Diane Hendricks Biography
Diane Hendricks (Diane Marie Hendricks) is an American billionaire businesswoman and film producer from Wisconsin, widow of businessman Ken Hendricks.
Daiane has produced movies like The Stoning of Soraya M. in 2008, about an execution in an Iranian village, An American Carol, in 2008, and Snowmen, in 2010.
Diane Hendricks Age
Diane is around 71-72 years old. She was born in 1947.
Diane Hendricks Family
Diane Hendricks was born and raised in Wisconsin. She is a daughter of dairy farmers. Nothing much is known about her parents or siblings.
Diane Hendricks Husband
Diane was married to businessman Ken Hendricks. The couple has seven children. Kenneth died in 2007 after he fell through a subfloor under construction and into the garage of his home.
Diane Hendricks Net Worth
Diane has a net worth of 6.2 billion USD.
Diane Hendricks ABC Supply
Diane is the ABC Supply Co. Inc., the company she co-founded with her late husband, Ken Hendricks. The company is one of the largest wholesale distributors of roofing in the United States and one of the nation’s largest distributors of siding, windows and other select exterior building products.
ABC Supply Co. Inc. has been the recipient of seven consecutive Gallup Great Workplace Awards, which honors the most engaged and productive workforces in the world.
Diane Hendricks Beloit
Diane serves on the Board of Trustees of Beloit College.
Diane Hendricks Quotes
- People have lost what this nation was built on. I think our core values have been set aside… I believe in the Constitution, the Bill of Rights.
- I’ve always been very driven and knew that to get where I wanted to go, I could never give up.
- Talk to successful entrepreneurs. Learn about what they’ve experienced so you can avoid some of the pitfalls that come with wealth.
- I’m not a meek lady who stays at home and cooks.
- I don’t think I have ever taken any ‘offbeat’ advice. Actually, I don’t know I take any advice very often. I trust my own instincts and seek out information so I can make fully informed decisions. That’s what’s worked for me.
- I don’t have heroes, exactly, but I do have people I hold in high respect. Ronald Reagan, for example, stood for ideals that I value: integrity, patriotism and a fundamental belief in goodness and capabilities of mankind.
- Did we ever plan on being billionaires? No, but we wanted to be millionaires.
- If we just go back to the basics… I do not want to give up our republic and become a socialistic ideological nation. That’s not who we are.
- We need to get out of the way of the small business owner – and big business owners – and allow them to do what the government can only dream of doing: creating jobs and thereby creating wealth.
- It’s sad that we vote for and elect officials to run our state, run our country, over social issues. I don’t believe they belong in politics.
- I’m one of nine sisters. My parents were dairy farmers in Wisconsin. My father didn’t believe in girls doing farm work. Girls did housework, and he hired young men to do farm work. I would have preferred to be outside.
Diane Hendricks Trump
In 2016, Trump added Dianne as part of his 13-member economic advisory team. At first, the team included six who had been named but no women. After criticism from experts and pundits, Trump added eight women and one more man. Among the eight women he named, was Diane.
Before joining Trump advisory team, Diane was an ardent and generous supporter of Wisconsin governor Scott Walker and she even gave $5 million to a Super PAC supporting his presidential candidacy.
Diane Hendricks Delafield
Diane’s company has purchased many Delafields properties. As of March 2018, her company, Hendricks Commercial Properties owned 19 properties in Delafield. These properties include; be FITNESS, Rocky Mountain Chocolate Factory, Milwaukee Street Traders Coffee Shop, Craig Berns Salon and Spa, Belfre Kitchen and Eye Candy.
Diane Hendricks House
Diane Hendricks Interview
How did your vision for ABC Supply come about?
Kenneth and I were roofing contractors. After about 10 years of struggling with product and service issues nationwide, we decided that a different distribution channel was the only solution to the problem.
Our emphasis was to serve small and medium-sized contractors and set ourselves apart by treating them better than any other supplier, and giving them the respect they deserved. Contractors of this size were underserved and we viewed them as the future of the industry. We set out to provide them with the best products, services, and support so they could build their businesses. The result would be satisfied customers.
We wanted to bring respect to the industry and understood that the only way to accomplish that was to create a better, more effective system for product distribution nationwide. The concept was to make the process as easy as possible by providing convenient and nearby access to the full line of products.
So, in 1982, we identified 250 metropolitan locations that we wanted to serve. Our first store was in Beloit, followed by three additional Midwestern locations. By 1998, we had 200 branches and $1 billion in sales.
As the company grew, Kenneth and I realized that to take ABC to the next level, we needed to bring in professional management. So in 1998, we hired David Luck, who brought with him 20 years of experience at Bridgestone/Firestone, a 2,300-store distribution network. He was our first president to come from outside the company. Through strategic planning and developing education, management, and marketing programs, David paved the way for ABC to take the next steps forward. We achieved strong associate engagement, strong financial results and, simultaneously, delivered great customer service. This enabled us to manage and grow through one of the worst recessions in American history. It could not have happened without his strong leadership and our engaged associates.
In 2010, we made our biggest acquisition – Bradco Supply Corp., one of our largest and strongest competitors. Due to the national economic conditions, traditional financing was not available, and it was necessary to take Bradco’s ownership on as a minority partner. It was one of the most difficult decisions of my career. I struggled immensely with giving up those shares, but I did it to ensure ABC’s long-term growth and reputation as the leader in our industry. An essential part of the acquisition was that I would have the ability to buy back the shares in the future at a predetermined value. This happened in April 2013, when I was able to regain ownership of 100 percent of the ABC stock.
Keeping ABC private ensured my commitment to the original core values that it was built upon. We are an employee-first company. Our vision is to be the best company to work for in America. Today, we are a proud seven-time winner of the Gallup Great Workplace Award, which recognizes the best-performing, most engaged workforces in the world.
Could I have accomplished all of this with just passion? No. You can only accomplish this type of success with the best leadership and management. I am extremely grateful for everything that David and his teams have brought to ABC. David retired at the end of 2013 after leading us through 15 prosperous years, and Keith Rozolis was promoted from president to CEO. I am excited and optimistic about Keith’s new plans, which include reaching $7 billion in annual sales and having 700 branches by the year 2017.
Is it more challenging to maintain the entrepreneurial culture as you grow?
The culture is alive today, maybe more so than it was 30 years ago. In 2007, with the help of David and the management team, we formalized our core values, which distinguish us: Respect, Opportunity, Work Hard but Have Fun, Entrepreneurial Spirit, Family, Giving Back, and American Pride. These are healthy, traditional American values that make for engaged, responsible associates who embrace the mission of ABC Supply.
These core values are not just “talked;” they are “walked” in the everyday life of each associate. We believe in the American Dream and strive to empower every associate to achieve individual success. Living by these values also enables every associate to live his or her own personal dreams within the company.
You are a major supporter of economic development and education in Wisconsin, and give much of your time and money to this work. Why is this so important to you?
I see it as my civic responsibility. I’ve had wonderful opportunities in my life and feel it is my duty to help create opportunities for others. The key to economic sustainability is a thriving private sector that provides good careers paired with a strong educational system.
Today, Wisconsin has brave leaders who are concentrating on our number-one asset: the people of Wisconsin. For the first time in years, the private and public sectors are collaborating to make Wisconsin the best state in the nation in which to live, work, and learn. They are committed to protecting our freedoms and the fundamental core values that I believe in so strongly, including hard work, individual liberty, and personal responsibility.
The concept is a common good, focused on opportunity and prosperity for all. Wisconsin’s business-friendly, low-regulatory environment is retaining businesses and generating confidence for new expansion and out-of-state investments. This approach will ultimately produce an opportunity for individuals who have ambition and are seeking to do great things. I have faith in the people, employers, and the government of Wisconsin.
Wisconsin is a great place to do business and I am proud to call it my home.