Jay Davisson Email & Phone Number

Roselle, Il, Us

Suwanee, Ga, Us

Ames Taping Tools Chief Executive Officer/Board Member 2019-2022 Sun Capital Portfolio Company Sold the company to Gypsum Management & Supply December 2021P&L 2017 2021 2022(EST) Revenue $69M $102M $115M Profits $19M $32M $36M ROS 27.5% 31.3% 31.4% Opened over 25 new greenfield store locations taking Ames Company owned store count from 65 to over 90 locations by December 2021. Made a strategic acquisition in December 2019 of the leading e-Commerce Company (AllWall) to create an omni-channel platform to grow from. Sold the company December 2021 to Gypsum Management Company (GMS) a strategic publicly held company. Led entire sales process from creating the CIM to face-to-face presentations with both private equity and public owned companies. Implemented strategic initiatives that accelerated profitable growth for the company. Made leadership changes to improve the talent level of the organization and provide a solid succession plan for the company. Created an outside selling organization. Revamped compensation plans that aligned with the profitable growth strategy. Improved processes throughout the company to make it easier for our customers to buy from us and for our employees to sell and service customers

Cleveland, Oh, Us

Covered the United States, Canada and Latin America The Sherwin-Williams Company, Cleveland, OH (corporate offices) President, The Americas Group, based in Cleveland, OHReported to CEO, with direct reports that included 6 Division Presidents and 5 Senior Vice Presidents including SVPs of Marketing, Finance, Human Resources, Real Estate, and E-commerce. Responsibilities for an additional 28,800 employees (26,000 in North America and 2,800 in Latin America). P&L: 2017 2015 Revenue $9.2B $7.5B Profits $1.6B $1.0B ROS 18.9% 13.8% • Successfully championed and led an initially unpopular go-to-market strategy in Latin America by first winning trust and total commitment from five native country presidents and a division president including all respective Latin American personnel, as well as US corporate leadership; this resulted in altering sales channels, increasing margin, reducing working capital, greatly reducing inventories, and simplifying the sales process for significantly enhanced field sales. • Created and developed vision to launch and lead the organization’s Corporate E-commerce platform, building a model that is differentiated by incorporating a secured customer portal that invites customers to build their own business tools; this innovation streamlined commercial ordering while positively impacting customer service and loyalty. Designated a corporate “Center of Excellence” • Successfully advocated for corporate-wide strategies that led to senior leadership’s support of recruiting, mentoring, and advancing female and ethnically diverse constituents; this “mirror of the market” strategy ensured synergies. • Drove greatly improved customer retention and loyalty by creating and designing an internal sales excellence program that focused on accelerating call frequency of store staffs to over 6 million calls annually while improving outside sales rep productivity, providing qualified leads for follow-up and close rates.

Cleveland, Oh, Us

Covered the United States and Canada Reported to COO and CEO respectively, with direct reports that included 5 Division Presidents and the VPs of Marketing, Finance, and HR. Responsibilities for 22,000 employees. P&L: 2015 2009 Revenue $7.5B $4.2B Profits $1.8B $.475B ROS 13.8% 11.2% • Drove new product sales from less than 3% of total sales to over 30% of total sales by introducing new technology that improved customer productivity, improving margins and increasing sales. • Orchestrated a comprehensive strategy that drove profitable growth by successfully executing on critically needed innovation, simplifying pricing practices and adjusting organizational incentives; this increased sales by $4.7B and ROS by 720 basis points (from 2010 to 2017). • Launched an innovative advertising campaign utilizing animated “Paint Chips”; this improved overall brand awareness, aided and unaided, by 200 basis points, and market share gain by implementing creative advertising that required collaboration among direct reports and vendors. • Spearheaded entry into a major home center by supporting “HGTV HOME by Sherwin-Williams”; this became a corporate program for another operating division. • Led drive to invest in new technologies arguing for elimination of legacy systems and incorporating data-based marketing systems; this continues to impact sales by improving customer retention and accelerating new customer acquisition. • Increased store sales by developing a customer service automated feedback program that included improved training for employees, resulting in enhanced customer loyalty and better sales ratios; obtained six (6) J.D. Powers Awards for customer service and product quality. • Implemented continuous improvement processes, improving working capital ratios and corporate savings.

Cleveland, Oh, Us

Covered the Southeastern U.S., Caribbean Reported to Paint Stores Group President, with direct reports that included 5 VPs of Sales, and VPs of Finance, Marketing, HR, and Real Estate. Responsibilities for 4,800 employees. P&L: 2009 1999 Revenue $2.0B $500MM Profit $300MM $45MM ROS 15% 9% • Successfully established a model for acquisition integration and synergy attainment by driving thorough market research, enlisting customer feedback, and accelerating employee engagement; this innovative strategy was used for eight (8) major corporate acquisitions and was unique for providing organizational payback on an average of less than 24 months. Added bonus was extremely low post-acquisition talent loss at less than 15%.

Cleveland, Oh, Us

Covered South Carolina, North Carolina, Tennessee, Virginia Reported to Division President, with direct reports including 10 district managers and the area HR Manager. Responsibilities for 1,100 employees. P&L: 1999 1991 Revenue $390MM $180MM Profit $70MM $18MM ROS 17% 10% • Dramatically reorganized field sales teams with focus on market segmentation and expertise; this improved customer confidence that led to significantly high new account growth, improved rep productivity, and accelerated customer loyalty and satisfaction, all of which grew revenues and improved margins.

Cleveland, Oh, Us

Cleveland, Oh, Us

Philadelphia, Pa, Us