The Home Depot has reorganized several leadership functions around its growth strategy, with a major focus on more tightly connecting the company’s expanding network of contractor-oriented businesses and capabilities.

The realignment — announced July 30 — unifies leadership portfolios across merchandising, loyalty, finance, Pro operations and technology. Chair, President and CEO Ted Decker said the changes are intended to support three priorities: strengthening Home Depot’s core business, delivering a frictionless interconnected customer experience and “winning the Pro.”

“To capture greater share of this enormous opportunity, our focus is clear: drive our core and culture, deliver a frictionless interconnected experience and win the Pro,” Decker said.

At the center of the contractor strategy, Home Depot is converting its Office of Integration into an Office of Pro Acceleration led by Executive Vice President and CFO Richard McPhail.

The new office will coordinate Home Depot Pro, HD Supply, SRS Distribution and Construction Resources while developing shared enterprise capabilities. Initial areas include enhanced customer relationship management, a common product catalog and optimized fulfillment across the businesses.

Home Depot estimated the Pro total addressable market at about $700 billion. Its end-to-end Pro ecosystem now includes more than 2,360 stores, 1,300 branches, 325 customer-facing warehouses and approximately 16,000 delivery assets. The company said its contractor customers span general contractors, specialty trades and MRO managers serving multifamily properties.

Other organizational changes include moving private-label merchants into the core merchandising group, combining customer experience, online, financial services and loyalty under one interconnected retail organization and shifting store, supply chain and Pro product technology teams into the company’s unified technology organization.

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The realignment follows Home Depot’s rapid recent expansion in specialty distribution. The company completed its $18.25 billion acquisition of SRS in June 2024, adding a major roofing, landscaping and pool distribution platform. SRS then completed its $5.5 billion acquisition of GMS in September 2025, expanding into drywall, ceilings, steel framing and other interior construction products. Today, SRS’ total footprint covers more than 1,300 branches across 48 states.

Home Depot has also continued building contractor services organically. In March, it introduced real-time tracking for deliveries of bulky jobsite materials and expanded its Pro Xtra digital workspace with AI-assisted material-list creation, complex order scheduling, purchasing-history tools and shared team access.

Home Depot is scheduled to report its fiscal 2026 second-quarter results Aug. 18.

MDM Analysis

Home Depot has long generated substantial business from contractors — dating back to its 2015 purchase of MRO distributor Interline Brands — but its competitive identity has changed markedly. The company is no longer best understood primarily as a DIY retailer with a strong Pro counter. Through SRS, GMS, HD Supply and continued investments in jobsite delivery, trade credit, digital procurement and project management, it has assembled the branch density, specialized inventory and service infrastructure of a leading contractor supplies distributor.

Creating an Office of Pro Acceleration makes the direction unmistakable. Home Depot wants those assets to operate less like adjacent businesses and more like one coordinated ecosystem capable of capturing more of a contractor’s total project spend. Traditional distributors still hold advantages in technical expertise, relationships and local service, but Home Depot’s scale, data and fulfillment reach make its accelerating Pro push impossible to overlook.