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.
Jonathan & Liberation Day
The transition starts with tariff urgency, scale, pricing, and SKU direction.
April 2
Liberation Day creates the urgency for a North American plan
Summary
On April 2, 2025, President Trump announced his “Liberation Day” tariff measures, creating immediate uncertainty around imported goods and Asia-based sourcing. For Lowe’s, this tariff environment became the backdrop for exploring a faster transition of selected Harbor Breeze SKUs to a U.S. and Mexico-based supply program.
Main Takeaway
The tariff announcement was the trigger event. It turned near-shoring from a long-term supply-chain idea into an urgent strategic priority for Lowe’s and created the need for a more resilient North American path.
- President Trump announced new tariff measures on April 2, 2025.
- The new tariff environment created cost uncertainty for imported products.
- Lowe’s faced increased pressure to reduce exposure to China and broader Asia-based sourcing.
- This created the urgency behind the Harbor Breeze near-shoring conversation.
- The event became the starting point for exploring a U.S. and Mexico-based transition strategy for selected Harbor Breeze SKUs.
- The goal was to reduce tariff exposure, improve supply-chain resilience, and move private-brand production closer to home.
April 8
Lowe’s and Eran discuss on a North American transition plan
Summary
At dinner with Lowe’s Decor leadership, Eran, and private credit fund managers, the parties discussed the rapid transition of Harbor Breeze and Lowe's private-brand production to Eran's North America facilities. The conversation focused on the scale of production required, anticipated volumes Lowe's requires, financing considerations, and the investments Eran is prepared to make necessary to support the move.
Main Takeaway
This was the first major strategic alignment around the transition. Lowe’s was understood to be the anchor customer for Eran's North American factory expansions, and Eran was being asked to understand the magnitude of the opportunity and the capacity, capital, and operational readiness needed to execute it.
- Attendees included Tim H., Jonathan Call, Liz Boyd, Olivia Demattia, Dan Levitin, Eran Levitin, and two private credit fund managers.
- The discussion focused on rapidly transitioning Harbor Breeze and other private-brand production to North America.
- The parties discussed anticipated volumes, production scale, and required investments and financings from Eran's side.
- Lowe’s role as an anchor strategic partner was central to the discussion.
- The parties understood that continued reliance on China and broader Asian sourcing created urgency for a closer-to-home supply-chain solution.
- Lowe’s and Eran expected to share information and coordinate very closely so Eran could make the necessary investments and operational decisions to support both an immediately urgent transition and the longer-term strategic goals of both companies.
April 10
Eran presents the North American roadmap and Lowe’s commitment needed to preserve pre-tariff costs and margins
Summary
During a four-hour in-depth meeting, Eran presented Lowe’s Decor leadership with a phased North American production roadmap for fans and lighting designed to reduce tariff exposure and China/Asia sourcing risk. The roadmap detailed Mexico production, U.S. assembly, factory expansion, machinery, capital, and operational investments Eran was prepared to commit — along with the Lowe’s volume commitment needed to justify the transition and preserve Lowe’s pre-tariff cost structure.
Main Takeaway
This is where the initiative became a concrete investment plan. Eran showed Lowe’s what it would take to move fan production closer to home and identified approximately $50 million in new annual ceiling-fan business as the starting point needed to support the required scale, machinery, and capital commitment.
- Eran presented its current and planned North American production roadmap for fans and lighting.
- The plan was developed in response to tariff risk and broader China-sourcing exposure.
- The deck showed a phased fan plan moving toward Mexico production and U.S. assembly in Q1/Q2 2026.
- Eran outlined the machinery and capital investments required to support the transition, including:
- package-making equipment;
- assembly lines;
- packing systems;
- automatic blade injection lines;
- motor stamping, winding, finishing, and plating lines.
- The presentation was tied to the volumes Lowe’s had discussed at the April 8 dinner.
- The meeting also contemplated future expansion into tariff-affected lighting SKUs and other categories after the fan program was established.
- In response to Tim’s question about what Lowe’s could do to help, Eran asked Lowe’s to begin with approximately $50 million in new incremental annual ceiling-fan business.
- That volume was needed to justify the economies of scale and investment required to near- and onshore ceiling fan production.
April 15
Lowe’s pushes for speed; Eran maps the capacity path & timelines
Summary
In a key two-hour-plus planning meeting, Lowe’s fan merchant team and Eran discussed proposed volumes, timing, and which Harbor Breeze SKUs were best suited for transition. Lowe’s asked whether an August in-store rollout could be achieved, while Eran cautioned that timeline would be difficult and instead agreed to prepare a realistic capacity ramp-up timeline.
Main Takeaway
This meeting shows Lowe’s and Eran are actively driving the transition forward by asking for speed, SKU focus, cost targets, and capacity planning. Eran responded by moving from concept into execution planning: costing quotes, SKU analysis, and a ramp-up roadmap for North American production.
- The meeting lasted more than two hours.
- Lowe’s and Eran discussed proposed volumes for the transition opportunity.
- The parties reviewed timing and rollout expectations.
- Lowe’s wanted to understand which Harbor Breeze SKUs would benefit most from the transition.
- Lowe’s asked whether an August rollout was possible.
- Eran cautioned that an August rollout would be difficult given the operational realities.
- Eran agreed to prepare a capacity build-up plan.
- Action items included:
- finalize quotes for the Harbor Breeze SKU list;
- provide a timeline for ramping up capacity;
- identify the SKUs best suited for a North American transition.
May 8
Domestic costing moves into active negotiation
Summary
At Lowe’s headquarters, Eran met with Lowe’s for more than 2.5 hours and presented domestic-program pricing for more than 20 Harbor Breeze SKUs, capacity ramp-up timelines, and supporting materials. The discussion also turned to Lowe’s existing vendor base — including which vendors the merchants wanted to protect, which vendors carried more risk, and which SKUs were best suited for transition. HKC, Litex, and others were discussed openly, with HKC identified as a key area where Lowe’s wanted to reduce exposure.
Main Takeaway
This meeting shows the transition was no longer conceptual. Lowe’s and Eran were actively refining the plan around real SKUs, real pricing targets, open talks on vendor stratgies, and real capacity requirements needed to make the North American transition viable.
- Eran met with Lowe’s at headquarters for more than 2.5 hours.
- Eran presented domestic-program pricing for more than 20 Harbor Breeze SKUs.
- Capacity ramp-up timelines were reviewed.
- Additional supporting information was discussed.
- Real-time pricing negotiations took place during the meeting.
- Lowe’s provided additional domestic pricing targets.
- Eran was asked to meet those targets as part of refining the transition plan.
- The parties discussed Lowe’s existing vendor base and which vendors Lowe’s wanted to protect.
- HKC, Litex, and other vendors strategic considerations were discussed openly.
- The discussion included which transition SKUs should be prioritized based on Eran's cost-savings, Lowe's vendor risk, exposure, and strategic importance.
- HKC was identified early onas a key supplier where Lowe’s very clearly wanted to reduce exposure.
- The meeting connected SKU selection, pricing, vendor risk, and capacity planning into a more concrete execution path.
May 22
Eran submits improved costing to exceed Lowe’s targets
Summary
Eran submitted updated costing in response to Lowe’s targets. Lowe’s wanted to shift selected Harbor Breeze SKUs from an import program to a domestic program while maintaining pre-tariff costs, retail pricing, and margins. Eran’s revised pricing met or exceeded Lowe’s targets and showed that the transition is very commercially viable — with Eran's domestic costing also taking on the inventory financing, inventory risk, and warehousing for Lowe’s select Harbor Breeze items under a domestic-program structure.
Main Takeaway
This was a major commercial breakthrough: Eran demonstrated it could help Lowe’s move it's import-program SKUs to a domestic-program model while preserving Lowe’s pre-tariff cost structure. That made the North American transition not just strategically valuable, but financially a great net-win for Lowe's.
- Lowe’s wanted to transition selected Harbor Breeze SKUs from an import program to a domestic program.
- A key requirement was maintaining Lowe’s pre-tariff costs, retail pricing, and margins.
- Eran submitted improved pricing in response to Lowe’s targets.
- The updated costing met or exceeded Lowe’s requested pricing goals, in some cases increasing Lowe's margins significantly.
- The costing and pricing was designed to allow Lowe’s to maintain pre-tariff retail pricing while improving supply-chain resilience.
- Eran showed that a domestic-program structure could be gained by Lowe's without sacrificing Lowe’s cost targets.
- This helped preserve the business case for moving production to North America.
- The submission reflected Eran’s willingness to refine pricing and absorb complexity so the transition could move forward.
May 28
Lowe’s and Eran narrow the transition SKUs and load-in planning
Summary
Eran returned to Lowe’s headquarters to finalize direction on the Harbor Breeze transition. By the end of the meeting, eight SKUs were viewed as positive to move forward, with two additional SKUs still under Jonathan’s final review. A key point was that the SKU mix was being shaped to reach the annualized volume targets previously targeted and agreed upon. The teams also discussed readiness for March 2026 in-store load-ins and Eran was provided additional domestic pricing targets for more SKUs.
Main Takeaway
This meeting moved the initiative from broad pricing and capacity discussions into specific SKU and launch planning. Lowe’s and Eran were now aligning around which products would transition, which SKU mix could support the target annual volume, what timing would be required, and how the work would support real in-store execution.
- Eran returned to Lowe’s headquarters for a follow-up working session.
- The purpose was to finalize direction on the Harbor Breeze transition SKUs.
- At the close of the meeting:
- eight SKUs were viewed as positive to move forward;
- two additional SKUs remained possible pending Jonathan’s final review.
- A key goal was to select the right SKU mix to hit the annualized volume targets previously discussed and agreed upon.
- The teams discussed readiness for March/April 2026 in-store load-ins.
- Lowe’s continued to provide domestic pricing targets for Eran to meet.
- The discussion tied SKU selection to volume targets, operational planning, launch timing, and capacity readiness.
- This meeting helped convert the transition from a general strategic initiative into a defined product roadmap.
Nichole transition
The Harbor Breeze initiative continued through the merchant handoff.
June 18
Nichole steps in to keep the transition moving
Summary
Nichole requested an initial meeting with the Eran team to get grounded on the Harbor Breeze transition discussions that had previously been handled with Jonathan. The purpose was to transfer context, review the transition SKU initiative, align on next steps, and make sure the project continued forward without losing momentum.
Main Takeaway
This meeting shows the initiative remained active and prioritized through the merchant transition. Rather than stopping with Jonathan, the Harbor Breeze transition was handed off to Nichole so Lowe’s could continue with the transition SKUs, timing, and final steps needed to move the project forward.
- Nichole requested time with the Eran team for an initial connect.
- Nichole requested the meeting so she could get up to speed on the Harbor Breeze transition initiative, understand the prior direction, and continue the project without losing momentum.
- The initiative was being transitioned from Jonathan to Nichole.
- The discussion centered on:
- the Harbor Breeze transition SKUs;
- prior conversations and direction from Jonathan;
- next steps under Nichole’s ownership;
- how to continue moving the project to the goal line.
- This marked the beginning of Nichole’s direct involvement in managing the transition initiative.
July 25
Nichole steps in to keep the transition moving
Summary
In an in-person working session with Nichole, Garth Hull, and April Spencer, Lowe’s and Eran reviewed the transition SKUs previously identified by Jonathan as either “strong commitment” or “possible.” Nichole adjusted the direction by adding certain SKUs, removing others she expected to drop from the 2026 assortment, and discussing additional pricing targets, product upgrades proposals to improve the SKUs customer experience.
Main Takeaway
This meeting shows the initiative had moved deep into product-development execution. The teams were refining the SKU list, evaluating assortment strategy, identifying Nichole's cost targets, improving product features, and asking Eran to engineer around an HKC patent constraint so the selected SKUs could be finalized and transitioned cleanly.
- Nichole and Eran reviewed the SKUs Jonathan had identified as:
- “strong commitment”;
- “possible.”
- Nichole adjusted the SKU direction by:
- adding some transition SKUs;
- removing others she believed Lowe’s would likely drop from the 2026 assortment;
- consolidating the offering as part of the business review process;
- discussing additional target pricing for “possible” SKUs;
- reviewing product changes and upgrades.
- April Spencer participated and provided input on how to make the transition seamless.
- The team discussed the desire to avoid markdowns or funding requests as part of the transition.
- Proposed product upgrades included:
- larger changes, such as upgrading from AC to DC motors;
- smaller installation improvements, such as changing canopy rings from screws to fast-install magnets and other quick-connect components for easier install.
- Eran was asked to engineer around a certain HKC patent to ensure zero infringement.
- Eran deployed several engineers and our patent attorney and successfully achieved the requested patent workarounds.
- The meeting focused on the detailed product-development work needed to finalize the transition SKUs to meet Lowe's expectations.
August 8
The Transistion SKU list expands and moves toward inventory planning
Summary
Two days after the August 6 meeting, Nichole emailed that Lowe’s had discussed the transition internally and was leaning in a “favorable direction.” She identified the previously selected Transition SKUs, but added the 52-inch and 42-inch Armitage in black, the Slinger family, and the listS expanded to 10 transition SKUs. After Eran requested volume confirmation for transistion load-ins and production planning, Nichole confirmed that the previously provided volumes were still accurate and said Lowe’s would connect Eran with inventory planning once final production samples were approved.
Main Takeaway
This was a key confirmation point. The initiative had moved from Nichole deciding the exact transistion SKU selection to a clearly defined group of eight transition models, giving Eran a clearer basis to continue detailed engineering, tooling, production sample preparation, and operational & capacity planning.
- Nichole emailed Eran two days after the August 6 meeting.
- She stated that Lowe’s had discussed the initiative internally and was leaning in a “favorable direction.”
- Nichole identified the included transition SKUs.
- She added the 52-inch and 42-inch Armitage in black.
- The transition list expanded to 10 SKUs.
- Eran asked for final volumes so the team could focus on:
- volume planning;
- load-in planning;
- production capacity planning;
- Alabama and Mexico capacity positioning.
- Nichole confirmed that the previously provided volumes were accurate.
- Nichole stated that Lowe’s would connect Eran with inventory planning once final production samples were approved.
- The selected SKUs and corresponding volume assumptions were consistent with the roughly $50 million in additional annual purchases discussed between the parties since April 2025.
- The selected SKUs were inserted into Lowe’s Channeling and MLM systems.
- Eran was asked to provide Harbor Breeze samples for Nichole and her team to review in person.
- This event connected SKU selection, volume confirmation, inventory planning, systems setup, and sample preparation into one operational path.
Samples, tooling & award path
Lowe’s made final tooled QA samples the key phase-gate before award.
Oct 3
Eran presents the Transistion SKU samples and meets Dennis for the first time at this meeting
Summary
At the LDC Eran presents the requested samples to Lowe's team. Nichole invited Dennis to this meeting to see the Harbor Breeze transition samples and introduced Eran to him for the first time.
Lowe’s and Eran reviewed every sample prototype indetail for the selected transition SKUs, including the proposed upgrades, easier-install features, DC motor conversions, and other product improvements. Nichole explained to Dennis that this initiative delivered three major benefits for Lowe’s: moving Harbor Breeze to a North American supply base, expanding Lowe’s margins, and shifting selected SKUs from an Import Program to a Domestic Program.
When Eran asked for a finalized formal written award notification, Nichole greenlit Eran's team to proceed by entering into product tooling and providing the final tooled, production-ready QA samples, with her stating that the official award would follow the QA approval gate.
Main Takeaway
This was a major execution point. Lowe’s internally and clearly framed the transition around three strategic gains: North American supply, margin expansion, and conversion from import to domestic program. At the same time, Lowe’s tied the finalized award path to Eran entering into tooling and providing final tooled QA samples, requiring Eran to invest in full-product development including tooling, electronics, software, firmware, testing, and product certifications before receiving the formal award.
- A long-working session was held at the LDC to review the Harbor Breeze transistion sample prototypes for the selected transition SKUs.
- Nichole invited Dennis to see the samples, introduce Eran, and was briefed on the strategic purpose of the transition.
- Nichole explained to Dennis that the transition initiative created three major gains for Lowe’s:
- moving Harbor Breeze production to a North American supply base;
- expanding Lowe’s margins;
- shifting selected SKUs from an import program to a domestic vendor program.
- Lowe’s and Eran reviewed the proposed upgrades and modifications, including:
- easier-install features;
- AC to DC motor conversions;
- other improvements intended to enhance the customer experience.
- Eran requested finalized award notification.
- Nichole responded that Eran needed to send final working-tool, production-ready golden samples to Lowe’s QA team for approval.
- Eran explained that this would require:
- dual-tooling sets in two nations for the selected SKUs;
- commencing the internal electronics engineering;
- software and firmware development;
- product testing;
- certifications.
- Nichole directed Eran to proceed.
- The stated understanding was that after Lowe’s QA approved the golden production samples, the official award would be provided.
- This working session meeting moved the initiative from prototype review into final tooling, QA, and production-readiness work.
Oct 9
Lowe’s sets the final QA path before award
Summary
Nichole emails a formal next-step roadmap for the selected Harbor Breeze transition SKUs. She identified final tooled, production-ready QA samples as the key phase-gate, requests that mass production should not begin until QA approval, and explained that Lowe’s would separately coordinate inventory planning and demand forecasting so Eran could properly position capacity between Alabama and Mexico.
Main Takeaway
This email created the operational path to award. Lowe’s confirmed that the project had moved beyond concept and prototype review into final QA, inventory planning, and production-readiness steps — while directing Eran to complete the engineering, tooling, and sample work needed before official award.
- Nichole provided a clear action-item list for the selected fans.
- She explained that final tooled, 100% production-ready working samples were the phase-gate prior to the finalized award.
- Lowe’s instructed that mass production should not begin until Lowe's QA signs-off on the tooled production samples.
- Production units needed to be reviewed and approved by Lowe’s QA before production should begin.
- Lowe’s stated that they would separately work with inventory planning to review:
- current on-hand quantities;
- demand forecasting;
- inventory needs;
- transition timing.
- That information was needed so Eran could properly align:
- Alabama capacity;
- Mexico capacity;
- CapEx & OpEx investment;
- Lowe's inventory capital and timeline planning;
- production timing.
- Dan responded by confirming Eran’s understanding of the required next steps.
- Eran confirmed that fully engineered, 100% production-ready golden samples would be produced and shipped to Lowe’s QA.
- This step required substantial engineering work and investment to open the required toolings, certifications, and testing to match Lowe's existing products while preparing the transition SKUs for QA approval.
Oct 10
Eran confirms that Harbor Breeze Transition SKU Tooling has commenced
Summary
Following Lowe’s formal next-step guidance and a prior request to enter the tooling process, Eran confirmed that tooling had commenced for the selected Harbor Breeze Transition SKUs. Lowe’s provided the Harbor Breeze vector logo file so Eran could embed the logo into the tooling, and Eran reconfirmed the active tooling list for the SKUs being prepared for final Lowe’s QA testing.
Main Takeaway
This is a critical reliance point. Eran was well past the costing step, or disucssing product upgrages or reviewing rough prototypes — it had begun detailed engineering and two-sets of tooling for the selected Harbor Breeze SKUs in order to produce final, production-ready units for Lowe’s QA.
- Lowe’s provided Eran with the Harbor Breeze vector logo file needed to build the brand logo into the tooling.
- The logo file was needed for die-cast and stamp tooling.
- The request followed the prior day’s formal next-step guidance from Nichole regarding final tooled, production-ready QA units for product approvals.
- Based on a telephone discussions, emails, and Lowe’s request for Eran to enter the tooling phase, Eran reconfirmed that the selected Harbor Breeze SKUs were in active tooling.
- Eran identified the active tooling list for the Harbor Breeze transition SKUs being prepared for final Lowe’s QA testing.
- This required Eran to commit months of engineering and supply-chain work, over $1 million in tooling, testing, and certification costs, and significant operational resources before any formal award was issued.
Supply-chain validation & onboarding
The program moved into component sourcing, lead times, domestic vendor setup, and factory onboarding.
Feb 3
Lowe’s validates Eran’s supply chain and domestic vendor path
Summary
Lowe’s requested detailed component sourcing, dual-sourcing strategy, production timing, delivery lead times, and domestic-program information for the selected Harbor Breeze transition SKUs. Eran provided the requested supply-chain data, including supplier base and supplier address information, while the factory onboarding process was underway.
Main Takeaway
This shows the initiative had moved into supply-chain validation and implementation planning. Lowe’s was no longer only reviewing products and pricing — it was evaluating how Eran would source components, manage lead times, support domestic-program fulfillment, and execute the transition through a diversified supplier base.
- Lowe’s requested a detailed breakdown of where components were sourced.
- Lowe’s asked questions regarding Eran’s dual-sourcing strategy.
- The domestic vendor program was confirmed.
- Eran provided detailed supply-chain component data.
- Eran provided supplier base information.
- Eran provided supplier address information across key sourcing regions.
- Factory onboarding had started and is underway.
- The information supported Lowe’s review of:
- component sourcing;
- Eran's internal dual sourcing rudanacy;
- production timing;
- delivery timing;
- domestic-program structure;
- factory onboarding;
- supply-chain readiness.
- This step helped move the initiative from the product QA approval toward operational implementation.
