William Mitchell: Vice President, Commercial & Residential in Hilton Head Island, SC

VIRGINIA TILE COMPANY, Livonia, MI 2017 – 2019 A private equity owned distributor of porcelain, stone, and ceramic tile, and related products for residential and commercial residential applications. Vice President, Residential & Commercial Sales Advanced long-term business objectives, spurring revenue growth, enhancing overall business performance, and optimizing employee performance by leading the sales integration and consolidation of three, distinct, private equity-owned businesses. Actively participated in positioning and presenting the company in a transaction process. Accountabilities included complete oversight of $200M in annual sales, 12 direct reports, and 70 indirect reports. Value & Results: ? Change Management: Improved comparative advantage, prevented salesforce obsolescence and reduced costs by designing and leading change initiatives that integrated three discrete sales organizations, optimized organizational spans and layers, and created two distinct Residential and Commercial business units. ? Variable Compensation Program: Established a pay-for-performance culture through the development and implementation of a variable compensation structure that focused the sales teams on maximizing customer potential and reduced variable costs through equitable rewards based on delivered performance. ? Process Standardization: Significantly improved salesforce efficiency and effectiveness by developing and implementing standardized customer management processes and supporting CRM system, capabilities, measures, metrics, and visual management. SC JOHNSON PROFESSIONAL™—THE DEB GROUP, Charlotte, NC 2015 – 2017 A leading manufacturer of Industrial and Institutional (I&I) cleaning and skin care products. Senior Vice President, Institutional Sales Transitioned the cornerstone acquisition of Deb into the new SC Johnson Professional™ by assessing and building foundational capabilities, developing a top-performing leadership team, resulting in successfully recreating SC Johnson Professional™ in the B2B marketplace following a five-year absence. Additionally, we expanded Deb’s small distribution skincare go-to-market model into a market leading, customer-preferred floorcare, surface, and skincare distribution market model, resulting in the successful return of SC Johnson Professional™ in 2017. Value & Results: ? Innovative Distribution Strategy: Broke barriers to market entry and gained access to new, top-tier distribution by transitioning business from Deb’s historic small distribution skincare go-to-market model to a new, innovative floor, surface, and air care product range and multi-channel go-to-market model. ? Sales Strategy: Accelerated advancement of company goals and business development by installing a talented, results-oriented leadership team and by aligning sales resources with new go-to-market model. ? Business Growth & Expansion: Delivered planned business launch, expansion and delivered budgeted growth through targeted distribution. GUARDIAN BUILDING PRODUCTS, Greenville, SC 2014 – 2015 One of the largest distributors of fiberglass insulation, roofing, gypsum and related building products in North America. Vice President of Sales Created business vision informed by voice of market and customer insights resulting in a reengineering of the business structure, supporting and enhancing the organization’s growth strategy following the business carve-out from Guardian Industries. Created processes and procedures to improve business performance, increase profits, reduce costs, and optimize sales team results. WILLIAM R. MITCHELL PAGE 2 Value & Results: ? Cost Leadership: Transitioned 26 individual branch profit center P&L’s to one central P&L while centralizing and leveraging common administrative and support tasks resulting in reduced costs and reversing negative earnings to positive EBITDA. ? Sales Excellence: Created a culture of sales accountability by designing and executing new sales processes that clearly prioritized, focused, and measured the sales team against consistent measures and metrics resulting in delivering greater value at lower cost. ? Sales Compensation and Customer Management Programs: Developed and implemented a new sales compensation structure and customer management programs which more closely rewarded team members for individual value creation. KIMBERLY-CLARK CORPORATION, KIMBERLY-CLARK PROFESSIONAL, Roswell, GA 1988 – 2014 An American global personal care corporation that produces mostly paper-based consumer products. Director, Go-To-Market Insights and Strategy (2012 – 2014) Appointed to lead new transformational initiative to gain customer, distributor, and market insights to shape responsiveness and influence marketplace shifts. Rapidly demonstrated impact and value by launching the company’s first-ever detailed customer path-to-purchase research. Oversaw two long-term consulting engagements, namely Boston Consulting Group and McKinsey. Value & Results: ? Market Research: Insights informed a route to market strategy shift by leading a two-year, $4M corporate initiative to develop market and customer insights including customer shopping and buying habits, distributor business models, and approaches to supplier relationships. ? Change Management: Strengthened competitive advantage by developing and presenting a robust, actionable business case for change, building support, achieving buy-in, and spearheading implementation. Achieved organizational alignment through inclusion of 120 cross-functional employees engaged in 16 parallel cross-functional work streams, creating consistent employee buy-in and strategy alignment. ? Channel Strategies: Realigned enterprise to more efficiently tailor customer and distributor value creation propositions and spawn channel specific non-product innovative approaches to win new customers. ? Corporate Restructuring: Accelerated change through implementation of corporate restructuring plan, redefining roles and responsibilities, assessing talent, aligning marketing resources, stratifying distributors, building capability, and improving communication and digital presence. ? Sales Effectiveness: Transitioned CRM from transactional sales data tool to enterprise enabler, leveraging marketing, and sales data capabilities to define prioritized customer relationships, direct sales resources, improve customer loyalty, retention, and bottom-line profitability. Director, North American Cleaning & Hygiene Channel Sales (2007 – 2012) Introduced and drove market-segment sales approaches and enabling tools to halt negative sales trends and to reposition core business channel for success. Accountable for $900M sales, four senior sales managers, and 230 matrix / indirect reports. Value & Results: ? Turnaround Leadership: Reversed declining sales, successfully restoring top-line to marketplace levels for base business while doubling marketplace growth rate for national accounts. ? Channel Margins: Improved channel margins by 250 basis points and reduced churn 200 basis points through improved price and promotion management, and by improving distinctive product mix. ? New Product Performance: Implemented a new platform-focused marketing approach that created non-product value and generated more than $35M in incremental first-year sales. Director, Global Business Development (2003 – 2007) Led the transition of KCP’s $600M developing and emerging business structure from a local, multinational go-to-market strategy to a unified, global B2B organization in Asia-Pacific, Africa, and Latin America. Oversaw B2B sales expansion and market approach in 16 countries across five global regions. Value & Results: ? Sales Effectiveness: Implemented common customer management and sales capabilities delivering 20% to 100% growth in global developing and emerging markets. ? Global Business Planning Process: Standardized 20 individual country business planning approaches into one common global business planning process, resulting in uniform global measures and metrics. ? Global Brand Strategy: Successfully transitioned historic country-specific local brands into one consistent, global brand architecture resulting in improved parent, and product, brand equity and cost by transitioning 120 local brands into seven global brands. ADDITIONAL EXPERIENCE: KIMBERLY-CLARK CORPORATION, KIMBERLY-CLARK PROFESSIONAL General Manager, Kimberly-Clark Taiwan ? Director, Global Sales Capability, Asia-Pacific ? Director, Sales Capability, North America ? District Sales Manager, Mid-South Sales District AMCAST INDUSTRIAL—SUPERIOR VALVE DIVISION Senior Sales Representative, IL ? Sales Representative, MO ? Customer Service, PA