Top 25 Supply Chain Leaders in Home & Decor Brands in USA 2026

Scott Clark leads global logistics and supply chain at At Home, a retailer that lives on the breadth of assortment and fast seasonal turns. That combination puts pressure on inbound planning and store-ready flow. His background is well-suited to that kind of complexity, with extensive experience in logistics, transportation, operations, and inventory leadership across large retail networks.

Clark’s work revolves around balancing cost-to-serve with availability and reducing the friction between import flow, distribution centers, and stores. He is recognized for focusing on the unglamorous levers that actually move the needle in Home & Decor. These are inventory productivity, disciplined transportation spend, and keeping the network steady when demand shifts.

John Legg- Chief Supply Chain Officer, Lovesac

Builds end-to-end capacity for a modular, variant-heavy model—scaling fulfillment without eroding the delivery promise.

John Legg is the supply chain leader at Lovesac, where the customer experience is tied directly to delivery execution and product availability. Lovesac sells modular furniture, which sounds simple until you have to manage variants, packaging, and a delivery promise that has to work at scale.

Legg’s career has been built around turning operations into a growth engine. He has led supply chain strategy in roles where the business could not hide behind “industry constraints.” If the product is delayed, the customer notices. If the delivery is sloppy, the brand pays for it. At Lovesac, his role sits across manufacturing partners, planning, inventory, and distribution. The work is about consistently building a system that prevents growth from automatically leading to chaos.

Cheryl Carpenter - VPWest Elm

Connects merchandising intent to operational reality across retail and contract—where timelines are non-negotiable.

Cheryl Carpenter brings a blend you do not always see in this space. It includes deep product-side leadership paired with operational instincts. At West Elm, her influence has been tied to supply chain, operations, and the West Elm Work business, where lead time, reliability, and project delivery are non-negotiable.

She has worked in both contract furniture and retail home furnishings, which means she understands two different versions of pressure. Retail demands speed and freshness. Contract demands precision, coordination, and execution against timelines.

What puts her on this list is her ability to connect planning and supply decisions to real commercial outcomes. These outcomes are margin, service levels, and the ability to deliver at the pace customers expect, whether the “customer” is a household or a large workspace project.

Pete Sidler - VP, Supply Chain Operations , Crate & Barrel

Executes complex fulfillment and home delivery at scale, tightening service levels while controlling cost-to-serve.

Pete Sidler runs supply chain operations at Crate & Barrel, a business where the mix is tough. They sell furniture, decor, small parcels, and home delivery, all living under one brand promise. That makes the network design more complicated than it looks from the outside. His track record is tied to scaling fulfillment and distribution operations while maintaining tight delivery performance.

In Home & Decor, service failures show up as dents, cracks, missed windows, and high-cost returns. These are problems that get expensive fast. Sidler’s strength is operational clarity. He is known for running enterprise-scale execution: distribution center performance, last-mile coordination, and the processes that keep large assortments moving through the system without creating unnecessary touches.

Chris Kaye - SVP, Supply Chain Arhaus

Treats supply chain as brand protection—reliability and delivery experience in a premium, high-value category.

Chris Kaye leads supply chain at Arhaus, where product is premium, delivery is part of the brand, and customers expect a high-touch experience. In that setting, supply chain is not just cost control; it is reputation management. Kaye has built his career in large-scale distribution and logistics roles, including complex retail networks.

It matters because furniture supply chains are not forgiving. You deal with supplier variability, long production cycles, import constraints, and the constant need to keep showrooms and e-commerce aligned.

At Arhaus, his work centers on balancing growth with discipline, comprising the right inventory, clean inbound flow, dependable home delivery, and the behind-the-scenes coordination that keeps a premium experience from falling apart at the last mile.

Brian Matthew - VP, Supply Chain Parachute Home

Keeps a DTC essentials business in stock without overfunding inventory—forecasting and working-capital discipline.

Brian Matthew leads supply chain at Parachute Home, a brand that built itself on a clean product story and a direct relationship with customers. That puts extra pressure on planning and availability because there is no retail partner to buffer stockouts or late arrivals.

His background includes exposure to large-scale logistics and fast decision-making cycles, which translate well to a DTC home essentials business. Bedding and bath are not as heavy as furniture, but the demand curve is sharp around promotions, product drops, and seasonal refreshes.

Matthew’s work is about keeping the basics reliable while the catalog evolves. These basics are forecasting, inventory placement, and sales-and-operations planning that can absorb spikes without bloating working capital.

Brad Voelpel - SVP, Supply Chain & TransportationSerena & Lily

Leads global logistics and last-mile performance in an import-driven model where landed cost and service are inseparable.

Brad Voelpel oversees supply chain and transportation at Serena & Lily, where the mix includes imported goods, furniture delivery, and small parcel. His scope stretches from origin operations and trade compliance to domestic freight and home delivery. That end-to-end lens is why he stands out.

Many leaders specialize in either planning, freight, or DC operations. However, Voelpel’s work spans the entire flow, including the messy middle: drayage, consolidation, customs, and the carrier strategy that keeps product moving when capacity gets tight.

In Home & Decor, shipping costs can erase margins fast. His focus on mode choices, compliance, and network execution is the kind of practical leadership that protects both service levels and profitability.

Shane Wike - VP Supply Chain, Brooklinen

Systematizes DTC operations—process rigor that turns promo-driven volatility into predictable execution.

Shane Wike leads supply chain at Brooklinen, a DTC brand that operates in the real world of promotions, fast replenishment cycles, and high customer expectations. Bedding looks simple until you manage size/color combos, packaging constraints, and demand volatility around campaigns. Wike’s experience includes large-scale retail operations and process improvement, which shows up in how DTC brands mature. 

Early growth often relies on hustle. Later growth requires systems: better forecasting, cleaner inventory health, tighter vendor performance, and fewer fulfillment surprises. He is on this list because he represents the “build the machine” phase. That turns a fast-growing home brand into a supply chain that can scale without constantly fighting fires.

Fernando Garcia - CSCO & President, Home Delivery RH

Builds premium home delivery as a core capability—making the last mile part of the brand, not a vendor exception.

Fernando Garcia runs supply chain and home delivery at RH, which is a different kind of pressure. RH’s customer promise is tied to timing, white-glove delivery, and a premium experience that feels neither improvised nor rushed.

Garcia’s story is grounded in home delivery execution. He built and operated a last-mile business before moving into RH leadership. That matters because heavy-goods delivery is not theoretical. It is routing, damage prevention, appointment management, and the customer’s living room.

At RH, he oversees the delivery network as part of a broader supply chain mandate.

He is recognized for treating the last mile as a core capability rather than a vendor problem. It is an approach that fits luxury Home & Decor, where service is part of the product.

Romain Blondel - Supply Chain & Operations Director ,Yellowpop

Operationalizes a startup supply chain across factories, warehouses, and CX—structure early, scalability later.

Romain Blondel leads supply chain and operations at Yellowpop, a modern home decor startup operating across multiple production locations and warehouses. Startup supply chains are usually fragile. The good ones become resilient early, and that too, before volume forces painful lessons.

Blondel’s background includes high-standard industrial supply chain work, which shows in his focus on structure. This includes production coordination, cross-border flow, inventory, and customer service that does not collapse when demand jumps.

Yellowpop’s model combines global sourcing with direct-to-consumer fulfillment, requiring tight control over lead times and clear handoffs between factories, warehouses, and the customer. His role is a reminder that even “small” decor brands need serious operational leadership to grow cleanly.

Brandon Hinkley - Supply Chain DirectorThos. Moser

Brings planning discipline to handcrafted manufacturing—materials, lead times, and quality held to premium standards.

Brandon Hinkley runs the supply chain at Thos. Moser, which is a business rooted in craftsmanship and made-to-order discipline. The supply chain challenge here is not mass volume. It is the precision of materials, lead times, and quality standards that support premium furniture.

Hinkley’s background is grounded in logistics and procurement, and he has built his career across diverse operating environments, from large organizations to smaller ones that maintain high standards. That range matters in furniture manufacturing, where constraints look different from those in retail distribution.

He stands out because he represents the manufacturing side of Home & Decor leadership. He finds the answer to how you manage inputs, production planning, and inventory to protect both craftsmanship and delivery reliability.

Kristin (Orlando) Monteleone - VP, Head of Product & Supply Planning, Ralph Lauren Home

Aligns product strategy and supply planning—availability and margin control inside a global lifestyle brand.

Kristin Monteleone leads product and supply planning for Ralph Lauren Home, a role that sits at the intersection of brand and operations. In premium lifestyle categories, planning is not just “forecast and buy.” It is managing assortment complexity while keeping availability and margins intact.

She is known for driving transformation, including improved planning processes, stronger inventory management, and teams capable of handling global retail and wholesale flows. That includes the hard calls. They are: where to hold inventory, what to prioritize, and how to manage seasonal shifts without overreacting.

Her leadership reflects the way Home divisions inside large brands operate today. Planning is strategic, digital tools matter, and the supply chain team must understand both product storytelling and operational realities.

George M. Mathew - VP, Certifications & Supply Chain, Avocado Green Brands

Turns sustainability into auditable operations—certified sourcing, traceability, and supplier controls that hold up.

George M. Mathew oversees certifications and supply chain at Avocado Green Brands, where the supply chain also serves as a proof system. In sustainable bedding and mattresses, claims must be backed by traceability, testing, and supplier oversight. They cannot be just marketing language.

Mathew’s work focuses on the supply base and the standards behind it. That involves organic materials, safety requirements, and consistent verification across vendors. That adds layers of complexity to sourcing, but it also protects the brand.

He is on this list because sustainability is becoming operational in Home & Decor. Leaders like Mathew show what that looks like when it is real: supplier documentation, material integrity, and processes that keep compliance and product flow aligned as the business grows.

Alan R. Staples - Sr. Director, Purchasing & Supply Chain Accounting , Loloi Rugs

Bridges purchasing and supply chain accounting—landed cost accuracy and clean vendor data that protect margin.

Alan R. Staples leads purchasing and supply chain accounting at Loloi Rugs. It is a reminder that Home & Decor's supply chain is as much about numbers as it is about trucks. Rugs are heavily import-driven, SKU-heavy, and sensitive to freight timing and cost. 

Staples’ scope includes cost accounting and vendor management, which means he lives in the realities of landed cost, invoice accuracy, and clean master data. Those details decide whether assortments are profitable and whether replenishment signals make sense.

He stands out because he connects finance and operations in a practical way. In this category, the cleanest supply chains are often the ones with the best data. The data is around accurate product attributes, reliable vendor performance, and a tight handle on cost-to-serve.

Amit Devpura - VP, Supply Chain & Logistics, Nourison Home

Modernizes planning and S&OP in a demand-driven category—tech-forward rigor tied to execution outcomes.

Amit Devpura leads supply chain and logistics at Nourison Home, where planning and execution have to work across a broad decor mix. His background is shaped by transformation work, including building S&OP discipline, strengthening demand planning, and integrating digital tools into day-to-day decision-making.

He is known for taking an analytical approach without losing the operational thread. In Home & Decor, data helps, but it only matters if it translates into better inbound flow, cleaner inventory, and fewer misses at the customer level.

Devpura represents a newer generation of home supply chain leadership. He does so using AI and machine learning to plan, tighten operational controls, and treat the supply chain as a system that can be redesigned rather than a set of inherited processes.

Brent Lancaster - Sr. Director, Supply Chain Operations, The Brand House Collective

Runs end-to-end retail logistics for decor-heavy assortments—import flow discipline with distribution consistency.

Brent Lancaster has spent his career inside the kind of supply chain most home brands rely on but rarely talk about. That is about import-heavy assortments, time-sensitive seasonal flows, and a steady drumbeat of cost pressure. At The Brand House Collective (formerly Kirkland’s), he focuses on international logistics, domestic transportation, and retail distribution. That matters because home and decor companies win or lose on availability and landed cost, not just design.

What stands out is the breadth. Lancaster’s work spans customs compliance, sourcing exposure, and the day-to-day mechanics of distribution. In a category where bulky goods, fragile items, and unpredictable demand collide, that mix is practical.

He is also known for building cross-functional teams and shipping initiatives on time and on budget. In a retail environment, that usually means better in-stocks, cleaner handoffs between vendors and warehouses, and fewer surprises that turn into margin leaks.

Stephanie Collett - VP, Optimal Sourcing Systems, Amazon

Shapes the sourcing decision engine at scale—placing inventory with speed, efficiency, and network leverage.

Home at Amazon is not “just another category.” It is vast, constantly changing, and puts real stress on inventory placement, supplier lead times, and fulfillment capacity. Stephanie Collett’s work sits upstream of what customers see. It is around the systems that decide what inventory should be sourced, where it should sit, and how to keep the network both reliable and cost-aware.

Her background is well-suited to that problem. She came up through operations, including leadership in robotics-enabled fulfillment, and then moved into strategic sourcing and supply chain technology. That combination is rare. It helps because home assortments are wide, returns can be painful, and network decisions compound quickly at Amazon scale.

Elizabeth Bertin - Director, Supply Chain Management, WAC Lighting

Keeps long-lead, compliance-heavy supply aligned to demand—procurement precision with logistics control.

Lighting supply chains look simple from the outside. They are not. Component dependencies, compliance requirements, and long lead times can turn a “small” forecasting miss into months of lost sales. Elizabeth Bertin has been building in that environment at WAC Lighting, where she leads supply chain management, focusing on procurement strategy and logistics execution.

Her experience is grounded in brands that care about timing and presentation. Before WAC, she worked in international operations and supply chain roles at Coach, where the costs of late shipments and poor allocation are quickly reflected in retail performance.

At WAC, the work is more industrial but just as unforgiving. It is about lining up suppliers, managing inbound flow, and keeping inventory decisions tight so product is available without bloating working capital.

Li Reeve - VP, Supply Chain & Finance, Currey & Company

Links supply chain and finance—containers, tariffs, ERP hygiene, and cash discipline in an importer’s world.

Li Reeve’s role is a reminder that many home brands still run supply chain decisions through a finance lens, for good reason. At Currey & Company, she oversees both supply chain and finance, which means she is close to the two levers that define performance in home decor: cash flow and product availability.

Her work history shows the kind of detail that keeps businesses stable through disruption. She has managed procurement, container planning, safety stock logic, tariff exposure, and ERP data hygiene. Those are not flashy topics. They are the difference between a brand that can promise delivery dates and one that constantly backorders.

Reeve also brings a process mindset to areas that often get messy in mid-sized organizations: vendor data, pricing and margin analysis, and cross-functional coordination during system changes.

Ron Hales - VP, Supply Chain, Riverside Furniture

Steadies long-lead furniture supply through vendor control and inbound discipline—reliability over noise.

Furniture supply chains are built on two realities: long lead times and high expectations. Ron Hales has spent decades in that world and now leads supply chain at Riverside Furniture Corporation, covering purchasing and logistics from one of the industry’s core hubs in North Carolina.

What makes his profile relevant is the combination of continuity and change. He brings deep experience from legacy furniture operations, including prior leadership at Legacy Classic Furniture, and applies it to a market reshaped by e-commerce, tighter retailer requirements, and shifting inbound freight dynamics.

Hales is known for continuous improvement work that is grounded in cost and service outcomes. In a category where shipping damage, port congestion, or a bad vendor handoff can cascade across weeks of orders, steady execution matters.

Stephanie Penn - VP, Supply Chain Operations, Hooker Furnishings

Builds operating consistency across brands—S&OP, planning, and enterprise standardization that scales.

Hooker Furnishings created an enterprise-wide supply chain role and put Stephanie Penn in it for a reason. The company runs multiple brands, multiple sourcing paths, and a product mix that can make planning at the item level difficult. Penn’s remit covers planning, analytics, purchasing, and standardization across the organization.

She joined Hooker early in her career and rose through the operational ladder, which tends to produce leaders who understand both the data and the floor-level constraints.

Penn is best known for strengthening various operational cycles. It includes how demand signals move into plans, how inventory targets get set, and how purchasing decisions align with working capital and service goals. She makes the list because she brings an enterprise view to a category that often runs brand-by-brand, and that is precisely where efficiency and consistency are found.

Gretchen McCarthy - EVP, Chief Supply Chain & Logistics Officer, Target

Leads one of retail’s defining omnichannel networks—inventory, fulfillment, and transportation executed with leverage.

When Target’s supply chain works, most people never notice. But the scale is enormous because stores are acting as fulfillment hubs, complex replenishment, and transport decisions that affect both cost and customer convenience. Gretchen McCarthy leads that machine as Target’s chief supply chain and logistics executive, overseeing inventory, fulfillment, transportation, and distribution.

Her track record is notable because she has moved across the business, including merchandise planning and global inventory management. That matters in home and decor because the category spans bulky furniture, smaller decor items, seasonal peaks, and fast-turning trends. You need both planning instincts and network discipline. The way Target blends stores with fulfillment and uses data to protect availability is now a benchmark for home retailers.

Mitch Asher - VP, Global Supply Chain, World Market

Runs global flow for a differentiated assortment—import agility with DC strategy that supports constant change.

World Market’s value proposition depends on variety: global assortment, changing drops, and a blend of furniture and decor that must stay interesting without turning chaotic. Mitch Asher runs the global supply chain for the brand, which means managing the practical side of that promise. It includes inbound flow, distribution capacity, and the decisions that keep product moving from suppliers to stores and customers.

Asher stands out as a “change operator.” He has led through environments where the network needs to adjust quickly, and that is common in home and decor right now as demand shifts away from pandemic peaks and toward steadier, more selective purchasing. He makes the list because the ability to run a global, import-driven network with discipline while supporting a differentiated assortment strategy is complex and valuable.

Andy Yearout - SVP, Supply Chain, Mohawk Industries

Drives efficiency in a heavy, space-intensive category—distribution and inventory scaled for service reliability.

Flooring is its own supply chain world. It is heavy, space-intensive, and demands a serious distribution and inventory strategy. Andy Yearout leads supply chain at Mohawk Industries, focusing on centralized distribution, service delivery, and continuous improvement across an extensive network.

His profile reflects a leader comfortable with scale and operational complexity. He has held senior roles in distribution-heavy businesses and brings that experience into Mohawk’s environment, where both B2B and consumer-facing channels depend on reliable flow.

Yearout also supports modernization by leveraging technology and data to streamline execution, improve visibility, and help frontline teams make better decisions. That matters in flooring because every inefficiency shows up as handling costs, damage, or delayed delivery.

Chris Burkhart - VP, Supply Chain , HNI Corporation

Builds sourcing resilience and cost control—global procurement discipline that supports contract-grade execution.

HNI sits at the intersection of home and work, with a big footprint in office furniture and workplace interiors. Chris Burkhart’s role as vice president of supply chain centers on procurement, supply management, and international logistics across business units that operate in both the U.S. and Asia. His background is built for sourcing-driven categories. He has led global supply chain and sourcing organizations over time. 

Chris Burkhart brings the kind of discipline that matters when costs shift, supplier performance varies, or lead times stretch. For HNI, the job is not only about moving product. It is about ensuring the supplier ecosystem can deliver the right quality and cost, while protecting service levels for dealers, commercial customers, and end buyers.

The takeaway: Home & Decor supply chains are being rebuilt in public

Home and decor is no longer a “ship it and hope” category. Customers expect visibility, reliable delivery windows, and fewer compromises on quality, even when products move through long, global supply lines.

The leaders in this directory reflect where the industry is heading. That means tighter planning, cleaner vendor handoffs, smarter data use, and a clearer link between logistics execution and brand reputation. If you want to understand where the US home category is going, watch the people who run the product flow, not just the people who design it.

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Disclaimer: This list was compiled through an independent editorial review aimed at highlighting the key leaders currently shaping the U.S. home and decor supply chain. The evaluation criteria included innovation in "big and bulky" logistics, leadership in ethical sourcing of raw materials, digital transformation in omnichannel fulfillment, and measurable influence on lead-time reduction for custom furniture. This compilation is illustrative rather than exhaustive and is not intended as a formal ranking. All insights are based on publicly available data and industry analysis at the time of publication. No commercial affiliations, sponsorships, or endorsements influenced the selection of these individuals.

About the Review: We conducted this review to identify the individuals who aren't just managing warehouses, but are actively redesigning how the modern home moves. Our team analyzed over 100 profiles across heritage furniture makers, modern decor retailers, and direct-to-consumer interior brands to select 25 leaders who represent the gold standard in home goods operations.