advice you wish someone had given you earlier in your career?
My predecessor, George Hage, once told me, “Things are never as bad as they seem, and never as good as they seem either.” I keep this at the forefront of my mind to maintain an even keel.
Was there a mentor who played a meaningful role in your growth? What did that person help you see or do differently?
After meeting Len Ferro in 2019, he conveyed his faith in my ability to do exciting things in the industry, and his mentorship afterward was invaluable because he is a wonderful sounding board.
Early on, what was the biggest obstacle you had to overcome-and how did you navigate it?
Earlier in my career, my biggest obstacle was my own self-doubt. I overcame it with enough experience of showing up, doing the work, and eventually realizing that I had what it took to navigate just about any situation because I'm resourceful.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
While we still have progress to make, women have moved into leadership roles throughout the flooring industry and most other industries as well. As businesses face more complexity, the talents that women tend to have as strengths are becoming increasingly important, specifically emotional intelligence, resourcefulness, and strategic empathy. These qualities allow for the high-level communication and mentorship needed to navigate challenges.
JENNIFER ZIMMERMAN
Chief commercial officer of AHF Products
What was one decision you made that fundamentally changed your career in flooring?
Joining AHF Products was the decision that changed everything for me. I came in as General Counsel, but I’ve never been the kind of lawyer who hides behind the “letter of the law.” The easiest thing a lawyer can do is say no. I’ve always believed that to be a true partner, you have to understand the business deeply enough to help people get to yes.
That curiosity-wanting to understand our customers, our products, our suppliers, and how the business really works-opened doors I never expected. When the company launched its vinyl business in 2020, no one was waking up every day thinking about it. I was asked if I wanted to be that person while keeping my GC role. I said yes, and immediately dove in. Our early vinyl product wasn’t where it needed to be, and after doing the research, I could see exactly why. That experience lit a spark.
At the same time, I was deeply involved in the transformational M&A that shaped AHF Products -the carve‑out from Armstrong Flooring, the Cambodia acquisition, the Armstrong Flooring vinyl business, and Crossville. Being at the center of those deals gave me a panoramic view of the industry. So, when the opportunity came to move into the CCO role, it didn’t feel like a leap-it felt like the natural evolution of everything I’d been building toward, even if I didn’t know it at the time.
What’s one piece of advice you wish someone had given you earlier in your career?
I wish someone had told me earlier to stay relentlessly curious and learn everything about the business-not just the part that fits neatly within your job description. That curiosity ultimately transformed my career and opened doors I never imagined.
Early on, I thought my path was predetermined: go to a big law firm, make partner, follow the traditional trajectory. And I did what every young lawyer is told is “success.” But I was miserable. Leaving felt like failure because someone else had defined the goal for me. Working with an executive coach helped me reframe what success actually meant-and that reframing changed everything.
Ironically, the law firm experience I thought I was “walking away from” ended up preparing me in invaluable ways for my in-house roles. It taught me discipline, rigor, and how to think critically-skills I use every day.
The biggest lesson? There are many roads to take, even when you think you’ve already chosen one. Don’t let someone else define what success should look like for you. Stay curious, stay open, and allow yourself to evolve.
Was there a mentor who played a meaningful role in your growth?
I’ve had many mentors, and what’s interesting is that some of them probably never realized they were mentors to me. I’ve always been someone who watches the people ahead of me-how they lead, how they make decisions, how they treat people-and I pick and choose the qualities that resonate. And just as importantly, I notice the behaviors I don’t want to emulate. Both are equally instructive.
But none of it matters if you don’t put yourself in the fray. I’ve always been the person who pokes my head into a meeting room just to see what’s going on. And more often than not, someone waves you in. That’s how you learn. That’s how you grow.
Mentorship is powerful, but ultimately, you have to make your own way-by being curious, by showing up, and by stepping into opportunities even when you’re not sure you’re ready.
As you began your career, what was the biggest obstacle you had to overcome-and how did you navigate it?
The biggest obstacle was learning the flooring industry and building confidence in my knowledge. Flooring is a long‑tenured industry-people spend decades here-and stepping into that as someone new can feel intimidating. I had to trust my ability to learn quickly, ask questions, and immerse myself in the details. When you come from a different background, it’s easy to question whether you belong. But curiosity is a powerful antidote to doubt. The more I learned, the more confident I became.
Women have risen to senior leadership positions in all areas of the flooring industry. What are the biggest reasons for this?
Flooring is a relationship‑driven business, and women have long been essential to building those relationships-especially given the customers we serve. I also don’t see the structural barriers in this industry that I faced earlier in my legal career. Back then, I was told outright that women should earn less if they have children and that I’d be “window dressing” on certain committees-and this was the early 2000s, not a distant era.
I don’t see those systemic obstacles in flooring. Women in the industry are valued, visible, and leading-and they’re doing it on their own terms.
What should change in the flooring industry?
What concerns me most is that we’re not attracting enough early-career people into the industry. Flooring is aging-not in a negative way, but in a very real, demographic sense. People retire and new generations are not joining the industry. The calendar keeps moving. And across the industry, we don’t have the bench we need behind them for when they decide to enjoy their next chapters.
The challenge isn’t that the work isn’t meaningful. It’s that there are so many other sectors pulling at the next generation. But I think the timing is right for us to make a compelling case. Attitudes are shifting. Young people are rethinking the automatic “college at any cost” mindset, especially with the weight of student debt. There’s a renewed respect for skilled trades-plumbing, HVAC, electrical-and flooring should absolutely be part of that conversation.
Our industry offers something increasingly rare: hands‑on work that AI can’t replace, careers where you can build a good life, and opportunities in manufacturing, installation, product development, and beyond that don’t require a four‑year degree.
We need to tap into that. We need to show the next generation that flooring isn’t a fallback-it’s a viable, rewarding path with room to grow, innovate, and lead. And we need to invest in training, apprenticeships, and development programs that make that path clear.
This isn’t about replacing anyone. It’s about ensuring that the passion so many of us have for this industry doesn’t retire with us.
Related Topics: CERAMICS OF ITALY, Crossville, Shaw Industries Group, Inc., Carpet and Rug Institute, GP Flooring Solutions, Karastan, Interface, Armstrong Flooring, Mannington Mills, LG Hausys, The International Surface Event (TISE), AHF Products, Carpet One, Mohawk Industries, Starnet