After Liberation Day, Lowe’s asked Eran to help move private-brand fan production to North America. We answered with urgency — investing, building, and preparing the supply chain to bring the shared vision to life.
What follows is a snapshot timeline of the work Eran and Lowe's have undertaken to build a stronger, more resilient supply chain for the future.
Pricing models
Capacity plans
20+ Harbor Breeze Prototypes
Dual-Country Tooling strategy
Redunant Supply Chains
Supply-chain data packages
North American production roadmap
Harbor Breeze SKU selection
Volumes
Rollout timings
Cost targets
Product improvements
Patent workarounds
Domestic program structure
Inventory and demand planning
10 Harbor Breeze Transition SKUs
Favorable internal movement at Lowe’s
Volume assumptions
QA as the final gate
Lowe’s coordination with inventory planning
Near- and on-shoring as the strategic objective
Tooled & Certified QA Sample review
Production ready sample requests with drop tests
Mexico factory onboarding
Lowe's system entry of selected transition SKUs
New Factory Capital deployment planning (>$15M)
Harbor Breeze domestic inventory capital allocation (>$20M)
North America capacity positioning
Chronlongy of discussions, decisions, and directives from Lowe's to Eran
April 8
Lowe’s Dinner at Savannah Oyster House to Discuss Transitioning Private Brand SKUs to North America
With tariff uncertainty rising, Eran was uniquely positioned as the only vendor continuing to ship fans to Lowe’s without a price increase or shippment delays. Against that backdrop, Lowe’s and Eran discussed a serious North American transition plan for Harbor Breeze and other private-brand products, including the scale, volumes, financing, and investments required, with Lowe’s understood to be the anchor customer and both sides aligned on working closely to support both the near-term transition and the longer-term strategy.
Attendees included Tim H., Jonathan Call, Liz Boyd, Olivia Demattia, Dan Levitin, Eran Levitin, and two private credit fund managers.
The discussion focused on the rapid transition of Harbor Breeze and other private-brand production to North America, including the scale of production required, anticipated volumes, financing needs, and the investments necessary to support the move.
A central point of the meeting was ensuring that Eran clearly understood the magnitude of the opportunity and the level of capacity, capital, and operational readiness that would be required to execute successfully.
The meeting also emphasized Lowe’s role as an anchor strategic customer, with the shared understanding that Lowe’s inability to continue relying on China and broader Asian sourcing created an urgent need for both sides to work hand in hand.
It was understood that the parties would share information and coordinate closely so the necessary investments could be made in a manner that supported not only the immediate transition, but also the longer-term strategic goals of both Lowe’s and Eran.
April 10
Eran Presents “Lowe’s Liberation Day” Plan to Lowe’s
Eran presented its current and planned North American production roadmap for fans and lighting in response to tariffs and broader China-sourcing risk.
The deck showed a phased fan plan moving to Mexico production and U.S. assembly in Q1/Q2 2026.
A central point of the meeting was ensuring that Eran clearly understood the magnitude of the opportunity and the level of capacity, capital, and operational readiness that would be required to execute successfully.
It also outlined the machinery and capital investments Eran was preparing to make, including package making equipment, assembly lines, packing systems, automatic blade injection lines, and motor stamping, winding, and finishing & plating lines.
Based on the volumes Lowe’s mentioned at our dinner, and to respond to Tim’s ask of what Lowe’s can do to help, Eran’s main ask was to begin with approximately $50 million in new incremental annual ceiling-fan business to help us justify scale and investment we would be making to near and onshore ceiling fan production.
The deck further contemplated that, after establishing the fan program, Eran would offer additional lighting SKUs affected by the tariffs and other categories as part of a broader North American supply-chain expansion.
April 15
Key planning meeting with Jonathan Call
A critical meeting took place lasting over two hours.
Topics discussed:
proposed volumes
timelines
which Harbor Breeze SKUs would benefit most from the initiative
An August rollout was requested by Lowe’s, but the Eran team cautioned that would be difficult.
Instead, our team agreed to prepare a capacity build-up plan.
Action items from the meeting:
finalize quotes for the HB SKU list
provide a timeline for ramping up capacity
May 8
Lowe’s headquarters meeting
Eran team met at Lowe’s headquarters for over 2.5 hours and presented:
Domestic Program Pricing on over 20 Harbor Breeze SKUs
Capacity ramp-up timelines
Other supporting information
Real-time pricing negotiations took place.
Lowe’s gave additional Domestic pricing targets and team was asked to meet.
May 22
Updated Costing Submitted
Eran submitted improved pricing in response to Lowe’s targets, meeting our exceeding targets.
Submitted costing designed to enable Lowe's to maintain their pre-tariff retail pricing and margins
May 8
Lowe’s headquarters meeting
Eran team met at Lowe’s headquarters for over 2.5 hours and presented:
Domestic Program Pricing on over 20 Harbor Breeze SKUs
Capacity ramp-up timelines
Other supporting information
Real-time pricing negotiations took place.
Lowe’s gave additional Domestic pricing targets and team was asked to meet.
Eran team met at Lowe’s headquarters for over 2.5 hours and presented:
Domestic Program Pricing on over 20 Harbor Breeze SKUs
Capacity ramp-up timelines
Other supporting information
Real-time pricing negotiations took place.
Lowe’s gave additional Domestic pricing targets and team was asked to meet.
