It is both difficult and important for a company to have control over operations as it grows. In these scenarios, firms begin relying on third-party vendors, which results in delays in production, escalating costs, and variations in quality. Over time, this reliance begins to impact customer expectations and project timelines, and taking key processes in-house may become a strategic necessity.

This was precisely the problem Bill Daubmann, founder of MY Shower Door, began to experience. The firm had utilized an outside vendor for glass supply for years. Over time, the constraints of that arrangement drove Daubmann and his staff to invest in their in-house manufacturing. With the formation of D3 Glass, they were better able to enhance efficiency, stabilize costs, and react more efficiently to expanding market demand throughout Florida.

A Business Built Around Family Priorities

The foundation of MY Shower Door was not laid in a boardroom. It began as a response to a deeply personal situation that required flexibility, resilience, and a different way of thinking about work. In 1986, Bill Daubmann and his wife, Donna, were both progressing in their respective careers. However, when their son Keith was diagnosed with Hodgkin’s Disease at the age of ten, the couple made a significant life decision. They chose to leave traditional employment and start a business that would allow them to prioritize family while continuing to earn a living.

This transition was not guided by a detailed business plan but by necessity. The couple needed the ability to manage time on their own terms. Self-employment offered that control. Over time, this practical decision grew into a sustainable business model that emphasized adaptability and trust. Bill’s experience in technical and sales roles along with Donna’s motivational and decorating abilities came together to create a service-focused operation that reflected their shared values.

The early years required learning on the go. Each decision was shaped by the immediate needs of the family and the evolving demands of the business. What emerged from this period was a culture rooted in accountability and clarity of purpose.

“You don’t build a company first. You build a reason strong enough to carry one,” says Bill.

Lessons from the Ice and the Field

Before entering the glass industry, Bill had spent ten years as a professional ice hockey linesman for the American Hockey League. That taught him more about business than formal education ever could. Officiating high-speed games meant being level-headed under pressure, making split-second decisions, and having the discipline to remain impartial in highly charged environments. Those skills would one day prove invaluable when dealing with people, managing teams, and trying to navigate uncertain business climates.

Alongside officiating, Bill also coached youth baseball. These experiences provided a close-up view of leadership in action. Each player came with a different skill level and temperament, which meant that success relied not on uniformity, but on knowing how to use each person’s strengths effectively. This principle carried over into the business as well. Instead of trying to mold every employee into the same role, the company focused on hiring people with strong work ethics and then helping them develop into roles that suited them. What remained constant was Bill’s approach to managing conflict and guiding people forward. Whether handling a disagreement at a job site or planning for growth, his calm, structured approach became a defining element of the company’s internal culture.

Growing with a Strong Foundation

After operating their business for nearly fifteen years in Massachusetts, the Daubmann family made the decision to relocate to Florida in 2002. The move was not just geographical. It allowed them to build a more customer-facing model and improve the way their service was delivered. A year later, they opened the first MY Shower Door showroom in Naples.

Over time, the business expanded across Southwest and Central Florida. Growth was steady, and every new showroom followed the same core approach. Customers were encouraged to walk in, explore materials firsthand, and speak directly with trained staff. This helped build trust and gave the team an opportunity to explain the value of their work in person.

All new employees were trained in-house. While they came from different backgrounds, the team focused on hiring people who aligned with their values. “We’ve always believed in hiring for attitude and building the rest,” Bill says. That helped the company maintain consistency, even as the team grew and the scale of operations increased.

Bringing Manufacturing In-House

As demand increased, delays in the supply chain started affecting timelines. At the time, the company was sourcing glass from a vendor in Alabama. Deliveries were scheduled once a week, which left very little room for flexibility. Any delay in shipment could slow down multiple installations and impact customer experience.

After reviewing the situation, the team decided to bring manufacturing in-house. This involved setting up a dedicated facility and investing in machinery, staffing, and training. It also meant signing a loan against personal assets, which raised the stakes. But the long-term advantages were clear. With their own facility, the team could manage quality, timelines, and cost more effectively.

The result was D3 Glass. It allowed MY Shower Door to meet increasing demand while improving turnaround times. The team also introduced proprietary hardware and coatings, which gave them an edge in the market. Bill says, “If something starts affecting your service, you have to fix it at the source. That’s how we looked at it.”

Workforce, Culture, and What Comes Next

When the business expanded, creating the appropriate team was even more crucial. Recruitment came from all types of industries and people willing to learn new things and join a growing team were the perfect fit. The firm trained them in-house and presented them with a clear trajectory. That established a team that could easily switch between various projects.

Work culture evolved gradually over a period of time. All members of the team knew what was expected of them by the company and how their job role helped in providing the entire experience. Be it on the shop floor, the showroom, or the installation, the objective remained the same, that is to provide quality work on time, without compromising on standards.

Bill has also taken part in local workforce development initiatives. He thinks that trade careers must be accorded the same respect as academic careers. In one of these meetings, he stated, “Some people are not looking for a shortcut. They’re just looking for a chance to build something real.”

Over the next few years, the company plans to expand through creating new strategic alliances. It will continue to emphasize service and provide support to employees, enabling them to perform their jobs effectively.