Darrin Clark Email & Phone Number

Huntersville, Nc, Us

Supported and communicated the strategic vision of the Sales Enablement business unit. Built a team of16 from the ground up and held full accountability for overseeing business development, capturing newopportunities, and ensuring the annual growth of the business unit. Positioned the team to unseat thecompetition by capturing new business. Led the team to deliver improved performance execution andvisibility. Improved overall business unit portfolio productivity/performance as the business unit lead forNewell Corporate leadership initiatives. Led and developed the Inside Sales team to meet/exceed theannual operating plan, revenue goals, and deliver assigned strategic initiatives.▪ The improved visibility and subsequent action on aligned metrics enabled the business unit to deliverthe first revenue growth and positive operating income in more than three years. This providedincremental focus on under/over-indexing products/customers resulting in an incremental ~$50M inrevenue and saving 650 + hours/week for the business unit.▪ Delivered 14% growth in 2020 and 1% growth in 2021 - back-to-back years of positive revenuegrowth reversing the trend from the previous three years of revenue contraction, all while fullyimplementing the Challenger Selling Model and navigating the difficulties associated with thepandemic.▪ In conjunction with implementing Challenger, the sales leaders were able to leverage the CRM toidentify where their support was needed to further build, prioritize, and support a salesperson inclosing. The number of opportunities captured in the sales pipeline grew by more than 200% in 2021.

Mooresville, Nc, Us

Successfully directed all aspects of Lowe’s Installed Operations in the Services business, covering ~$5B in revenue annually, ~1500 Lowe’s employees, and ~8000 independent service providers covering all U.S. markets. This included managing eight direct senior leaders to deliver services compliance, quality, and all aspects of production in all U.S. stores and two centralized customer support centers. * Reduced the number of independent contractors to 8,000 by the end of the year. Overall independent contractor likely to recommend (LTR) scores increased from the low 80’s to 98%. * Without adding any incremental payroll, maintained answer time at less than one minute, with customer service scores for both centers moving from 0 to over 80% in 90 days.

Mooresville, Nc, Us

Managed and oversaw full P&L ownership of Pro performance across all US Stores, field account executives, and national accounts teams delivering ~25% of annual company revenue. Drove and supported improved performance in each of the 14 regions across the U.S. while implementing standardized performance execution metrics and processes for client engagement. * Consistency in defined segments provided clarity for each business leader to own the Pro as a customer type and begin to understand the products and needs that were required to grow with this important customer. This work was foundational but necessary to provide data in an actionable and believable manner. * Hired an additional 15 Account Executives and drove 12% growth in the first full year of having all allocated resources in place* Collaborated with the directors of customer research and strategy to align National Account support for current and future business opportunities by market share. Three additional National Account Managers were hired and delivered ~$500 M in revenue within their first full year.

Mooresville, Nc, Us

Led 10 Directors and five cross-functional support team members to consistently grow leaders and drive P&L performance. Supported and led improvement in Regional performance and team metrics that supported services, operations, human resources, outside sales, and loss prevention/safety while driving top and bottom line. The largest region in the company geographically with the most stores after reorganizing.* At the end of the first year, had a bench of five, and had internally promoted seven Store Managers and promoted two outside of the region. By the fourth year, not only maintained a strong bench – addressing all openings within four weeks – but had promoted five within the region to District Manager. * Over five years, grew the business on average of 5% annually, making all annual revenue and profit numbers.

Mooresville, Nc, Us

Directed and supported a cross-functional team to pilot and launch two store-based in-home selling programs and developed an internal proof of concept CRM to support both models and compensation requirements. Exterior Project Selling program focused on installation of windows, roofing, gutters, fencing, siding, decks, HVAC, and whole-house generators delivering over $1B in incremental revenue at scale. Interior Project Selling program focused primarily on improving the customer experience, driving incremental sales, and improving both average project size and attachment rates with an in-home consultative selling approach and delivered over $1 B in incremental revenue at scale. Led the test and launch of a centralized installation support model to support $1 B in sales and scale to support over $5B. * Successfully tested, launched, and began scaling Exterior Services in-home selling program by using homegrown CRM (Added another $2M to load test and support scale). Hired and trained 2000 Exterior Project Selling Specialists in 2010 and scaled, and began the process of scaling Interior Project Selling Specialists in 2011. At full scale, each position delivered more than ~$1 B in incremental revenue.

Mooresville, Nc, Us

Led store managers and leadership teams to deliver top and bottom-line P&L performance through improved customer experience and operational execution. Opened multiple new locations in support of expansion.