Owen E. Kelley
Managing Member, Kelley Bros.
Year you joined DHI:
National Level Experience:
Since joining the industry in 2013, I have been a participant at each DHI Convention. In 2016, I joined a steering committee aimed at targeting young professionals within our industry, and participated in DHI’s LEAD Academy, an educational program geared for rising managers.
Chapter Level Experience:
I am not currently involved with a local DHI Chapter, though for the past 5 years, have supported both the Empire State and New York Chapters through participation in various events.
Supporting Biographical Information:
Being the 5th generation Kelley to work in the business, one may have thought my career in doors and hardware was a foregone conclusion. On the contrary, I spent multiple years building a career in Finance before seeing the light. To an outsider, our industry may appear vanilla – I am still unsure how to keep a stranger engaged after explaining my profession – but I was fascinated by the integral role our products play in fostering safety and security for building inhabitants. Further intriguing to me was the intersection of doors and hardware with innovative trends affecting construction, such as green building and electronic access control. Through my travels, I have had a chance to meet and collaborate with several talented and accomplished individuals, and owe much of my “training” to these frequent interactions.
I reside in Somerville, MA, a few miles outside Boston.
When not working, I can be found at home with my fiancée Hannah and our Newfoundland puppy Kona, traveling, or hacking away on the golf course.
Future of DHI:
DHI is not alone in its focus on continued relevancy amongst its membership; many industry organizations are facing a similar challenge.
An invested and engaged membership is vital to the future success of DHI, meaning we must answer, what do DHI’s various stakeholders deem important?
The supplier-distributor dynamic is not without its bumps, but both parties have a vested interest in developing the next generation within their ranks.
I commend DHI for its revamped certification model, but more can be done to assist its member companies solve the perpetual recruiting-training-retention conundrum.
In my capacity on the Board of Governors, I would work to advance an initiative focused on technical school partnerships, with the goal of developing a broader talent pool from which all members could draw.
Staying abreast of, and embracing, industry trends is of upmost importance to any company seeking longevity.
DHI should be serving as a professional resource for its members, ensuring they are not only aware of trends but are well-positioned to capitalize on imminent industry changes.
General Contractors and Owners would be well-served engaging in consistent dialogue with an unbiased body like DHI.
For example, where does lean-construction fall on their list of priorities, and how should such a service be delivered?
Feedback from DHI on questions like these would be invaluable to any company evaluating investment opportunities.