By learning the business from the ground up, MS International reshaped human resources into a strategic driver of success
California, 30 January 2026 – MS International Inc., widely known as MSI, is one of North America’s largest distributors of flooring, countertops, wall tile, and hardscaping products. Founded in 1975 and headquartered in Orange, California, the company operates more than 60 showrooms, offices, and distribution centers across the United States, Canada, and India.
Today, MSI generates more than $2.5 billion in annual revenue, employs over 3,800 people, and supports hundreds of thousands of jobs worldwide through its supplier network. But behind this growth story is a less visible transformation: the reinvention of the company’s human resources function.
For many years, HR at MSI operated mainly as an administrative support function. It handled hiring paperwork, employee records, and compliance, but it was not deeply involved in shaping business decisions. This approach became increasingly difficult to sustain as MSI expanded rapidly, crossing $1 billion in annual revenue in 2017 and nearly doubling its workforce in the years that followed.
The absence of senior HR leadership for several years led to a fragmented system. HR practices varied widely across locations, recruiting efforts were uncoordinated, and a heavy reliance on temporary hiring resulted in high employee turnover. Leaders questioned whether HR was aligned with business priorities, and the function struggled to show measurable impact on performance or growth.
That began to change in 2019, when MSI hired Chris Courneen to lead the company’s HR organization. Instead of starting with policies and programs, Courneen took an unusual approach: he immersed himself in the business.
In simple terms, HR decided it could not support the business unless it truly understood how the business worked. Courneen spent months in warehouses packing orders, traveled with sales teams, worked in showrooms with customers, and rode along with delivery drivers. This hands-on exposure helped HR leaders understand daily challenges, operational pressures, and what success looked like on the ground.
This shift laid the foundation for a new HR strategy at MSI. Rather than focusing on processes alone, HR began linking its initiatives directly to business outcomes. Data became central to decision-making. The team started tracking metrics related to hiring speed, retention, safety, and productivity, and showing leaders how HR actions affected financial performance.
The transformation was not immediate. Some leaders were skeptical, and employees often associated HR with negative experiences rather than support. Trust had to be earned. According to MSI leaders, that trust grew as HR consistently showed up with data-backed insights and practical solutions, especially during critical moments such as managing workforce challenges during the COVID-19 pandemic.
HR team members across the organization now follow the same principle: know the business better than the business. New HR employees are required to spend time in operations, from inventory counts to showroom interactions. This approach helps HR design programs that reflect real working conditions, not assumptions.
As a result, HR at MSI now acts as a strategic partner rather than a back-office function. The team provides leaders with real-time dashboards, talent insights, and optional tools that support better decisions while respecting the company’s independent operating culture.
The impact has been significant. Improved retention, stronger safety outcomes, and better-aligned hiring practices have reinforced HR’s credibility across the organization. More importantly, HR is now seen as a contributor to growth, not just a cost center.
MSI’s experience shows that when HR understands the business deeply and uses data to guide action, it can play a powerful role in scaling organizations. In a fast-growing company facing constant change, that shift has helped build a stronger foundation for the future.
