Reps redefined: How AIM/R members are navigating a shifting marketplace

At the 53rd annual Association of Independent Manufacturers Reps (AIM/R) conference in Scottsdale, Arizona, this October, Supply House Times sat down with several members to discuss how today’s PHCP-PVF landscape is changing — and how reps are evolving with it. What followed was a candid conversation on rising expectations, market shifts and the renewed value of strong partnerships.

Rising expectations

The modern rep wears more hats than ever — and the panel agreed that those hats keep multiplying. From marketing and data reporting to CRM integration and analytics, reps today face more technical expectations from manufacturers and distributors alike.

“The role keeps evolving,” said Anthony Estrada, CPMR principal at Colorado-based ANT Sales Co. “More and more information is required of us. Our manufacturers are looking for more than just sales growth; they are asking for more detailed reporting, market insights, activity tracking, and we’re already running at full speed, managing sales and customer support .”

Jeff Davis, commercial sales manager at California-based Elmco + Associates, agreed. “It’s no longer just about sales,” he said. “Marketing has become a huge part of what we do, whether it’s creating content, managing local campaigns, or aligning with manufacturer initiatives. Some manufacturers do a great job with marketing, but others lean on us to pick up that ball and run with it.”

The group also pointed out that the rise of e-commerce and digital data sharing has created an entirely new layer of administrative work. “We’re constantly juggling data feeds, content requirements, and reporting platforms,” Estrada added. “The expectation is to be a data partner and a marketing arm — not just a sales rep.”

The buy/sell balancing act

Few topics drew as much attention as the shifting buy/sell model. Some wholesalers are stocking less, leaning on reps to coordinate more direct shipments and inventory management. While that approach helps reduce distributor carrying costs, it’s placing new strain on reps navigating tighter margins.

“Margins are tough in the buy/sell world, especially for certain product categories,” said Greg Aranoff, senior vice president at New York-based Platsky Co. “You’ve got freight increases, tariffs, and product cost fluctuations — and when distributors stock less, the rep ends up coordinating those just-in-time deliveries. It’s more work for the same or even smaller slice.”

Cullen McCarthy, president at Massachusetts-based Walter F. Morris Co. added that managing expectations has become an art form. “Distributors are trying to stay lean with inventory, but manufacturers still expect sales growth. We’re the middle link keeping that balance. The challenge is: when everyone’s protecting their margin, someone’s profitability is going to suffer..”

Despite the pressure, several panelists noted that the buy/sell model has also forced reps to innovate. “It’s made us more efficient,” said Davis. “You learn to forecast better, communicate more proactively, and become a true logistics partner — not just a salesperson.”

Access is everything

If one theme united the discussion, it was the need for better collaboration between reps and distributors. The group emphasized that meaningful access to distributor sales teams — and trust to work alongside them — is crucial to mutual success.

“Reps need more access to distributors,” said Whitney Morgan, CPMR. Vice president at Florida-based Harry Warren. “We’re here to help their salespeople succeed, but sometimes we’re kept at arm’s length. When distributors let us in, we can fill the gaps, provide training, and support their customers more effectively.”

Estrada echoed that sentiment. “The best partnerships happen when distributor sales teams see us as an extension of their business. We don’t replace anyone — we enhance what they’re doing by bringing technical support, manufacturer insight, and customer coverage they might not have.”

The consensus was clear: the strongest results come from open communication and trust. “Reps succeed when our distributor partners let us participate,” McCarthy said. “When we’re allowed to bring solutions to the table, everyone wins — the manufacturer, the distributor, and the end user.”

Consolidation ripples

Consolidation remains one of the defining forces shaping the PHCP-PVF channel. The panelists agreed that while mergers and acquisitions can create new efficiencies, they also introduce complexity — especially for reps who rely on personal relationships and consistent communication.

“M&A makes the competitive landscape fiercer, but it can also limit access,” Aranoff noted. “When companies merge, there’s often turnover, and suddenly the people we’ve worked with for years are gone. You’re left figuring out who the new decision-makers are and how to reach them.”

Davis added that line conflicts are sometimes unavoidable. “In any period of consolidation and manufacturer product category expansion, line conflicts are inevitable in some cases. You can’t avoid them completely — you just have to manage them with transparency and professionalism.”

Mergers can also create pricing confusion and margin pressure. “When two entities merge across different geographies, their cost structures, brand, and programs rarely align,” said McCarthy. “That can ripple through the supply chain. Pricing overlaps, program inconsistencies — all of that eats away at margin. We’re the ones in the middle trying to sort it out in real time.”

Even so, several reps viewed consolidation as an opportunity to demonstrate value. “If you can be the rep who brings clarity and stability during a merger transition, you’re proving your worth,” Morgan said. “That’s when relationships really matter.”

Every dollar counts

Amid shifting expectations and shrinking margins, commission accuracy has become a pain point across the rep community. Late, incomplete, or incorrect commission reports make it difficult for agencies to plan, staff, and forecast effectively.

“Due to mergers and regional distribution centers, more material is moving across rep territories making it difficult for manufacturers to get and provide accurate commission reporting. It is one of the biggest challenges facing reps right now,” Aranoff said. “When reports are wrong or delayed, it throws everything off — our sales team’s bonuses, forecasting, even how manufacturers evaluate our performance.”

Reps say the problem often stems from fragmented data systems. “Each manufacturer has their own reporting format, and sometimes their own reporting timeframes,” Estrada explained. “It’s almost impossible to reconcile everything cleanly at month-end.”

Despite the frustration, the group agreed that technology — and collaboration — offer hope. “The goal isn’t to complain, it’s to find solutions,” McCarthy said. “If reps and manufacturers can standardize reporting and invest in automation, everyone wins.”

Looking ahead: Value and vision

As the conversation turned to 2026, the panelists reflected on what keeps them optimistic. Despite market volatility, labor challenges, and digital disruption, each rep pointed to AIM/R as a vital resource — a space where peers share best practices and reinforce the value of representation.

“AIM/R gives us a collective voice,” said Morgan. “It’s where we can talk openly about challenges like data management, pricing, and access — and come away with real ideas that move the industry forward.”

Davis agreed, noting that the organization helps build unity in a fragmented channel. “We’re all facing the same pressures,” he said. “When you talk with peers, you realize you’re not alone. That perspective helps you lead your agency and serve your manufacturers better.”

For these leaders, the mission going into 2026 is clear: evolve, communicate, and deliver value. “The rep’s role isn’t going away — it’s transforming,” Aranoff said. “If we keep adapting, keep learning, and stay connected through AIM/R, we’ll continue to prove just how essential we are to this industry.”