How Donnie McMillan Jr. Is Building DaBella With a People-First Approach

When Donnie McMillan Jr. founded his home improvement company, DaBella, in 2011, he wasn’t planning to transform the industry. In fact, he wasn’t planning to be in the industry at all. His entry into home improvement was, as he describes it, “a complete accident.”

“I’ve been in sales now for over 30 years,” McMillan recalls. “For the first few of those years I was selling computers, believe it or not, which is kind of odd, because I can’t turn one on currently. But back in the day, Windows 3.1 to Windows 95 was a fun little time to be a computer salesperson.”

After his then-employer went out of business, a former manager set up an interview that led McMillan into home improvement sales. He would spend the next 12 years selling windows, working his way up to national sales manager. But when that company shut down, McMillan found himself at another crossroads.

“I feel like I was forced to start this business, to be really honest,” McMillan says of founding DaBella.

The name DaBella itself reflects McMillan’s commitment to keeping family values at the forefront of the business. It’s a portmanteau of his twins’ names — David and Isabella — who were born the same year he founded the company.

This family-first mentality shapes DaBella’s name and approach to everything from its customer service to its branding. While competitors in the home improvement space typically opt for bold, traditionally masculine branding with predominantly blue and red logos, DaBella intentionally chose a softer approach, incorporating a butterfly design with a roofline.

## DaBella’s Leadership Philosophy Fuels Its Growth

McMillan started DaBella with 12 former colleagues whom he describes as “the best of the best.” Five of those original employees still work at DaBella today. Whether an employee joined DaBella during its days as a nascent startup, or started in 2025, one thing remains true, says McMillan: The company maintains a strict policy of promoting from within, with every branch leader starting in an entry-level position. “We don’t acquire anybody,” McMillan explains. “You have to start off as an entry-level person in the company and work your way through sales before you can be put in that class to go with the location for us.”

For McMillan, success isn’t measured solely in business metrics. “Leadership is an awesome responsibility,” he says. “You’d better know that it’s about taking care of other people.” The average employee receives about two hours per week of self-growth, teamwork, or leadership training time. For those in leadership positions, approximately 10% of their time can be dedicated to coaching or teaching.

## Building Trust and Value in a Challenging Industry

McMillan aims to build trust and value within his workforce, as well as with his customer base, even amid the challenges facing the home improvement sector. “We’re among the most complained-about industries in the nation, right behind lawyers,” he acknowledges. “The reason why that takes place is, very rarely do the consumer and the contractor understand what each other wants.”

Despite these industry wide challenges, DaBella has achieved a 97% success rate with customers. This stems from a commitment to clear communication and quality work, treating every project as if it were for a family member.

Another way DaBella aims to build a solid foundation of trust is its commitment to community service, evident in its initiatives. In October 2024, the company raised $280,000 for cancer charities through its DaBella Cares program. The company also provides free home improvement projects for veterans and their families in need through Operation Hero, in partnership with the GAF Community Contractor Initiative.

McMillan’s vision includes expanding these community efforts. “We have a target that we’re not gonna hit this year. But we want every location we have to be able to donate a project in that community to somebody in need,” he explains. The company aims to achieve this goal by 2026.

Today, DaBella operates 52 locations across 20 states, remaining debt-free and self-funded throughout its growth. The company has expanded its product offerings beyond its initial window business to include roofing systems and siding. Recently, DaBella has begun launching solar roofing solutions through a partnership with GAF, offering integrated solar systems that blend seamlessly with traditional roofing materials.

McMillan’s vision for DaBella’s future includes continued expansion while maintaining independence from private equity funding. “We’re trying to attempt something that’s never been done before, which is to grow from sea to shining sea without any private equity money. Do it all self-assured or self-funded,” he explains.

Through this approach, Donnie McMillan Jr. is doing more than building a business; he’s creating opportunities for employees to grow, helping customers improve their homes, and making a positive impact in communities across the country.