Brooke Chase

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So far Brooke Chase has created 56 blog entries.

2024 Still a strong year for Multi–Family Housing

This year, new supply is expected to surge 53% year over year

Metrics Monitor

Multifamily Supply Glut Heads Toward Steep Drop-off

In 2023, nearly 440,000 new multifamily units were delivered, according to research by Newmark. This year, new supply is expected to surge 53% year over year—and then plummet by 42% in 2025. That’s still higher than the historical average, but projected supply delivery in 2026-27 won’t recover to even recent pre-pandemic levels. And lending conditions crimped by 2023 bank failures and the ensuing financial market turmoil have made it harder for developers to secure financing for new projects. At the same time, rising material costs and labor shortages have increased construction costs, which can deter new projects as margins compress.

This increased supply has softened rents, but despite vacancy rates above pre-pandemic averages in 2024, demand will keep average occupancy above 94%, according to CBRE. With new housing starts not happening at the scale necessary to meet long-term demand, we believe that the supply gap, along with stronger rent growth generated in 2025-26, will lead to new investment opportunities.

U.S. Multifamily Supply

Source: Newmark research, RealPage

multi-family housing chart
By |2024-03-18T13:24:03-04:00March 18th, 2024|Categories: Articles|

Chief Operating Officer – Midwest

In a newly created role reporting to the owner, the COO will lead all daily operational aspects of the company, partnering with the owner in developing and implementing strategies and structures for the growth in operations and sales volume.  This dynamic leader will further develop and share vision with the team, holding them accountable to expectations for excellence which have become a hallmark of the company’s success in its market.

Assignment: 4329
Title: COO
Industry: Design Build Residential Remodeling
Reports To: Owner
Location: Upper Midwest

Our Client:

Our client is a well-established, highly regarded, and profitable high-end custom residential design build remodeler with tremendous growth potential, and ownership that is committed to investing in the future, with plans for a larger operations and showroom facility and the goal of doubling in size over the next three to five years.

Principal Duties and Responsibilities:

  • Daily operational leadership to include:
  • Project Management and Field Ops
  • Sales and Estimation
  • Scheduling
  • Design
  • Administration – Finance, HR, Legal, permitting/Compliance
  • Supply Chain

Position Requirements:

  • 7+ years Building/construction experience, high-end residential 3+ years
  • Project Management leadership
  • Experience with and understanding of bid, costing, estimation
  • Track record of profitable operational growth
  • Interaction with and leadership of sales and design
  • Experience with a $15M+ company at the leadership level
  • Construction P&L experience
  • Highly organized and attention to detail
  • Excellent communication skills both internally and with customers and vendors
  • Customer focused
  • Integrity

Contact:

Veronica Salas
Research Recruiter
vsalas@brookechase.com
941-263-3680

By |2024-03-12T11:26:04-04:00March 12th, 2024|Categories: Current Searches|

US Homebuilders Say Things Are Looking Up for ‘24

IWF Logo

By: Warren Shoulberg

The construction industry still has a long way to go to get back to its boom days but new data suggests builders are getting more optimistic.

Increasing consumer demand coupled with small drops in mortgage rates are all pointing in the same direction for US homebuilders: Up.

New statistics from the National Association of Home Builders (NAHB)/Wells Fargo survey released for January show sentiment for homebuilders climbed by the most it has in nearly a year. The gauge jumped seven points, the association said. “Lower interest rates improved housing affordability conditions this past month, bringing some buyers back into the market after being sidelined in the fall,” NAHB chair Alicia Huey said in a statement. “Single-family starts are expected to grow in 2024, adding much-needed inventory to the market.”

Mortgage rates remain at elevated levels, but they are starting to recede from their October 2023 peak of nearly 8% and in some cases are down to near 7%. The group sees expected housing sales increasing by 12 percentage points, the most since mid-2020 when the pandemic first took hold of the U.S. economy. Even with the rise the index is still below pre-pandemic levels.

Bloomberg, in reporting these numbers, said some builders are cutting back on price cuts. While 31% of builders surveyed said they were lowering prices, that was the lowest share since last summer. The average cut was 6%, consistent with previous months. Builders were most optimistic in the South and West as buyer traffic rose to four-month highs across the nation.

By |2024-03-05T15:12:27-05:00February 26th, 2024|Categories: Articles|

Vice President of Sales – Northeast

This highly entrepreneurial and dynamic Vice President of Sales will have the opportunity to lead and develop a team in growing the company’s presence in the market through expansion of territory, locations, and showrooms.

Assignment: 4327
Title: Vice President of Sales
Industry: Plumbing and HVAC
Reports To: President
Location: Northeast

Our Client:

Our client is a well-established and growing distributor of Plumbing and HVAC products.  This highly entrepreneurial multi-branch, multi-state company has a great foundation with associates, customers, locations, and products.  With a desire to add additional branch locations annually, the company is well capitalized, profitable, and is poised for tremendous growth.

Principal Duties and Responsibilities:

  • Lead the sales team to company’s determined growth target
  • Participate in the planning for sales forecasting and market growth
  • Build strong relationships with key accounts and resolve any issues as they arise
  • Assess current sales team
  • Retain, recruit, hire, and train new hires
  • Develop sales training
  • Set team goals and track metrics
  • Stay current with market trends, changes, and competitors
  • Collaborate with the marketing team

Position Requirements:

  • Plumbing and HVAC wholesale sales experience
  • Outside sales team leadership experience (10 or more at once)
  • Multi territory and location management experience
  • Demonstrated sales and EBITDA growth
  • Highly entrepreneurial
  • Degree preferred

Contact:

Ben Durshimer
Research Recruiter
bdurshimer@brookechase.com
941-914-9162

By |2024-01-25T14:43:13-05:00January 25th, 2024|Categories: Current Searches|

Transformative Transitions: 8 Exit Archetypes Every Company Founder Must Know

small business owner
January 4, 2024 | Written By: Merilee Kern, MBA
 
In the daunting yet exhilarating journey of entrepreneurship, founders traverse various roles that evolve with their venture. Today’s thriving U.S. economy, marked by accelerated growth, is providing a favorable environment for founders to move on to the next phase of their professional life. But for those traversing the entrepreneurial world in particular, these transitions mark a time of great change — and the unknown that lies ahead can spur tremendous stress. The key is understanding how an exit will operate so that you can elegantly navigate the situation.

“Whether you are leaving corporate America to start on your own enterprise or leaving a company you’ve built from scratch to focus on the next part of your impact journey, many face the same challenges,” noted business exit strategist and coach Jerome Myers, PE, MBA, PMP. “While the circumstances of each person’s exit differs, most if not all can be summed up in a few specific exit scenarios that every founder in today’s economy faces.”

Understanding Different Exit Scenarios

While they might look, feel and function differently, there are eight quintessential exit archetypes that founders should know to perform at his or her best:

Exit 1: Exiting The Traditional Career Path

The first phase of this transformative transition is leaving a traditional corporate role or life path. This step involves wrestling with questions of purpose and ambition, and requires introspection and careful planning. The robust U.S. economic growth, represented by a 2.4% annualized GDP growth rate in the first half of 2023, provides a favorable tailwind for individuals making this transition.

This will probably feel like the biggest transition; it’s where all that you once knew is gone and everything feels foreign and new. However, founders should not try to run away from this journey; they should embrace it. And given the stats above, it may be the best time to take the leap.

Exit 2: CEO 1.0 (Chief Everything Officer)

In the next phase, founders embody the role of “CEO 1.0,” or the “Chief Everything Officer.” They are at the helm of their venture, crafting business plans, securing initial funding and birthing their entrepreneurial dream. The thriving economic conditions, marked by increased consumer and government spending, and a rise in business inventory investment, further fuel growth potential at this stage.

This is the beginning of your next journey and what you hope to accomplish. It is here where you visualize your dreams and begin to make them a reality. It’s time to embrace the unknown and make it seen.

Exit 3: Product Manager and Thought Leader

Founders then transition into a dual role of Product Manager and Thought Leader, intertwining strategic product management and thought leadership. They refine their business’s value proposition and engage with customers, while publicly sharing unique insights and ideas. This role is critical in a growth-oriented economy, helping shape public opinion and add credibility to their venture. This is when your company starts to grow in the public eye, which ultimately leads to scale and widened adoption of the company’s solution.

Exit 4: CEO 2.0 (Chief Executive Officer)

Upon establishing their business, founders assume the “CEO 2.0” role, overseeing the bigger picture, managing the team and setting strategic direction. The presence of a solid jobs market, as evidenced by the addition of 209,000 jobs in June 2023, aids in attracting talent and scaling operations during this phase.

Exit 5: Board Chair

As a board chair, founders step back from daily operations to guide the company’s strategic direction, ensure its financial health and focus on stakeholder relationships. The rise in personal savings recorded in the second quarter provides financial flexibility for strategic growth and succession planning.

Exit 6: Exit

The “Exit” phase involves founders selling their business or stepping down from their operational role. In the current economic environment, with recession fears diminishing due to falling inflation and a robust jobs market, this phase has the potential to offer significant financial returns.

Exit 7: Building Your Post-Exit Portfolio

Post-exit, founders diversify their wealth by building an investment portfolio. The recent interest rate hike by the Federal Reserve, aiming to curb inflation, provides a favorable environment for investment in real estate, stocks, bonds, or other startups.

Exit 8: Philanthropy and Legacy

The final phase provides founders the opportunity to leave a lasting impact by contributing to causes they deeply care about. Despite the ongoing economic recovery, the role of philanthropy remains crucial, offering founders the chance to leverage their wealth for societal betterment.

“During each of these eight exits, it’s imperative to note that the founder will experience a phenomenon that will test their mental resilience, which is known as the ‘Founder’s Exit Paradox,’” Myers said. The Founder’s Exit Paradox refers to the comprehensive psychological disengagement experienced by founders, which encompasses behavioral, emotional and cognitive aspects. This involves understanding how these processes occur before and after physical exits, and how the experience impacts the way individuals move forward.  The Exit Paradox often produces similar feelings as an existential crisis where Newly Exited Operators — or NEOs — begin to question the meaning and purpose of their life, although the trigger in this instance is due to a major accomplishment.”

The 6 Centers of Doubt

According to Myers, when a founder or NEO experiences the Exit Paradox, they will wrestle with what he calls “6 Centers of Doubt,” which are:

Self Image

Clarify your guiding principles, what’s holding you back and adopt a new outlook on life that empowers you. Founders in this stage of the Paradox will ask questions such as:

  • Who am I now that I’ve “won the game”?
  • What do I do without the hyper-focused routine I’ve had for years?
  • Do I even deserve this?

Relationships

Identify relationships that are not mutually beneficial and rebalance or eliminate them, increase access to resources and reposition yourself as a person of tremendous value. Founders who are in this stage of the Paradox will ask questions such as:

  • What are the people in my life really after?
  • Why don’t my family and friends understand I need time to figure this all out?
  • Does my marriage make sense anymore?

Work

Cultivate inspired work by finding the connection between income, influence, impact and interest.  Founders who are in this stage of the Paradox will ask questions such as:

  • What does work mean now that I have exited?
  • Were all the sacrifices I made to get here worth it?
  • What’s next?

Health

Create more energy, reduce mind fog and improve your quality of life. Founders who are in this stage of the Paradox will ask questions such as:

  • Did I give away too many years to my business?
  • Am I going to use all the wealth I built to earn back the health I lost?
  • Can I make adjustments to live with fewer health risks?

Prosperity

Improve your financial position to increase your time and location freedom. Founders who are in this stage of the Paradox will ask questions such as:

  • I can afford it. Why should I even give it a second thought?
  • Why shouldn’t I enjoy all the money I earned?
  • Who are you to give me advice about money?

Significance

Make meaningful and positive contributions outside of your home. Founders who are in this stage of the Paradox will ask questions such as:

  • If I died today, who would carry my casket?
  • Who do I trust to honor my memory after I’m gone?
  • What’s the best way for me to use my wealth to help others and do good?

“I’ve found that most people undergoing an exit transition are seeking a deeper and more meaningful state of fulfillment,” Myers noted. “They are also in a new place where they are struggling with the 6 Centers of Doubt. But, it’s not their fault. The ‘American Dream’ is all about creating financial freedom and we have been collectively programmed to chase it. All too often, when we ultimately find financial success, we realize it probably isn’t what we should have been chasing as the ultimate end-game. Many in transition desire the kind of gratification that comes with self-actualization.”

The eight exit strategies represent the cyclical journey of a founder from their initial foray into entrepreneurship, through their venture’s growth and eventual exit, to their legacy-building activities. The current economic landscape in the U.S., as characterized by its promising growth, a robust jobs market and increasing control over inflationary conditions, creates a conducive environment for a founder to flourish amid these transition strategies, highlighting his or her relevance and maximizing profitability in today’s dynamic economic scenario.

 
By |2024-01-17T12:21:47-05:00January 17th, 2024|Categories: Uncategorized|

Have Building Material Prices Peaked?

January 17, 2024 | IWF News |  Warren Shoulberg

New data from the Producer Price Index suggests that costs are coming down on things like softwood lumber as part of an overall decline in material costs.

The wild ride up in construction materials in 2023 may have peaked as the year ended and going into 2024 we could see some declines in those costs, new statistics indicate. 

An analysis of the Producer Price Index by the Associated Builders and Contractors organization shows encouraging news for builders going into the new year. “Construction input prices declined for the second straight month in November,” ABC’s chief economist Anirban Basu said in a statement. “While much of the recent decline is due to record domestic oil production and the resulting precipitous decline in gas and diesel prices, other commodities like iron and steel and lumber products are currently more affordable than they were at the same time last year.”

Softwood lumber prices dropped by almost 6% in November and have declined by nearly 20% versus the same period a year ago. Construction input prices overall decreased 0.3% in November.

Prices of materials going forward, according to Basu in the statement, are equally as encouraging. “This is a welcome development for an industry still dealing with extraordinarily elevated financing costs and rising labor costs due to ongoing worker shortages.”

By |2024-03-05T15:11:54-05:00January 17th, 2024|Categories: Articles|

The Executive Candidate Interview…Be Prepared! (Part 2)

By: Rick Mohrman

Executive Recruiter Rick Mohrman has over eighteen years’ experience at Brooke Chase Associates in retained search placement of executives, where the firm works extensively with clients and candidates to structure and prepare for the interviewing process.

In part one of this series, we looked at the need for companies to thoroughly prepare for Executive Interview.  Now we’ll discuss the candidate’s preparation.  Remember that we used the analogy of courtship – you’re seriously exploring a potential partnership and the “fit” – compatibility, unity of purpose, and commitment.  And again, we’ll highlight the advantages of working with an executive recruiter.

The Need to Prepare

Just as it’s ill-advised for a company’s interviewers to “wing it” in an executive interview, preparation by the candidate is critical to a successful outcome.  Only through careful thought and planning will you arrive at the interview confident that you will not only communicate clearly, intelligently, and effectively, but learn what you need to know to make informed responses and decisions.

Remember, you are the product being promoted – not just your skill set but your personal “brand” and reputation as a professional.

Candidate Prep

Do Your Homework

The candidate must demonstrate that they’ve taken the process seriously and have thoroughly researched the company – its people, product, market, culture, and the objectives of the role.  Online resources abound, but don’t overlook the simple step of actually looking at the product and talking to a salesperson.

Of course, working with an executive recruiter who has established a working relationship with the company is most helpful in gaining insight into the stated objectives, the reporting structure, and the culture.

Prepare Your Questions

You can’t learn everything you need to know through research beforehand, but asking great questions in the interview demonstrates your ability as much as the answers you give.  The specific role and opportunity will guide you in formulating your questions, some of a technical nature and some regarding the company’s structure and culture.

Just as you would if meeting with a potential client, ask what the company’s needs are, what the role’s objectives are, and most importantly, how success in this role will be measured.

Don’t be afraid to ask this question toward the end of the interview, “Is there anything in my background or anything we’ve discussed today that would prevent us from moving forward?”  This is your opportunity to overcome objections, or simply to clarify misunderstandings.  In any case, the interviewer will respect your willingness to address issues.

Prepare Your Presentation

Create a brief presentation summarizing your background, experience, and your fit for the role.  Outline how you would “hit the ground running” with a 30-60-90-day plan.  Demonstrate that you are thinking as a true business partner and not just a functionary.  Don’t make it too complicated or lengthy – ask if you will have the opportunity to make your presentation and be flexible to fit the format and agenda of the interviewer(s).  Having something that you can leave behind is a good option.

Be Prepared to:

Establish Rapport

Just as interviewers should set the tone of welcoming, relaxed professionalism, the candidate should meet that with a personable, outgoing approach to everyone they meet.  Smile, make eye contact, and look for common ground to connect with people.

Answer Questions

Be prepared to answer questions about yourself and your experience, not least of which is “Why are you interested in this opportunity?”  Your motivation is important, certainly not your dissatisfaction with your current position or, “I need a job,” but “This is what excites me about your firm and this opportunity, this is what you’re looking to accomplish, and I can do it for you.”

Anticipate questions about not only the hard skills needed, but the leadership, management of others, relationship building, and cross-functional interaction, both within the organization and with customers and/or vendors.

Be direct in answering questions and don’t digress into long-winded stories.  Be prepared to use specific examples, including metrics wherever appropriate.  Make sure your answers and the examples you use fit the question being asked.  “This was the situation, this was the course of action, these were the results.”

If relocation is involved, be prepared to discuss what would be involved, in particular any family considerations that would affect the move.

Go with the Flow

Be prepared to be flexible if the schedule and/or agenda is adjusted on the fly.  Be aware of the interviewer’s manner, style, and priorities and adapt.  If you’re working with a recruiter, it may be possible to have an agenda beforehand.

Focus on Opportunity, Not Compensation

While compensation is important, your primary focus should be on the opportunity and your fit for the role.  If an interviewer asks for your expectations, you can simply state that if you are their chosen candidate for the position, you will consider any appropriate offer.  By the way, the advantage of working with an executive recruiter is that he/she will act as an intermediary, establishing compensation expectations up front.

Discuss Relo

If applicable, you should be prepared to discuss relocation, including your knowledge of or questions about the area, family considerations, plans to sell and buy a home, and timeline.  Of course, the details of relo plans become more relevant the further along you are in the interviewing process.

Be a Closer

Ask if there is anything in your background that would prevent you from moving forward in consideration.  Be prepared to clarify and address any questions or concerns.

Thank the interviewer, express your appreciation and excitement for the opportunity, and ask what the next steps are.  Exchange contact info where appropriate and remember to send a follow-up “thank you” email.

Summary

 The executive interview is a company’s investment of time and money in you.  Make sure that you are well prepared to demonstrate that it was a worthwhile investment.  Don’t be a “tire kicker”!  This is also your investment in your career and future growth.  The well prepared candidate will come away from the interview, whatever the outcome, having established good rapport and relationships with the interviewers, having learned what they need to know to make sound decisions, and having promoted their personal “brand” as a professional.

By |2024-03-05T15:11:24-05:00January 15th, 2024|Categories: Articles|

The Executive Candidate Interview…Be Prepared! (Part 1)

By: Rick Mohrman

Executive Recruiter Rick Mohrman has over eighteen years’ experience at Brooke Chase Associates in retained search placement of executives, where the firm works extensively with clients and candidates to structure and prepare for the interviewing process.

It’s a new year and companies are busy putting their 2024 plans to work, not least of which are plans for executive hires.  In a two-part series we’ll talk about Preparing for the Executive Interview on both sides of the table, the company, and the candidate.  We’ll also highlight how working with an executive recruiter can be to your distinct advantage throughout the process.  This first article addresses the company’s side – structuring, previewing, formatting, and setting the right tone.

The Need to Prepare

The executive interview is a little like courtship.  This is beyond casual dating.  It carries the intent to form a partnership and requires thoughtful interaction to discover the potential for “fit” – compatibility, unity of purpose, and a commitment to each other.

Both parties have to be fully engaged in the process – the interview is a two-way street, and for it to have real value as an effective means of communication and discovery, preparation by both the interviewer(s) and candidate is essential.

Company Prep

Preview the Candidates

Get familiar with candidates’ work history and accomplishments prior to the interview.  Review their resume and, even more important, any background an executive recruiter may have provided, either orally or in a write-up.  Previewing candidates allows the interviewing team to highlight any particular area of questioning that is relevant to the individual candidate’s background.

At Brooke Chase, along with an oral presentation and review of candidates, we provide our clients with a fact sheet that includes details not usually found in a resume.  This enables an effective and efficient use of time. Interviewers come in familiar with a candidate’s background and focused on their structured format and follow-up questions pertinent to the individual candidate, rather than having to cover the basics of work history in the interview.

Structure the Interview

Companies conducting interviews for an executive role bring varying degrees of interviewing expertise to the process.  Whatever their level of experience, interviewers need the structure of a set of predetermined, topic-specific questions appropriate to the role being filled.

Following a standard format from candidate to candidate allows the interviewing team to make a direct comparison of the candidates’ strengths and weaknesses and avoids the “gut feel” decision making based solely on subjective biases.  “Winging it” is never a good strategy.

While cultural and personality fit are truly important in selecting the best candidate, questions that address those issues should be defined and included in the standard list of interview questions.

Reviewing the candidates with an executive recruiter who has conducted face-to-face interviews is a real benefit in filling in the “gaps” in the interview structure.  We provide insight and perspective gained from our interaction with the candidate, enabling interviewers to tailor their structure to address specific hard and soft skills.

Interview Format

This prepared and structured approach is important no matter which interview format a company utilizes.  In the one-on-one format, each interviewer should have a specific area and set of questions to cover, and a “round-up” should be held upon completion so interviewers can share their results with each other.

In the panel format, one person should be appointed as the moderator, asking questions and allowing other members of the panel to pose follow-up questions that are topic specific.  The moderator’s job is to make sure the conversation stays on point and follows the schedule.

In some cases, companies have asked Brooke Chase to act as the interview moderator, especially when they are conducting a panel interview with multiple team members.  This allows interviewers to focus on the candidate’s answers, make notes, and pose follow-up questions.  It also provides a third-party “referee” who will keep the interview and discussion on track with agenda and time schedule.

Set the Tone

Interviewers must always remember that it’s a two-way street – candidates are interviewing them and, in a sense, the company, as well as being interviewed for the position.  In this setting, the interviewers are brand ambassadors, presenting the company’s culture and opportunity.

Be welcoming and personable.  Make each candidate feel important by giving them your full attention, making good eye contact, and keeping the atmosphere relaxed but professional.  And a little humor goes a long way when asking follow-up questions, even the tough ones, without making the candidate feel they are under the spotlight of an interrogation room.

Final Round – Roll out the Red Carpet

Setting the tone goes beyond being cordial in the interview.  Making the candidate feel truly welcome becomes even more important in the finalist round interviews.  If relocation is involved, this is especially critical, not only for the candidate but for their spouse and family.

Invite the spouse to accompany the candidate and arrange a time to meet them socially (include your spouses if appropriate).  Put them in contact with a trusted realtor to get their housing preferences, school requirements, and schedule a tour of the area.  You are welcoming them to a new community, home, and “family”.

Get and Give Feedback

Getting feedback from a candidate is important in several ways.  A company needs to know how the candidate processed the information learned during the interview, how that affected their motivation to move forward in the process, and what adjustments might be made in the interview format and structure.

The company should also be prepared to give feedback, emphasizing the candidate’s strengths, and noting areas of question or concern.  Never burn bridges!  Remember that you want to leave a favorable impression on the candidate regardless of the outcome of the interview.

Again, having an executive recruiter as your partner is most helpful in that it allows both candidate and company to give candid feedback to an intermediary who is skilled in communicating positives and negatives in an acceptable manner.

Summary

Successful companies carefully strategize, plan, allocate resources, and execute to achieve their goals.  Why would they invest any less in the hire of a key executive who will help them achieve those goals?  Identifying a slate of motivated and qualified candidates is only the first step in beginning the “courtship” process.

Interviewers should invest in familiarizing themselves with the candidates, structuring and formatting the interview, setting the tone of warm welcome, preparing to be brand ambassadors, and providing objective feedback.  Yes, it’s an investment of time and requires the discipline to follow the structure laid out.  But isn’t the reward of a successful hire worth it?

By |2024-03-05T15:11:02-05:00January 15th, 2024|Categories: Articles|

Regional Sales Manager – South

This is an opportunity for an individual to operate with the freedom and passion of an entrepreneur and lead a fast-growing US region to carry out the company’s vision of continued growth.  Build the Sales Team talent, champion culture, and win financially.

Assignment: 4326
Title: Regional Sales Manager – Southern Region
Industry: Cabinetry
Reports To: VP of Sales and Marketing
Location: South US

Our Client:

Founded in 1992, our client has grown from a local cabinetry company to a leading national corporation with 3 key distribution locations throughout the country.  A leading pioneer in the K&B industry for over 30 years, constantly updating and expanding selections, featuring new, innovative products and styles.  This constant product renewal ensures that the market remains stimulated and enticing, thereby increasing potential success.  The company maintains a highly efficient National Sales Team that is committed to fostering the success of its sales reps, ensuring a successful and thriving professional future.

Principal Duties and Responsibilities:

  • Develop dealer business and grow sales in a region for the company in conjunction with distribution operations in Florida and Texas
  • Direct sales development responsibility for your own working territory
  • Hire and manage independent reps in other territories throughout the region

Main Deliverables for First 12 Months of Employment:

  • Open up new K&B Dealers
  • Hire reps
  • Increase sales
  • Develop a plan for the region
  • Participate in Sales Management Meetings

Position Requirements:

  • Hard worker and entrepreneurial business-minded
  • 7+ years sales and sales leadership in building products
  • Bachelor’s degree in business or related field or equivalent experience/MBA preferred
  • Track record of business development and sales growth in the dealer channel
  • Strategic thinker with practical hands-on implementation skills
  • Experience successfully managing independent reps
  • Excellent communications skills – all levels and every format
  • Excellent time management skills
  • Able to manage Sales Team
  • Good problem solver

Contact:

Ben Durshimer
Recruiter
bdurshimer@brookechase.com
941-914-9162

By |2024-01-10T11:37:17-05:00January 10th, 2024|Categories: Current Searches|

Vice President of Sales – Upper Midwest

In a newly created role, reporting to the COO, for someone who is a strategic thinker and also loves developing business and leading a sales team by example.  A tremendous growth opportunity for a dynamic individual who will lead the expansion of the team, showroom and builder presence, and market territory.

Assignment: 4325
Title: Vice President of Sales
Industry: Cabinetry
Reports To: Owner
Location: Upper Midwest

Our Client:

Our client is a well-established, privately held, and growing manufacturer of custom cabinetry.  Having recently moved to a new facility with expanded capacity and showroom, the company is well organized with specific strategic plans and an established foundation for growth.

Principal Duties and Responsibilities:

  • Develop and implement strategic sales plans to achieve goals for growth
  • Build and maintain strong relationships with key clients, partners and stakeholders
  • Develop, train, and manage an effective and responsive sales and design team
  • Research, develop, and manage strategies to maximize territory
  • Using the current showroom as a model, develop a template for replication in expanding showroom presence geographically
  • Participate in pricing and margin models and maximize revenue profitability

Position Requirements:

  • Minimum 10 years’ experience in cabinetry, 3-5 in sales management
  • Custom cabinetry experience, with exceptional value-based consultative sales and closing skills
  • Showroom/dealer and builder/contractor sales experience
  • Results driven, with a history of developing and managing a highly effective sales team
  • Both a strategic thinker and a hands-on implementer
  • Loves developing business, leading by example
  • Has participated in developing process and structure
  • Knowledge of costing, pricing, quoting and margin analysis
  • Market intel – understands trends, responds and applies to adapting sales strategy
  • Proven ethical team player
  • Strong computer skills – intermediate to advance MS Office, 2020 or other design programs, CRM (company uses Pipedive)

Contact:

Veronica Salas
Recruiter
vsalas@brookechase.com
941-263-3680

By |2024-01-10T12:18:02-05:00January 9th, 2024|Categories: Current Searches|
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