Over the past two decades, Singer has built a North American platform that spans 110-plus locations and roughly 1,500 employees. Yet despite that scale, Singer has resisted the urge to centralize everything under a single operating model.

Instead, the company has developed what it calls a “coordinated autonomy” approach — balancing shared resources, technology and strategic alignment with local leadership, entrepreneurial culture and market-level decision-making.

That philosophy has shaped nearly every aspect of Singer’s business, from how it evaluates acquisition targets and integrates new companies to how it invests in technology across its growing platform.

This new MDM Case Study examines the operating principles behind Singer’s growth and the lessons they offer for distributors navigating consolidation, succession planning, digital transformation and long-term strategic planning.

Drawing on exclusive interviews with President Pete Haberbosch and Chief Operating Officer Chris Holder, the report explores:

• How Singer preserves the identity and legacy of acquired distributors while building a unified platform
• The company’s disciplined, relationship-driven M&A strategy and acquisition criteria
• Why people and culture remain central to integration success
• How a multiyear ERP transformation is helping connect more than 55 operating businesses
• Singer’s evolving approach to data, AI and cybersecurity

Whether you lead an independent distributor, a multi-branch organization or an acquisition-focused platform, Singer Industrial’s story offers a compelling look at how scale, technology and local autonomy can work together to create sustainable growth.