A few weeks ago Mohawk announced a strategic realignment of its residential sales and marketing organization “to better meet evolving customer needs and simplify the flooring journey.” The idea was to become easier to work with while delivering greater clarity and consistency across every customer touchpoint. But what exactly does that mean? Every company claims to be “customer centric,” “all about the customer” and “putting the customer first.”
It all begs the question: Specifically, how does Mohawk’s realignment benefit the floor covering dealer?
“Our approach to being truly customer centric starts with understanding the entire journey,” said industry veteran Jeff Meadows, the newly appointed president and chief commercial officer. “It’s important to consider how consumers discover us, interact with our brand, shop our products and ultimately purchase through our customers. To support that journey, we’re working toward a more cohesive and unified go‑to‑market strategy across sales, marketing and retail. This includes elevating the consumer experience on our website, so it becomes not just a strong flooring site but an inspirational destination that encourages them to stay longer, explore more, use the dealer locator and request samples. Ultimately, this creates more qualified leads for our customers and a more consistent, compelling brand experience across every touchpoint.”
First, a little background. Mohawk announced a new channel-focused structure with two dedicated channel teams within its residential organization. The professional team will serve specialty flooring retailers, builders and multifamily customers who manage product selection, sales and installation. There is also a consumer team that will deal with DIY customers and the channels that support them.
Meadows will oversee both teams and strengthen alignment between sales and marketing. As part of the realignment, Jason Randolph was promoted to senior vice president of the professional team, and Laura Bartley was elevated to vice president of customer loyalty and rewards, charged with leading programs “designed to drive customer success and long-term growth.” Again, how does this help the specialty retailer?
“Bringing all customer-facing functions under one umbrella allows us to move faster and deliver more solutions,” Meadows said. “From strategy and merchandising to marketing, sales and service, this structure creates a more seamless experience. We know there are a few things we need to do really well, and it’s easier when everyone is under one umbrella. We want customers for life. But it’s how you execute that experience with them that’s going to make it happen.”
Meadows has a 44-year track record in this industry. So it’s safe to say he’s seen it all. But how will that translate into dealer success with Mohawk? “First and foremost, it’s the relationships I’ve built over the years,” he told FCNews. “I’ve known many of our customers for a very long time, often through multiple generations. Whether it’s the business their father started or one they started themselves, these relationships have lasted. Many of our large customers are still in the business, and they could be around my age.”
One thing that hasn’t changed, Meadows said, is the importance of relationships. “When I started, relationships were crucial, and they are even more so today. People still buy from people they trust and know. Over the years, I’ve made a point to listen to our customers, understanding their needs and finding better ways to do business. I’ve also focused on helping them solve problems on their floors and run their businesses more efficiently.”
Relationships are one thing, but at the end of the day, dealers care about one thing: making money. The suppliers that win the day are the ones who help dealers make the most money. What will Mohawk do differently under Meadows’ leadership?
The big takeaway is Mohawk will operate with more connectivity than ever. “Before, marketing was a group, sales was a group, product management was a group, and all those people were working hard to make our customers happy,” he explained. “By bringing all that together, the connectivity we can add to the company is much higher. It’s one group, seamless.”
Often with big companies, the product management team will hand something off to marketing, and then the sales organization sees everything when it is done. It’s almost as though departments work in their own silos. “It makes more sense for sales to be on the front end of everything,” Meadows said. “Sales has a better feel for how our competitors market their products because they are in the stores all the time.”
He also talked about the need to shift the focus more externally, toward customers, rather than internally. “We really need to listen to them and understand that they are in business to make money,” he said. “The supplier who helps them maximize their profits will likely be their supplier for life. To achieve this, we need to make sure we have strong relationships, innovative products and a wide range of offerings.
The other focus is strengthening Mohawk’s brand presence both online and in retail stores. “While our portfolio brands like Karastan and Pergo remain important, we’re shifting toward a more Mohawk‑centric experience,” Meadows said. “By putting Mohawk front and center for both consumers and retail sales associates, we can build stronger brand recognition, trust and loyalty across the entire shopping journey from browsing online to purchasing in-store.”
To that end, Mohawk is enhancing its consumer website. “We are after disposable income, so it’s not good enough to have a website that is better than other flooring websites,” he said. “They have to match up to companies like Kohler. We are also working on the way they order. Because of the connectivity, the consumer will have the same experience online as she will in the store. It will be a seamless experience.”
