Learning to Lead

Hinson served in the U.S. Marine Corps from 1992 to 1996, eventually serving as a range coach who taught other Marines to shoot. He enjoyed instructing and sees a direct line between the work and managing people today. The Marines taught him discipline and responsibility, but most of all, they taught him to lead by example. 

"You're essentially a branch manager, but let's face it, you're also a coach," Hinson said. "You're coaching everybody on a daily basis."

After the Marines, Hinson was living in Colorado. When he and his wife started a family, they moved back to Michigan so their children could grow up near relatives. That's where his distribution career began. 

Hinson joined ABC Supply in the warehouse and spent about three years as a warehouse manager before moving into outside sales. From there, he became an assistant branch manager and then a branch manager. 

His first branch assignment was memorable. He arrived with his boss, who fired the existing manager and put Hinson in the chair 15 minutes later. Two years after that, he took over another location: the branch where he started. Employees who remembered him from his first time working there were now reporting to him. 

In 2008, Hinson and his wife decided it was time to leave Michigan. He interviewed for the Louisville position the week before Thanksgiving, in a conversation that stretched to three hours, and joined Beacon, now QXO, in 2009. 

Because Hinson started in the warehouse, he understands the work his employees perform every day, and he isn't afraid to return to it.

"I've been the ground pounder that has put material away and driven a forklift," he said.

When employees need help, Hinson said he'll put on his vest and work boots and head into the yard. That commitment was tested in 2025. His branch was short-handed during what ultimately became a record-breaking year, and Hinson was dealing with a torn meniscus. He strapped on a heavy-duty knee brace and went to work pulling orders and putting away material.

"I'm not afraid to go help anybody do anything in the company," Hinson said.

Hinson says developing employees is one of a manager’s most important responsibilities, following a simple rule: “You have to coach your replacement.” Photo courtesy of Scott Hinson.

Coach Your Replacement

Hinson applies the same philosophy to employee development: "You have to coach your replacement."

His current assistant branch manager began in an inside position. His operations manager started as a truck driver. Another employee he coached eventually became a branch manager. For Hinson, helping employees advance is part of the job.

"If you help your people grow and become more of what they want to be in their own lives, it's only going to benefit you personally and the company long term," he said.

Hinson's management philosophy ultimately comes down to what he describes as simple math.

"Happy employee, happy customer, more wallet share," he said.

The relationships Hinson's team has built sometimes extend well beyond a typical supplier-contractor connection. Hinson has officiated two customers' weddings.

Recently, when a 32-year employee retired, the branch held a party with an open microphone for colleagues and customers to share stories. One customer whose wedding Hinson had officiated became emotional while talking about the retiring employee who had pulled his orders over the years.

"When you see a customer get emotional about one of your employees, that's when you know you have good relationships with your customers," Hinson said.

His relationships with employees can run even deeper. When the husband of Hinson's assistant branch manager died unexpectedly several years ago, Hinson said he was the second person she called. Those moments are why Hinson doesn't point to revenue when asked about his proudest professional accomplishment.

"Monetary success is like a given," he said. "That's my job."

Capturing the Entire Jobsite

Those relationships are increasingly important as Hinson's branch navigates a softer Kentucky construction market. Hinson said the region benefited from storm activity in early 2025 but has since experienced what he calls the "hail hangover" that can follow a busy storm cycle.

His branch has remained close to budget while looking for additional opportunities in complementary products, including decking and railings.

Hinson's branch is one of three in the area, each specializing in different portions of the exterior building envelope. One focuses on residential roofing, another handles more commercial roofing, and Hinson's location covers everything else. Rather than compete, the managers collaborate.

"We try to capture as much of the jobsite as possible," Hinson said.

Centralized dispatch helps make that possible. A truck delivering siding or windows from Hinson's location can stop at another branch for shingles, allowing the company to provide contractors with a more complete package.

That branch-level cooperation also reflects a broader strategy at QXO. In a recent investor Q&A, the company identified cross-selling as a significant opportunity when roofing, insulation, waterproofing, siding, decking, doors and windows and other construction materials converge on the same project.

QXO said making that strategy work requires product knowledge, inventory availability and effective handoffs between specialists — the same kind of coordination Hinson described among the Louisville branches.

For Scott Hinson, customer relationships can extend far beyond the branch. The QXO manager has even officiated the weddings of two longtime customers. Photo courtesy of Scott Hinson

Goals Beyond the Branch

Hinson's ambitions don't end when he leaves work.

Before joining the Marines, he dreamed of becoming a rock star. Music has remained part of his life ever since. He's played in bands, performs with a praise team, and records his own songs. He also recently sang the national anthem at a minor league baseball game.

Hinson is also a father of seven and grandfather of two, roles he counts among his most important. He approaches his personal ambitions much like his professional ones: he writes goals down and keeps them somewhere visible. He keeps reminders of those goals where he can see them. One tells him to "write a number one song." He also has an idea for a book.

Nearly three decades after starting on the warehouse floor, Hinson is still setting goals. But the people who have grown alongside him remain the accomplishment that matters most.

"I stand by my people, and I think my people will stand by me."