Steven Gillhouse is a seasoned sales and marketing executive with over two decades of experience in driving growth, strategic planning, and customer-focused sales management. As the Senior Vice President of Sales at Cornerstone Building Brands, he is recognized for building high-performing sales teams and fostering a customer-centric culture. His leadership style emphasizes relationship-building, talent development, and aligning sales strategies with broader organizational goals to deliver lasting results.
Gillhouse’s career began in key roles at major corporations, including USG Corporation, where he served as Vice President of Customer Relationship Management and Vice President of Sales for USG Building Systems. In these positions, he led initiatives that improved customer satisfaction by reducing overhead and increasing operational efficiency. His success at USG laid a strong foundation for his career, focusing on creating value and delivering results across customer engagement, product launches, and market expansion.
Since joining Cornerstone Building Brands in 2009, Steven Gillhouse has applied his strategic approach to drive revenue growth and strengthen client relationships, overseeing the development of sales strategies that emphasize consistency and long-term performance. His contributions to the organization include enhancing customer retention, implementing innovative sales processes, and fostering a supportive and results-oriented team environment.
Gillhouse holds an MBA from Northwestern University’s Kellogg School of Management and a Bachelor of Science in Business Administration from Bowling Green State University. Outside of his professional achievements, he is committed to community service and values a balanced approach to life, incorporating fitness, family, and personal growth into his routine.
Steven, you’ve built an impressive career in sales management and leadership. When you think about what’s most important in leading a sales team, what comes to mind?
For me, it’s always about the people. You can have the best products and the most data-driven strategies, but if your team isn’t motivated, aligned, and well-supported, it’s hard to reach your goals. In sales, especially, relationships matter. The way you treat your team reflects how they’ll treat your clients. And that energy, whether it’s positive or not, directly impacts your success.
You mentioned alignment. How do you go about creating alignment within a sales team?
It starts with clarity. As a leader, you have to set a clear vision and make sure everyone understands the direction you’re heading. I spend time early on laying out the team’s goals and how each person’s work contributes to those objectives. It’s important for people to see the big picture and know how their work matters. I also encourage open communication. If someone’s unsure about our direction or feels like a goal is off, I want them to feel comfortable coming to me. This fosters trust and keeps us moving in the same direction.
That’s great advice. How do you handle performance issues within your team?
Addressing performance issues is part of the job, but it’s all in the approach. I believe in handling these situations with empathy and a solution-focused mindset. When I sit down with someone who’s struggling, we discuss what’s happening without judgment. I try to understand what might be causing the issue—is it a skills gap, a misunderstanding, or even something going on outside of work? Then we create an improvement plan together. I’ve found that when people feel supported, they’re more motivated to improve. And often, these conversations end up strengthening our working relationship.
You’ve been at Cornerstone Building Brands for quite some time. What are some of the challenges you’ve encountered as the company has grown, and how have you adapted?
One challenge with growth is maintaining that close-knit culture as you scale. With a larger team, you have to be intentional about keeping everyone connected and ensuring the company’s core values remain intact. I’ve adapted by staying close to my team leaders, empowering them to instill those values within their smaller teams. Regular check-ins and communication go a long way. It’s also crucial to stay flexible. Growth brings new dynamics, and what worked for a smaller team might not work with a larger one. Being willing to adapt and try new approaches is key.
In terms of leadership, what would you say has been the most impactful lesson you’ve learned?
I’d say learning to listen—really listen. Early in my career, I thought I had to come in with all the answers. Over time, I realized that some of the best ideas and insights come from my team. Now, I make a point of listening to feedback, both positive and constructive, and incorporating it into our strategy. I also make time to listen to our customers directly. Understanding their needs helps us improve and keeps us relevant.
That’s powerful. How do you go about building and maintaining strong customer relationships?
It goes back to genuinely understanding what they need and making that your priority. I focus on building trust by delivering on what we promise and being upfront if there’s a challenge. Consistent communication is also key. I encourage my team to reach out, not just when there’s a sale or a problem, but to check in, ask questions, and learn more about their businesses. This keeps the relationship active, and we can spot opportunities to add value. It’s all about being proactive and genuinely invested in their success.
What about handling high-pressure situations? How do you keep yourself and your team focused?
Sales can be intense, no doubt. In high-pressure moments, I try to stay grounded and remind my team to focus on what we can control. Breaking down big challenges into smaller, manageable steps is a huge help. For myself, I make a point to take short breaks, go for a walk, or even just step away for a few minutes to recharge. Encouraging my team to do the same helps keep our energy up and prevents burnout.
Last question—what advice would you give to someone new in sales management?
Stay connected with your team and your customers. It’s easy to get caught up in metrics, but ultimately, sales is about people. Also, don’t be afraid to ask questions and seek feedback, both from your team and your clients. The more you listen and learn, the better you’ll understand how to meet their needs and grow as a leader. And remember, leadership isn’t about being perfect. It’s about being there for your team and creating an environment where they can succeed.
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