Leadership isn’t just about making decisions—it’s about making the right ones, at the right time, with the right people.

Even the most accomplished CEOs and senior leaders hit a wall. You have a bold vision, but translating it into aligned teams, clear strategies, and sustainable growth can feel harder than it should. Leadership can be isolating, and the weight of high-stakes decisions is real.

I believe leadership starts with self-leadership—owning your time, priorities, and mindset with intention. When leaders operate with clarity, alignment, and purpose, their teams and organizations follow.

That’s where I come in.

As CEO & Founder of Arcqus Group, Board Member, and Strategic Advisor, I help growth-minded executives unlock clarity, align their teams, and scale with precision. Sustainable success isn’t about working harder—it’s about leading smarter.

Transformational growth happens when leaders:
1. Gain absolute clarity on their vision and next steps
2. Align their teams with ownership, accountability, and purpose
3. Execute with precision, turning strategy into measurable results

I’ve guided high-performing leaders across industries, helping them bridge the gap between big vision and real execution. I know the pressure you’re under—and I know what it takes to build the confidence, systems, and strategies to scale with purpose.

If you’re ready to break through the plateau and lead with clarity, let’s connect.

Message me here on LinkedIn or visit www.arcqusgroup.com to learn more.

Dusty Holcomb

PVS Chemicals

General Manager, PVS Nolwood Chemicals Inc.

Americhem Sales Company

Led a team of 4 direct reports and 26 associates; responsible for the overall execution and financial performance of the company.

Led the business through a successful transition that involved making key leadership changes, mitigating risks, establishing a performance culture, and re-positioning the business for growth. Installed a new operating plan to streamline people, processes, systems, and accountability to improve operating performance. Implemented new operating plans to improve the efficiency of the order-to-cash and procure-to-pay processes. Implemented CRM, pipeline tracking and management, and territory planning tools to align the sales organization. And installed dashboards to track critical performance and accountability measures.

President

Spartan Chemical Company

Led a team of 14 direct reports: responsible for revenue growth and financial performance for the Midwest US & Ontario, CAN Division - with P&L responsibilities.

Led all activities relating to sales into specific market segments with strategic distribution partners. Responsible for the retention and growth of existing customers and the development of new business opportunities through the deployment of sales enablement tools, innovative product and service offerings, pipeline effectiveness, and execution. 

Led the design and deployment of playbook priorities with company and distributor sales teams and played an active role in these critical relationships. Analyzed sales performance, pipeline development, and engagement activities and took requisite actions to drive salesforce effectiveness. 

Responsible for building a highly effective team with expertise and skills to compete and win in very competitive and complex selling environments.

Division Manager

JanPak, Inc.

Led a team of 4 direct reports: responsible for leadership of key corporate activities, including strategic planning, M&A, and supplier partnerships – with P&L responsibilities.

Led strategy formulation and management for the company. Responsible for developing the corporate vision and strategy, strategic planning, strategic initiatives, and monitoring results. Facilitated annual and quarterly business reviews and planning with executive leaders. Formalized strategic planning tools and ‘one-page’ execution documents. Partnered with internal teams to integrate business systems data into standardized and automated dashboards for business intelligence and performance management. 

Led M&A activities. Responsible for identification and engagement; valuation; negotiations; due diligence; closure; and integration. Deep involvement in the diligence process, including developing deep understanding of company’s customers, sales process, pipeline, churn, product positioning, marketing, web enablement, competition, team and market, plant and equipment, and inventory. Partnered with functional and operational leaders to develop and implement post-acquisition integration plans. 

Led strategic planning and merchandising negotiations with strategic suppliers. Responsible for rebate programs including growth incentive and conversion programs to drive additional margin and gross profit dollar goals. Developed metrics to monitor supplier performance in areas including new business development, differentiated product sales, and margins. Managed internal and competitive analyses and opportunity assessments to identify trends and opportunities for geographic, market segment, and product category growth.

EVP - Strategy & Corporate Development

Led a team of 8 direct reports and 125 associates: responsible for leading growth, operational execution, and financial performance for a $90MM Division – with Full P&L responsibilities.

Led the business through a successful transition that involved making key leadership changes, mitigating risks, and re-positioning the business for growth. Installed a new operating plan to streamline processes and improve operating performance. Created an accountability structure that tied compensation in key leadership roles to specific performance metrics. Established a weekly cadence to review operational performance and pipeline management activities. Formalized CRM, pipeline planning process, and execution to drive growth and forecasting. Established an engagement plan with field leadership teams around strategy development, priority setting, and execution to improve alignment and effectiveness.

Executive Vice President, South Central Division

Led a team of 3 direct reports: responsible for the company’s marketing and merchandising capabilities – with P&L responsibilities.

Led the formalization of the company’s marketing capability. Developed a formal marketing plan, including competitive positioning, product mix, pricing, customer segments, communications, advertising, and engagement plans. Partnered with outside agencies to develop positioning statement, branding, print and video advertisements, and web enablement.
  
Led the merchandising capability. Partnered with strategic suppliers to drive focus and alignment around critical marketing activities and to capitalize on available income streams. Institutionalized best practices and new processes in relation to vendor management, procurement, and other shared services opportunities across portfolio companies

Senior Vice President, Marketing & Merchandising

xpedx

Led a team of 8 direct reports and 30 associates: responsible for day-to-day management and oversight of a $50MM start-up operation - with Full P&L responsibilities.

Led the overall operation. Responsible for sourcing, vendor/customer contracting, sales, pricing and shared operations, finance, and administrative resources. Led the business through a successful transition that involved making key personnel changes, re-positioning the business for growth, and driving cultural change. Drove a “lean startup” style environment.

Business Unit Manager 

First sales leadership position; responsible for leading a team of 6 direct reports and green-fielding the company’s expansion into new product and customer segments in the Arizona marketplace.

Led capability development, revenue, and margin growth into strategic growth segments. Responsible for aligning national supplier partnerships locally, developing marketing tools and unique value propositions to target specific customer segments, training and developing sales professionals, and leading growth through my team.

Sales Manager, Facility Supplies

Betco Corporation

Individual contributor: responsible for the company’s sales and business development activities in a $2.5MM region.

Led revenue growth into strategic markets with strategic distributors. Managed the company’s largest distributor relationship. Earned several partnership awards

Regional Manager

Strategic and results-driven executive with 28+ years of progressive leadership experience, including 18+ years at the C-suite and Operating Executive level with full P&L responsibilities. Proven track record of leading middle-market companies to breakthrough performance through strategic transformations, operational excellence, and commercial growth initiatives. Expertise in B2B Chemical Manufacturing and Wholesale Distribution across Household, Industrial, and Institutional (HI&I), Industrial Manufacturing, Metal Working, and Water Treatment sectors. Highly skilled at building high-performing teams, driving EBITDA growth, and navigating complex business environments.

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The Battle

Dusty Holcomb

Brian L'Heureux

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