Home Depot leadership page reveals priorities, from supply chain to online sales

The page is a map, not a ceremony

Home Depot’s leadership page is useful because it shows where power actually sits. At the top is Ted Decker, the company’s chair, president and chief executive officer, and below him is a bench built around merchandising, customer experience and online, supply chain and product development, Pro, HR, technology, finance, legal, and marketing. That structure matters to store teams because it reflects how the business really runs, from keeping shelves full to making sure digital tools and delivery promises work on the floor.

The scale behind that org chart is hard to ignore. Home Depot says it is the world’s largest home improvement retailer, with more than 2,350 stores and approximately 475,000 associates. Its investor materials say the company has more than 2,300 retail stores in the United States, Canada and Mexico, and it reported fiscal 2025 net sales of $164.7 billion and earnings of $14.2 billion. In a company that large, the leadership page is not just a who’s-who list. It is a working guide to how decisions move through a huge frontline workforce.

Why supply chain and merchandising sit so close to the center

The clearest message in the leadership structure is that inventory is strategy. Home Depot’s 2025 annual report says “knowledgeable associates and on shelf availability are critical to the store experience,” and it says the company is empowering associates through training, product knowledge, process simplification and technology. That helps explain why supply chain and product development have high-level leadership, and why merchandising remains a core executive function instead of a back-office afterthought.

For associates, this is the part of the org chart that speaks most directly to day-to-day frustration. If a product is out of stock, late, poorly allocated or not showing up in the right quantities, the issue likely belongs somewhere in the supply chain and product development lane. If a category mix feels off, or a supplier-driven innovation is being pushed hard, that is where merchandising comes in. The annual report’s emphasis on on-shelf availability makes one thing plain: the company still sees the aisle, not the spreadsheet, as the real test.

That also explains why merchandising keeps a direct line to supplier relationships and product strategy. Home Depot says its merchandising team partners with leading suppliers to deliver innovation, exclusivity and everyday value. For store leaders, that means the people shaping the assortment are not just buying product, they are deciding which solutions matter to customers walking in with a project and a timeline.

Customer experience and online are tied together on purpose

The page also shows that Home Depot does not treat digital as a separate universe from the store. Customer experience and online sit together, which is a clue about how the company wants shoppers to move between the app, the website and the aisle. That matters to associates because a customer-facing change is increasingly likely to show up everywhere at once, whether it involves search, fulfillment, pickup, delivery, returns or service prompts.

For store teams, this combination helps explain why a change that looks like an online update can create real operational work in the building. A shift in customer experience can change what customers expect at the service desk, at pickup, on the sales floor and during delivery handoffs. When customer experience and online are linked at the top, store execution is no longer separate from the digital journey. It is part of the same operating system.

That is also where the company’s scale gets personal. A policy change that affects how shoppers find items, check availability or receive orders does not stay in corporate. It lands with associates who have to answer questions, solve exceptions and keep the project moving when the customer is already halfway through a renovation.

Pro is not a side channel

The leadership page makes another important point: Pro is treated like a major business line, not a niche add-on. That matters in a business built on contractors, remodelers, property managers and other repeat buyers who care about speed, availability and service consistency. By placing Pro alongside the other major executive functions, Home Depot is signaling that the professional customer is central to how the company grows.

For store associates, that means Pro issues should be understood as core business issues. Jobsite delivery, bulk orders, special sourcing, account relationships and service reliability are not peripheral tasks. They are part of a revenue stream that depends on trust and repeat business. A store that serves Pro customers well is not just checking a box, it is protecting one of the company’s most valuable relationships.

This is why the leadership page is useful for escalation. If a problem touches contractor fulfillment, special orders or customer commitments to a jobsite, it is not the same as a routine retail question. The fact that Pro has executive-level visibility tells store managers where the company expects those decisions to be made and why speed matters.

What Ted Decker’s path says about the company

Decker’s own career path is a clue to Home Depot’s leadership culture. He was named president and CEO effective March 1, 2022, and he was elected chair of the board effective October 1, 2022, succeeding Craig Menear in both roles. Before becoming CEO, he served as president and chief operating officer starting in October 2020. That progression matters because it shows the company elevated an operator with deep merchandising and store experience, not someone floating above the business.

As chief merchant, Decker was responsible for store and online merchandising, merchandising strategy, services, vendor management, marketing and the in-store environment. That background helps explain why the current structure links store and digital work instead of separating them. It also suggests what the company values in its top leaders: people who understand the customer, the shelves, the vendors and the operational tradeoffs that shape daily execution.

The leadership roster around him includes senior leaders across finance, legal, technology, HR and marketing, along with names such as Richard McPhail, Teresa Wynn Roseborough, Michael Rowe, Stephanie Smith, Deepak Arora, Angie Brown, Molly Battin, John Deaton, Ann-Marie Campbell, Billy Bastek and Jordan Broggi. Even without reading every bio, the message is clear: Home Depot is run through a mix of store, supply, digital and corporate functions that all have a seat at the table.

What it means for careers and escalation

For associates who want to build a future inside the company, the leadership page is a reminder that expertise can travel. Someone who becomes deeply fluent in supply chain can move toward inventory, replenishment or operations work. An associate who knows category strategy and supplier dynamics can build toward merchandising. Someone who thrives on contractor service can lean into Pro. And an associate who keeps finding ways to simplify workflow with tools and training may find a path into technology or people development.

The practical takeaway is simple: know which function owns the problem before you escalate it. Inventory flow, delivery timing and availability point toward supply chain and product development. Customer-facing and omnichannel issues point toward customer experience and online. Training, scheduling and workflow questions often touch HR and technology. Category decisions and product mix sit with merchandising. Pro concerns belong to a business line that gets executive attention, not a side door.

For a company doing $164.7 billion in sales with more than 475,000 associates on the payroll, that kind of map is not trivia. It is how the biggest home improvement retailer in the world turns leadership structure into store execution, and how associates can read the company with a little more precision every day.