Home Truths: Jeff Jackson

In today’s connected world, anyone can send an email to a CEO. Whether said CEO reads it is another story.

"I do," Cabinetworks Group CEO Jeff Jackson tells host Lara Nercessian on The CEO Magazine’s CEO Behind The Scenes podcast. "I read every email and clear them out at the end of the day."

Not only does such a strategy do wonders for Jackson’s inbox management, but it’s also a crucial part of his drive to embed the concept of customer intimacy into the largest privately held cabinetmaker in the United States.

"When a homeowner sends me an email – and I had one just this week – I make sure we get on it," he adds.

Even when challenges arise, Jackson believes ownership creates trust. By responding quickly and personally, Cabinetworks strengthens relationships.

For Jackson, such situations are part and parcel of business.

"Sometimes you do something for a customer that doesn’t make sense financially at that moment," he says; for instance, shipping a new cabinet without seeing the extent of supposed damage.

"That’s going to cost us money initially, but long-term, it won’t."

That’s the drive behind what Jackson calls customer intimacy.

"We really live it. We want to deliver our products on time, full and complete – and delight our customers. If there’s an issue, we don’t want our customers or the homeowner suffering," he adds.

Putting people first

As Jackson explains, people come first – always. Not only Cabinetworks’ customers, but also the 5,000-plus team members who work across its 20 locations (including 16 manufacturing facilities) and 13 brands, among which are names like KraftMaid®, Medallion®, Merillat® and Smart Cabinetry®.

"I’ve always said a company, by definition, is a gathering of people," he points out. "It’s not the actual assets or the building or the machinery or equipment or even the brand. It’s about the people who run those assets."

As such, if you put people first in the equation, take care of them and make them part of a team, you build a stronger culture and a better product.

It’s a leadership approach Jackson hasn’t deviated from since joining the company in 2024, after nearly two decades at window manufacturer PGT Innovations. Created over time through several mergers and acquisitions, Cabinetworks had experienced significant leadership and cultural change.

When he joined, there had been three CEOs in the four years since the formation of what is known today at Cabinetworks.

"Our culture was down, we had some issues in plants and our brands weren’t necessarily growing," he recalls. "We had a lot of brands and there was a scattered focus."

Skin in the game

When Jackson joined Cabinetworks, he saw an opportunity to strengthen culture and align teams. He moved quickly to realign the business for long-term success, strengthening leadership and operations.

Experience had taught him that, once the dust settled from the realignment, the next step was crucial.

"You see the people that are left who are going to drive the results of what you’ve implemented and ask yourself how you can engage them, how you can give them skin in the game," he explains.

Jackson upped the 401k retirement fund match, rolled out a scholarship program for children of team members and opened up an onsite free healthcare clinic at its largest manufacturing plant. He also introduced the company’s first bonus program for hourly operations team members that paid out nearly US$2 million in 2025.

"We started giving back. Once people started seeing that, along with the positive changes, it all started to mesh, improving engagement and results."

Jackson also saw an opportunity to improve environments where team members could do their best work.

"People love to work in an environment that’s friendly, bright, cheery and organized. Some of our plants weren’t like that," he admits.

Replacing the lighting, at an investment of several million dollars, has transformed the work environment. Team members can now clearly see the details of their work, literally shining a light on craftsmanship, improving product quality and allowing them to take greater pride in the beauty of what they build every day.

"People feel physically better on the floor," he says.

The ROI on such investments is not only an improved culture; Jackson knows that when you treat people right, business results will follow.

"It all flows to the bottom line," he says.

The value chain

At its core, Jackson sees Cabinetworks as part of life’s meaningful moments by helping families create spaces where memories are made, and he’s aware of the role the company plays in ensuring people build the kitchen of their dreams.

"That really starts with what many people might call the supply chain, but what I view more as a value chain, because you’re going to create value with what you receive," he explains.

The right suppliers and partners who can deliver quality parts and components are critical for Cabinetworks Group, alongside the dealer and retail network, which has the customer-facing role of selling or installing its products and the right designers who bring those dream kitchens to life.

"The kitchen is the heart of the home," Jackson says. "It’s where you cook your Thanksgiving meal, your morning breakfast and have coffee. It’s where people congregate and enjoy life together.

"We consider it an honor to be part of those moments."