SStarkExecutive Cockpit
On this pageScorecardGoals by pillar

Strategy & Goals

The Stark Group's four strategic pillars turned into measurable goals — each owned, with a target, a live number, and a one-click path to the view that moves it.

The Stark Group · FY26 (modeled)
Luxury to-the-trade — designers & architects only (no retail)
670 employees · 12+ US sites · 8 countries
▲ Executive read· the answer, then the moves

7 of 10 goals are on track at 91% average progress to target, but 3 are behind — concentrated in Multi-Brand Portfolio & Acquisitions, Margin, Craft Delivery & Sustainability. Pull the laggards back to plan to protect the four-pillar strategy.

7 of 10 goals on track · 91% avg progress to target · 3 behind

Do now — ranked by urgency
  1. 1
    Recover "Sell across houses into single-house accounts"Watch
    Why it matters

    Repeat-Designer Mix % sits at 70% vs a 74% target (95% of plan) — a Multi-Brand Portfolio & Acquisitions goal off trajectory.

    What's driving it
    • Repeat-Designer Mix % 70% → 74% target
    • Pillar: Multi-Brand Portfolio & Acquisitions · status Behind
    FYI

    Owner: VP Sales (Drew Olson)

    Open goal →
  2. 2
    Recover "Lift on-time craft delivery & shorten lead times"Watch
    Why it matters

    On-Time Craft Delivery sits at 91.5% vs a 95% target (96% of plan) — a Margin, Craft Delivery & Sustainability goal off trajectory.

    What's driving it
    • On-Time Craft Delivery 91.5% → 95% target
    • Pillar: Margin, Craft Delivery & Sustainability · status Behind
    FYI

    Owner: COO · Field/Atelier Ops

    Open goal →
  3. 3
    Recover "Free working capital from WIP & receivables"Watch
    Why it matters

    DSO sits at 55d vs a 48d target (87% of plan) — a Margin, Craft Delivery & Sustainability goal off trajectory.

    What's driving it
    • DSO 55d → 48d target
    • Pillar: Margin, Craft Delivery & Sustainability · status Behind
    FYI
    • Owner: Treasury
    • Furthest from target of all goals
    Open goal →
💠 Value & stewardshipStep 1 of 7 · the pillars & goals the plan rests onValue Creation Plan ▶All journeys
🌐 Enterprise 360 modules· on Strategy & GoalsBrowse all 31 views ▾
✅ Todayyour decision queue📨 Activity & Digestaudit trail · @mentions🧭 360 Directoryall views by persona🗺 Guided Journeyspersona flows · step-by-step🛰 Control Towercommand center🎯 Strategy & Goals4 pillars · OKRs💎 Value Creation Planstewardship · enterprise value🤖 AI Agentsrecommend & act🌐 Enterprise 360the consolidated pane📈 Sales / Pipeline 360funnel · forecast🛰 Market Intel & M&Asignals · targets🏛 Company Hierarchyorg · brands · entities🗂 Org Roll-up 360region · brand · office📍 Showroom / Atelier 360showroom twin · health · orders👥 Customer 360accounts · cross-sell🧩 Customer Mastergolden record · MDM🧾 Quote / Specification 360federated quoting & pricing🔄 Quote-to-Cash 360order-to-cash cycle🔁 Account / Program 360repeat-designer · re-orders🔧 Project / Job 360craft delivery · job margin👷 Workforce 360showrooms & ateliers · utilization🏷 Brand / M&A 360roll-up · integration🧩 Integration 360PMO · workstreams · 90-day🤝 M&A Deal 360pipeline · diligence · return🚪 Value Creation / Stewardshipdebt · QoE · equity bridge🚚 Supplier 360spend · terms · risk💰 Finance 360P&L · cohorts💵 Cash 360DSO · AR · treasury🧬 Ontology & Meshlogical layer · data products▤ Evidencedrill-to-record · export🩺 Data Healthfreshness · lineage
↗ Where this connects — act / drill across
💎Value Creation Plan· the stewardship plan behind the OKRs🛰Control Tower· live status & alerts💰Finance 360· the margin goal in the P&L
● LiveBuilt forCEO / Family· are we on our stated planFunction owners· their goal, their numberThe Stark Family· long-term value creation

Chad Stark runs the house on four pillars — Craft, Heritage & Design Leadership · Multi-Brand Portfolio & Acquisitions · Showroom & To-the-Trade Network · Margin, Craft Delivery & Sustainability. This is the layer that connects all 10 goals to the views: every objective has an owner, a target, a live number, and a one-click path to act.

Data backing: goal (OKRs) · live KPIs from every 360 · Stark strategic pillars · family stewardship plan
10
Goals tracked
across the 4 strategic pillars
7
On track
at/above target trajectory
3
Behind
need attention
91%
Avg progress to target
weighted equally
The four pillars

Stark's strategic priorities

Craft & Heritage · Multi-Brand Portfolio · Showroom & To-the-Trade · Margin, Craft Delivery & Sustainability — the engine of the house.

Craft, Heritage & Design LeadershipOn track
Protect & extend 1938 craftsmanship; signature collections & collaborations
First-Quality Yield96% → 98%
Creative Director · COOopen →
Craft, Heritage & Design LeadershipOn track
Grow bespoke / custom as a share of the mix
Custom-rug growth14% → 16%
VP & GM, Custom Rugsopen →
Multi-Brand Portfolio & AcquisitionsOn track
Integrate the house of brands & capture value
Acquisition-Integration Realization74% → 100%
COO · Integration PMOopen →
Multi-Brand Portfolio & AcquisitionsBehind
Sell across houses into single-house accounts
Repeat-Designer Mix %70% → 74%
VP Sales (Drew Olson)open →
Showroom & To-the-Trade NetworkOn track
Expand showrooms (Charleston → more) & deepen designer relationships
Designer / Client Satisfaction62 → 70
VP, Showroomsopen →
Showroom & To-the-Trade NetworkOn track
Grow the repeat-designer annuity
To-the-Trade / Repeat-Designer Revenue£116m → £126m
VP Sales (Drew Olson)open →
Margin, Craft Delivery & SustainabilityOn track
Expand luxury EBITDA margin through scale & sourcing
EBITDA margin18.2% → 20%
CFOopen →
Margin, Craft Delivery & SustainabilityBehind
Lift on-time craft delivery & shorten lead times
On-Time Craft Delivery91.5% → 95%
COO · Field/Atelier Opsopen →
Showroom & To-the-Trade NetworkOn track
Retain & expand the designer base
Designer-Account Retention108% → 112%
VP Sales (Drew Olson)open →
Margin, Craft Delivery & SustainabilityBehind
Free working capital from WIP & receivables
DSO55d → 48d
Treasuryopen →