Consultative Sales, The New Standard—Q&A with Orgill’s David Mobley
Mobley, Orgill’s executive vice president of sales, has spent more than two decades with the company in sales leadership roles and now helps guide its consultative sales strategy for independent retailers.
David Mobley, Orgill’s executive vice president of sales, outlines how shifting customer expectations, innovation investments and market-based pricing tools are redefining distributor-retailer relationships.
David Mobley describes Orgill’s Innovation Center—shown here during its grand opening in October 2025—as a collaborative space where retailers and Orgill teams can experiment with layouts, pricing strategies and emerging trends to see what truly works.
After more than two decades in sales leadership positions at Orgill, David Mobley assumed his current role as the company’s executive vice president of sales. Promoted to the executive team at the end of 2021, he has helped guide a quiet but significant shift in how the sales organization operates—moving from traditional order support to a truly consultative model centered on strategy, profitability and long-term growth for independent retailers.
Mobley emphasizes practical, data-driven tools such as market-based pricing, assortment planning and tailored retail programs, while also championing initiatives such as Orgill’s new Innovation Center that enable new concepts to be tested and refined before they reach customers. In this exclusive conversation with Hardware Connection, he offers a behind-the-scenes look at how the Orgill sales team works with retailers and where its support is headed.
Hardware Connection: How has the Orgill sales team’s role changed most during your tenure, and what new capabilities are you prioritizing?
Mobley: While the role of the Orgill sales team has transformed significantly over the past decade, our core mission—“Helping Our Customers Be Successful”—remains unchanged. The needs of the independent home improvement retailer have shifted from a traditional focus on products to a highly technical and strategic approach to retailing. Success in today’s market requires a comprehensive loyalty program, an informative, shoppable website and a precisely curated assortment mix—all delivered at a retail price that reinforces market competitiveness. The Orgill sales team is dedicated to serving as a trusted partner, working side by side with our retailers in a consultative role.
Of all the tools Orgill provides, which do you think are the most underused by retailers, and why do you believe they represent untapped opportunity?
I’d point directly to our Custom Market Retail Pricing solution. To win today, retailers must shift from being margin-driven to being market-based. Today’s shoppers are highly informed; they know what a product should cost. If you price solely on margin percentage, you risk being uncompetitive on high-visibility items. Our tool separates gross margin goals from retail price setting, allowing you to match big-box competitors on key products while recovering margin elsewhere. It’s a proven way to build consumer trust without sacrificing your bottom line.
Across your customer base, what separates the retailers who consistently handle volatility well from those who struggle? Are there common behaviors or operational habits you notice?
Most retailers are natural problem solvers, so handling volatility often feels like just another day at the office. However, true volatility management means maintaining unwavering stability, service and profitability despite rapid and unpredictable market shifts. Whether driven by consumer demand, supply chain disruptions or economic instability—challenges we’ve seen plenty of recently—the retailers who thrive are those who expect change. They don’t just react; they get ahead of it and embrace it. Change creates opportunity, and when handled correctly, opportunity drives sustainable growth.
Continue reading in the January 14, 2026 issue.
