Vice President of Sales

Organization Build and Team Leadership Build and upgrade the team: assess the existing team's capability, production, pipeline quality, and coachability, then recruit, structure, and lead a diverse commercial team across all product and service lines and acquired businesses, making timely calls on development, role alignment, and talent upgrades. Role Summary The Vice President of Sales will build and lead an integrated commercial model in a fast-growing market, capturing integrated sales opportunities across the low-voltage portfolio of BAS, Security, and future Fire Alarm rather than selling them as separate product lines.

Role Summary The Vice President of Sales will build and lead an integrated commercial model in a fast-growing market, capturing integrated sales opportunities across the low-voltage portfolio of BAS, Security, and future Fire Alarm rather than selling them as separate product lines. This is a hands-on builder-seller, not a manager of managers. The successful candidate will write the strategy, get in front of customers to sell the company and its integrated capabilities directly, and develop a diverse team of sales and business development professionals to carry it across the platform. The immediate mandate is to produce meaningful, profitable, and executable backlog while assessing and scaling the commercial organization, delivering measurable bookings within the first two quarters. The role operates across the full range, from the C-suite, the boardroom, and the private equity sponsor down to the field, personally rolling up their sleeves and doing the work rather than running it through several layers of people. It reports to the CEO, sits on the executive leadership team, and serves as the commercial engine behind an active acquisition strategy, folding acquired sales teams into a single, repeatable go-to-market. Key Responsibilities Commercial Strategy and Integrated Sales Planning Write and deploy: one integrated sales plan that captures cross-line opportunities across the low-voltage portfolio of BAS, Security, and future Fire Alarm, aligned to the platform's value creation plan and revenue targets. Design: the go-to-market model, including centralized versus branch-led coverage, account segmentation, territory design, and named-account strategy for the priority verticals. Build: a cross-sell and bundled-services motion that grows recurring service revenue as a share of gross profit, not just project bookings. Balance and grow: the right mix between construction (project and install) sales and recurring service and ITM revenue, spanning inspection, testing, maintenance, repair, move, add, and change, retrofit, and upgrade work. Organization Build and Team Leadership Build and upgrade the team: assess the existing team's capability, production, pipeline quality, and coachability, then recruit, structure, and lead a diverse commercial team across all product and service lines and acquired businesses, making timely calls on development, role alignment, and talent upgrades. Install: standardized roles, quotas, incentive plans, and a coaching and accountability rhythm that scales with the platform. Develop: a bench of A-player sales talent ahead of growth, so commercial capacity leads the acquisition plan rather than lagging it. Revenue Growth and Pipeline Management Front: personally lead major customer pursuits, representing DAC to its largest and most strategic customers and selling the company and its integrated capabilities directly, not from behind a desk. Accelerate: near-term backlog by identifying and personally leading the most winnable opportunities within the existing pipeline, installed customer base, OEM ecosystem, and strategic relationships. Inspect and qualify: pipeline rigorously, with clear stage definitions, close-date integrity, next-step accountability, and disciplined bid / no-bid decisions that steer sales and estimating resources toward the strongest probability, margin, customer fit, and executability. Own and instrument: the top line (bookings, revenue, win rate, margin, forecast accuracy) with CRM discipline, pipeline governance, and a weekly and monthly operating cadence that gives the CEO and sponsor a reliable forward view. Drive: pricing discipline and margin expansion across service lines, moving the mix toward higher-value recurring and service revenue. M&A Commercial Integration Provide: commercial diligence support on acquisition targets, assessing sales teams, pipeline quality, customer concentration, and revenue durability. Integrate: each acquired sales organization onto one playbook, CRM, comp structure, and brand within a defined post-close window. Unlock: cross-sell of the full DAC service portfolio into acquired customer bases as a core source of organic growth. Vertical Market Development Provide: go-to-market leadership in DAC's priority verticals: Healthcare, Education, and Data Center and Critical Infrastructure, where technical credibility and specification-level relationships win the work. Build: vertical value propositions, reference accounts, and specialized pursuit teams for the largest and most complex opportunities. Channel and OEM Ecosystem Own and expand: factory-certified manufacturer relationships across the ecosystem, including Siemens, Schneider Electric, Johnson Controls, and Honeywell, managing distribution, certification, and co-sell dynamics. Leverage: OEM partnership at both the distribution and the contractor / service-delivery level, balancing manufacturer programs with DAC's independent, multi-line integrator position. Cross-Functional and Sponsor Partnership Partner: closely with operations, estimating, and finance so that what is sold can be delivered profitably. Serve: as a credible commercial voice to the Board and the sponsor's operating team, contributing to KPIs, value creation planning, and the exit narrative.