Editor’s Note: This is the third in a four-part series. Read Part 1 here, Part 2 here and Part 4 here.

MDM continues to recognize the 2026 NAW Women in Distribution, an annual distinction, presented by MDM, to recognize women making a meaningful impact across the distribution industry.

We continue our third installment of honoree profiles by highlighting five leaders across a wide range of roles — from enterprise integration and logistics to executive leadership and governance — demonstrating how distribution continues to evolve through innovation, strategic transformation and strong organizational leadership. From family-owned businesses to global enterprises, these honorees showcase the diverse paths and perspectives shaping the industry’s future.

Read Part 2 here, featuring leaders from Safety Services, Endries, Wesco, Benco Dental and Vallen. See the full list of 2026 NAW Women in Distribution honorees here.

Read on for this group’s profiles, and stay tuned for the remaining installments of NAW’s 2026 Women in Distribution series, presented by MDM in alphabetical order.

LAST CALL: MDM 2026 Top Distributors Submissions are Due March 31

Check out the 2025 Women in Distribution here.

Recognition at SHIFT 

Besides publishing the 2026 NAW Women in Distribution honorees here on the MDM website, we’re also excited to recognize them at MDM’s marquee event of the year, SHIFT 2026 — The Future of Distribution taking place May 12–14 in Denver. Throughout SHIFT, we’ll spotlight these standout leaders — from rising stars to seasoned executives — whose vision and impact are shaping the future of the industry. Honorees will be featured on the main stage and recognized during a dedicated Women in Distribution reception, creating a powerful moment for connection, inspiration and industry-wide recognition.

Eva Heller — Vice President of Enterprise Integration & Real Estate at ADI Global Distribution

“Eva is the person you call when the work is hard, the stakes are high and you need someone who can both fix the problem and pull the organization together in the process. Her career is a blueprint for future women in distribution: versatile, courageous, people-centered, and relentlessly committed to operational excellence.” — Allie Copeland, ADI Global CCO and one of our 2021 Women in Distribution

Years in Wholesale Distribution: 12

How did you get into this industry? I began my career in retail, starting at Bloomingdale’s during a period when inventory planning was emerging as a strategic discipline rather than an administrative function. Early on, I was fortunate to have a mentor who blended strong analytical rigor with business acumen, which helped shape how I approach leadership today.

I went on to deepen my experience in demand and supply planning at Bed Bath & Beyond, where I helped develop more structured supplier collaboration processes. That foundation ultimately led me to ADI Global Distribution in 2014, where I saw an opportunity to transform inventory planning into a true business partnership and impact function. From there, my career expanded beyond planning into broader distribution operations, real estate, M&A integration and enterprise transformation.

What do you like most about your role in this industry? The last 12 years in industrial distribution have been the most dynamic and rewarding of my career. What I value most is the opportunity to create impact across the entire enterprise — from operations and real estate to technology, M&A integration and customer experience.

My role allows me to work cross-functionally with sales teams, suppliers, customers and internal stakeholders to solve complex problems and enable growth. I enjoy operating at the intersection of strategy and execution, where disciplined processes and strong collaboration translate directly into business results.

What has been your most rewarding career experience? The most rewarding part of my career has been leading with a people-first mindset while delivering meaningful business results. Earlier in my career, I felt pressure to adopt a more rigid leadership persona to earn credibility at the table. That approach never felt authentic to me.

I lead by observing carefully, assessing facts, and making thoughtful decisions grounded in both data and empathy. ADI has supported that leadership style, and I’ve seen firsthand how it creates trust, engagement and strong outcomes. Watching team members grow into confident leaders — and knowing I helped create an environment where they could do that — has been incredibly fulfilling.

From your career, is there a company initiative or accomplishment you are particularly proud of? Or any key initiative that you led? I’m proud of several initiatives I’ve led that have delivered tangible business impact, including building ADI’s inventory and demand planning function from the ground up and establishing core processes, tools, and integrated business planning practices.

But what I’m most proud of is the impact I’ve had on developing people. To me, strong leadership means creating an environment where team members are successful in their roles and fulfilled in their work. Empowering others to grow into confident leaders has been a consistent focus throughout my career.

Recently, a woman leader on my team received an industry award and said in her acceptance speech, “Eva Heller showed me what kind of female leader I want to be — powerful yet deeply human.” That moment reaffirmed that leadership is not just about results, but about the legacy you leave through people.

Pamela Hill — Director of Warehouse and Logistics at Mighty Distributing Systems of America

“Pam has navigated tariffs, supply chain issues, inventory growth, international shipments, inflation, personnel, building needs and more. Most importantly, she did so while maintaining a 48-hour order turnaround and 97% fill rate to our customers. Her service to Mighty is unmatched, and she and her team are regularly cited as exceptional by Mighty’s customers.” — Josh D’Agostino, President & CEO, Mighty Distributing System of America

Years in Wholesale Distribution: 27

How did you get into this industry? I started at Mighty just after graduating from high school, working in the warehouse. Over the years, I gained experience across multiple departments and steadily advanced within the company. While working full-time, I also attended school at night and earned my bachelor’s degree in business management.

What do you like most about your role in this industry? I enjoy working in the distribution industry because it’s fast-paced and plays a critical role in keeping operations running smoothly. I like the problem-solving aspect of the job, working with different teams, and seeing the direct impact of my work. I also value the opportunities for growth and continuous improvement, which have allowed me to develop my skills over time.

What has been your most rewarding career experience? Throughout my career, I’ve had the opportunity to lead and develop teams, drive improvements in operational efficiency and ensure accurate, on-time delivery. One of my most significant accomplishments was helping lead the setup and implementation of an ERP system and automated machines, which streamlined processes, improved inventory accuracy and enhanced overall productivity.

It has been especially rewarding to see the direct impact of these improvements — not only in stronger team performance but also in increased customer satisfaction. Equally important to me has been the ability to mentor others, support their professional growth and build a collaborative environment where individuals feel empowered to succeed.

Tina Hueppe — President & CEO at Marshall Wolf Automation

“She has quietly reengineered the company and built it into a world-class organization by combining cutting-edge technology with Midwestern family values.” — Frank Hurtte, Founder of River Heights Consulting 

Years in Wholesale Distribution: 35

How did you get into this industry? I was born into it. My dad started the business when I was 14, and instead of a typical after-school job, I was following up on sales leads, learning basic accounting, and tagging along on customer visits. He wanted me comfortable in a room full of business leaders early on. Over the years I’ve worked just about every position in the company, from delivery driver and warehouse packer to receptionist and customer service. It was the best hands-on education I could have asked for.

What do you like most about your role in this industry? The people, without question. I love meeting everyone from industry veterans to brand new hires just starting out. Everyone has a story. One of my favorite parts of industry events is running into someone I met years ago and picking up right where we left off. It’s a big industry that somehow still feels small.

What has been your most rewarding career experience? Taking over the company after my dad’s unexpected passing and growing it into what he always envisioned. It was both the hardest and most meaningful chapter of my career.

From your career, is there a company initiative or accomplishment you are particularly proud of? Or any key initiative that you led? Leading a full restructuring of our company has been the most impactful initiative of my tenure. We implemented a formal strategic plan, built a strong core leadership team and defined clear core values. It required some difficult decisions, including parting ways with longtime employees and closing our value-added panel shop. None of it was easy, but it positioned us for sustainable growth and long-term success.

Any other info we should know about your industry impact? I’ve served on several local nonprofit boards over the past 15 years because I believe strong businesses should support strong communities. Currently, I serve on the board of the Association for High Technology Distribution (AHTD) and lead the growth of its Women in Automation (WIA) group. Creating spaces where women can connect and grow in this industry is something I care deeply about.

Michelle A. Lewis — Independent Board of Director and Chair of Nominating, Compensation & Governance Committee for Adentra

Years in Wholesale Distribution: 18

How did you get into this industry? I found my way into distribution almost by accident, and then quickly realized it was exactly where I belonged. During business school at Rice, I became close with several classmates who were already in the industry. Their passion for a business that keeps the world running — quietly, reliably, and at enormous scale — was contagious. They eventually recruited me into the Distribution & Transmission division of National Oilwell Varco, and that opportunity changed the entire arc of my career. 

What hooked me was the combination of operational rigor and strategic creativity. Distribution may be a low-margin business, but it rewards people who can see patterns, build systems and make disciplined choices about where value can be created. I loved that challenge. Over the years, our team grew that division from roughly $500 million to nearly $6 billion, ultimately carving it out and taking it public as DistributionNOW (NYSE: DNOW). It was an extraordinary experience—seeing firsthand how a well-run distribution platform can scale, modernize, and become a true strategic engine for customers. 

That early exposure cemented my belief that distribution is one of the most under-appreciated, high-impact sectors in the economy. It’s where operational excellence meets real-world problem solving, and I’ve been energized by it ever since. 

What do you like most about your role in this industry? What I enjoy most about serving on the board of a distribution company is the chance to support an industry that is far more complex, resilient and essential than most people realize. Having spent many years as an operator in industrial distribution before joining the board of a public building products distributor, I’ve seen firsthand the sheer range of challenges our teams navigate every day. From the realities of being a multi-country importer, to the technological advances that are reshaping how distributors create leverage, to the volatility of operating in a dynamic and unpredictable environment — there is nothing “easy” about being a distributor. 

That’s exactly what makes the work so meaningful. Distribution rewards discipline, creativity, and long-term thinking. It’s an industry where operational excellence truly matters, and where small decisions compound into real value for customers and shareholders. As a board member, I appreciate being able to bring a different lens—one shaped by years in the field—to the questions we ask and the guidance we offer. My goal is always to provide perspective that helps the executive team make thoughtful, well-informed decisions that strengthen the company and position it for the future. 

 What keeps me energized is knowing that distribution sits at the intersection of global supply chains, technology and real-world problem solving. Supporting leaders who operate in that environment — and helping them navigate both the complexity and the opportunity — is one of the most rewarding parts of the role. 

What has been your most rewarding career experience? The most rewarding part of my career has been the privilege of helping build and scale organizations in an industry that is far more dynamic and impactful than most people appreciate. Growing the NOV distribution division and ultimately taking it public as DNOW was extraordinary — not just because of the numbers, but because of the people and the purpose behind them. Leading an organization of nearly 6,000 talented employees across more than 30 markets gave me a front row seat to the grit, ingenuity and operational excellence that define great distributors. 

Some of my proudest moments came from the relationships forged along the way: the direct reports who grew into exceptional leaders, the colleagues who became lifelong friends, and the teams who rallied through acquisitions, divestitures, market cycles and constant change. Those experiences shaped me as much as any one transaction. 

 Being asked to serve on the board of a public distribution company has been equally meaningful. It’s an honor to take the lessons learned across NOV and DNOW in the field and use them to support another organization and leadership team. Distribution is an industry where experience truly compounds, and being able to contribute that perspective at the board level is something I don’t take for granted. 

There isn’t a week that goes by when I’m not grateful for the opportunities I’ve had, the people who mentored me, the teams I’ve been fortunate to lead and the industry that has given me such a rich and fulfilling career. 

From your career, is there a company initiative or accomplishment you are particularly proud of? Or any key initiative that you led? The accomplishments that mean the most to me are the ones that fundamentally reshaped how the organization operated. As Chief Strategy Officer and Head of Corporate Development at DNOW, I led many acquisitions, but the work that mattered most was the operational transformation that allowed the company to scale with discipline and confidence. 

• Houston campus consolidation: Bringing ten separate locations together into a single, purpose-built campus — delivered on time and under budget — was a structural reset that unified teams, streamlined workflows, and created an operating environment worthy of a global distribution platform. 
• Global ERP integration: After three major mergers left us running SAP, Oracle, and JDE in parallel, leading the rollout of a unified system across 300+ locations without disrupting the business required deep cross-functional trust and operational rigor. 
• RAD (Recruit, Attract, Develop): Launching our initiative to support women in distribution strengthened one of the most important operational levers we have: the talent pipeline. It helped build a more resilient, diverse, and future-ready workforce. 

These initiatives mattered because they improved efficiency, strengthened culture, reduced structural friction and made excellence repeatable — exactly what strong distribution companies depend on. 

Any other info we should know about your industry impact? The work I do outside the boardroom is an extension of my commitment to strengthening leadership, innovation, and long-term competitiveness across the distribution industry. Serving as CoChair for Women Corporate Directors allows me to support and develop women who serve on public company boards — leaders whose governance and judgment directly influence the future of industries like ours. It aligns with my belief that diverse, well-prepared boards create stronger, more resilient distribution companies. 

My role on the Advisory Committee for the University of Texas’ John Brumley Venture Labs keeps me connected to emerging technologies, new business models and the next generation of founders. Many of the innovations we see — whether in supply chain visibility, automation, data infrastructure or workflow tools — have direct implications for how distributors operate, scale and compete. Staying close to that frontier helps me bring a forward-looking perspective back into the boardroom. 

And while I’ve been fortunate to receive recognition for my work in M&A and origination, the award that has meant the most to me is the GRIT award. It reflects the qualities that define the distribution industry at its best: resilience, adaptability, perseverance and a willingness to solve hard problems day after day. Those are the traits this industry instilled in me, and they are the same traits I try to champion in the leaders and organizations I support. 

Together, these roles allow me to give back to an industry that has shaped my career — by developing stronger leaders, supporting innovation and helping ensure that distribution continues to thrive in a rapidly changing world. 

Elisabeth Meister — Managing Director at Ludwig Meister

“Combines strategic vision with a personal commitment to developing young talent and promoting women’s leadership.” — Marie Becker, Ludwig Meister Marketing Manager

Years in Wholesale Distribution: 23

How did you get into this industry? I grew up in a family business environment and was exposed early to what entrepreneurial responsibility truly means. After completing my studies at the International University of Germany, I deliberately chose to join our family company in 2003. 

Rather than stepping directly into a leadership position, I wanted to understand the business from the ground up. Over time, I took on increasing responsibility, became Managing Director in 2009, and have been leading the company jointly with my brother since 2017. 

What do you like most about your role in this industry? What I value most is the combination of operational excellence and long-term responsibility. Wholesale distribution is often underestimated, yet it forms the backbone of industrial value chains and keeps entire industries running. 

What particularly appealed to me was the opportunity not only to continue an established company but to actively further develop it. A family business carries history, values and trust – and that represents both privilege and responsibility. At the same time, this strong foundation creates room to introduce new impulses, modernize structures, and actively shape the future. 

I appreciate the complexity of ensuring reliability, availability, and service quality in dynamic markets. At the same time, I enjoy shaping organizational culture – creating clarity in leadership roles, fostering accountability, and building a company that combines performance with strong values. 

In succession, I see a unique form of entrepreneurial responsibility: preserving what has proven itself while having the courage to initiate meaningful change. This balance between continuity and transformation is what makes my role in this industry particularly fulfilling.  

What has been your most rewarding career experience? One of the most rewarding experiences was helping transform our company from a strongly local trading partner into a well-connected European player. 

One of the most rewarding experiences of my career has been helping transform our company from a strongly local trading partner into a well-connected European player. This transformation required building strategic partnerships across borders, strengthening cooperative networks, and positioning our company as a reliable partner within European supply concepts. Seeing our organization evolve while maintaining its cultural foundation has been deeply fulfilling.  

Equally rewarding was the moment when Max and I assumed full responsibility for the company. Stepping into that leadership role meant not only being accountable, but also having the opportunity to actively shape the organization according to our vision. Aligning the company’s long-term direction with concrete organizational initiatives—and guiding that process through thoughtful change management—has been an especially meaningful part of my professional journey. 

From your career, is there a company initiative or accomplishment you are particularly proud of? Or any key initiative that you led? One accomplishment I am particularly proud of is strengthening our company’s visibility and reputation across the European market. Through my engagement in the EPTDA (EMEA Power Transmission Distributors Association), where I had the privilege of serving as President from 2014 to 2015, we were able to significantly increase our European industry presence. At the same time, we helped establish a strong international distributor network, enabling closer cooperation between partners and improving access to European sourcing and supply structures. 

Internally, an equally important focus has been the continuous development of our company’s strategy and organization. We introduced a more structured strategic development process and implemented the OKR (Objectives and Key Results) framework as a management method to better align long-term vision with operational execution. Alongside this, we reorganized our sales structure to create a more market-oriented approach and to strengthen customer proximity across our different segments. 

A central element throughout these initiatives has been change management. For us, the ability of leadership, employees, and the organization as a whole to navigate change is a critical capability. Developing this mindset — combining strategic clarity with adaptability and open communication — has been essential for successfully transforming the company while maintaining its long-term direction.  

In addition, I have placed strong emphasis on the cultural development of the organization. This includes clarifying leadership roles, fostering vertical transparency so that ideas and perspectives can emerge from all levels of the company, and shaping a culture that combines entrepreneurial courage with a strong sense of long-term responsibility. For me, this cultural foundation is essential, because sustainable business success ultimately depends on the people who shape the organization every day. 

Any other info we should know about your industry impact?

• Winner of the 2024 Supply Chain Award for Innovative Solutions in the Supply Chain 
• Recognized as a Kununu Top Company for five consecutive years 
• President of the EPTDA (EMEA Power Transmission Distributors Association), 2014–2015 
• Active supporter of Gründwerk Dachau, promoting entrepreneurship and regional innovation 
• Board member of a local childcare organization 
• Family support of Tackle Africa, promoting equal opportunities for children globally