From Ontario's North to the Global Stage

In the northern town of New Liskeard, about six hours north of Toronto near the Ontario–Quebec border, stands Three H; a family-run furniture business with deep local roots, a proud multi-generational legacy, and some of the tidiest desks you’ll ever see.

Founded more than half a century ago by three master craftsmen — Heinz, Helmer, and Helmut — the company takes its name from their shared initials and its reputation from their uncompromising commitment to quality.

In the 1980s, amid rising competition, the founders made a bold pivot from residential to office furniture. While the product line shifted, the dedication to craftsmanship remained the company’s defining edge.

For decades, that commitment fueled steady growth. From a modest workshop, Three H became known across North America for design-forward, price-competitive products that held their own against larger competitors, all while maintaining its roots in Northern Ontario. Today, it employs more than 125 people, making it one of the largest employers in New Liskeard.

A New Chapter of Leadership

In January 2021, at the height of the pandemic, Chris Binnendyk became majority shareholder and CEO. We first met Chris during his tenure at Allseating, where we partnered to create one of the first product configurators accessible to a mid-sized company; an innovation usually reserved for enterprise players. By making this tool both cost-effective and sophisticated, Chris demonstrated his knack for turning vision into competitive advantage.

At Three H, he brought the same mindset. His goal was clear: to honor the company’s heritage of craftsmanship while steering it into a new era of ambitious growth. Backed by more than two decades of leadership in the contract office furniture industry, Chris brought both a sharp business development orientation and a proven track record of transformative innovation.

Market Momentum

The timing could not have been better. Post-COVID, lower borrowing costs, return-to-office mandates, and an abundance of available square footage across Canada and the US sparked new investment in workplace design. High-growth sectors, particularly in technology, were demanding adaptable environments — workspaces that could scale, reconfigure, and support hybrid models with hot-desking and collaborative hubs. These shifts aligned perfectly with Chris’s vision and created fertile ground for Three H’s next phase of growth.

Building for Growth

To accelerate this momentum, Chris expanded the leadership team in 2024, adding Lee Fletcher as Director of Design and Talke Krauskopf as Vice President of Marketing. Alongside a bold rebrand, these moves marked a clear signal: Three H was ready not just to compete, but to lead. Today, the company designs office solutions that enable hybrid work, with modular systems that adapt to evolving needs, all while maintaining the hallmark of uncompromising quality.

Our Partnership

Our longstanding collaboration with Chris has always centered on lowering the risks of innovation. When he called on us again, it was to identify new opportunities for competitive advantage and to push the boundaries of what was possible. The timing was critical: the office furniture industry is being reshaped by new demands. Products that integrate technology, designs that are modular and cost-effective, and a growing emphasis on sustainability through eco-friendly materials and responsible sourcing. To stay competitive, Three H needed a strategy that connected its heritage of craftsmanship with the digital capabilities and innovations that would define the future.

What We Did

Through our Therefore Consult team, we led a structured six-week strategic discovery. The engagement was designed not just to diagnose challenges, but to capture opportunities and create a roadmap that would position Three H confidently against larger, more digitally mature competitors.

We began with in-depth interviews with stakeholders, customers, and dealers to understand workflows and aspirations. In parallel, we conducted a full review of digital systems— both proprietary and third-party — and audited workflows across service, production, and marketing. We analyzed traffic patterns through Google Analytics, mapped the customer journey to identify bottlenecks in quoting and ordering, and conducted a full accessibility and performance audit to measure inclusivity and speed.

The findings were synthesized into clear problem statements and opportunities. Together with the leadership team, we prioritized initiatives based on value, feasibility, and interdependencies. From this, we built a strategic roadmap that combined short-term wins with medium- and long-term initiatives, giving the organization both structure and momentum.

Outcomes and Impact

The discovery produced more than a plan. It delivered clarity and alignment. Stakeholder insights, customer journey maps, and service blueprints now guide decision-making. Technical foundations were documented, initiatives were translated into actionable projects, and leadership gained a clear line of sight into priorities and dependencies.

As a result, quoting and order workflows are now positioned for faster turnaround and greater accuracy. Repeat requests can be handled with improved consistency. And most importantly, the digital backbone of the company now reflects the same precision and quality that has always defined its products.

Armed with this foundation, Three H is better prepared to compete with larger global players while staying true to its heritage. It stands today as an organization not only ready to grow, but to shape the future of how workplaces are imagined, built, and experienced.