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.

Required Experience and Qualifications

• 15+ years of commercial leadership in low-voltage building systems, with clear, current depth in Building Automation Systems (BAS) and Security, DAC's two strongest product lines. Proven expertise across these two lines is the priority.

• Fire Alarm is an emerging line for the platform. Expert Fire Alarm experience is a plus, not a requirement. What matters is the ability to learn it and help stand it up. We are not seeking equal expert-level depth across all three lines.

• Proven experience writing and deploying an integrated, multi-service-line sales plan and building and scaling a diverse sales and business development organization, not simply managing an existing one, ideally in a multi-office / multi-site environment.

• A hands-on player-seller who personally carries and closes major accounts, comfortable operating with few layers between the leader and the field.

• Demonstrated ability to enter a new organization, establish pipeline credibility, and generate meaningful bookings within the first two quarters.

• Strong commercial and financial judgment, including gross margin, contract risk, working capital, customer concentration, delivery capacity, and the distinction between pipeline activity and profitable, executable backlog.

• Executive range: credible in the C-suite, the boardroom, and with a private equity sponsor, and equally comfortable in the field doing the work.

• Demonstrated success selling into Healthcare, Education, and Data Center / Critical Infrastructure, or directly transferable complex vertical markets.

• Working command of factory-certified OEM distribution and contractor / service-delivery models with manufacturers such as Siemens, Schneider, JCI, and Honeywell.

• Demonstrated success selling across both construction / project work and recurring service and ITM: inspection, testing, maintenance, repair, move / add / change, retrofit, and upgrade.

• Experience growing recurring service revenue and improving gross margin through pricing and mix, not discounting, with the CRM and forecasting rigor to run a reliable operating cadence.

Strongly Preferred

• Experience in a private-equity-backed platform, especially through a buy-and-build / roll-up strategy.

• Hands-on commercial integration of acquired companies, including team, systems, and comp harmonization.

• Experience standing up or expanding a new service line (for example, Fire Alarm) within an existing integrator.

Core Competencies

• Strategic go-to-market: architects a commercial strategy and connects it to enterprise value.

• Team builder: attracts, assesses, and retains A-player sales talent.

• Accountability: sets standards, holds the line, and manages to the number.

• Change leadership: leads teams and customers through acquisition and change without losing momentum.

• Commercial credibility: earns trust with technical buyers, OEM partners, and complex-vertical customers.

• Operating rigor: data-driven, forecast-accurate, and comfortable in front of a PE board.

• Player-coach: operates from the boardroom to the field, sells personally, and builds through direct, hands-on leadership rather than layers of management.

• Speed to impact: rapidly converts existing relationships, pipeline, and market opportunities into profitable bookings.

• Talent decisiveness: quickly identifies who can perform, who can develop, and where the organization must upgrade.

• Enterprise leadership: aligns branches, service lines, and acquired companies around one commercial strategy while maintaining local accountability.

• Fit: high integrity, low ego, coachable, and additive to culture across acquired teams.

How Success Is Measured (First 12 to 18 Months)

• Existing pipeline, sales talent, strategic accounts, and bookings gap assessed within the first 30 days, with an immediate backlog acceleration plan in execution.

• Material, profitable bookings generated within the first two quarters from priority pursuits, installed-base expansion, cross-selling, and strategic relationships.

• Qualified-pipeline coverage established by branch, seller, service line, and vertical, with clear visibility into the actions required to hit the bookings plan.

• An integrated, multi-service-line sales plan written, approved, and in execution within the first 90 days.

• Platform bookings and revenue on plan, with forecast accuracy within roughly 10%.

• Sales organization built out to required capacity, with quotas, comp, and territories installed and a bench in place.

• Each acquired sales team integrated onto one playbook, CRM, and comp structure within the defined post-close window.

• Recurring / service revenue growing as a share of gross profit, with margin holding or expanding.

• A reliable weekly and monthly commercial operating cadence the CEO, Board, and sponsor can trust.