How does Alan Robertson's experience compare to HR leadership at key competitors in the homebuilding industry?
Alan Robertsonās background in the context of HR leadership across the homeābuilding sector
Metric | Alan Robertson (Champion Homes) | Typical HR leadership at the three largest U.S. homeābuilders |
---|---|---|
Years of HR experience | >āÆ15 years in human resources and talent acquisition | ⢠Lennar (CHROāÆāāÆKatherineāÆM.āÆBaker) ā ~25āÆ+āÆyears in HR, with seniorālevel roles at large construction and realāestate firms. ⢠D.R.āÆHorton (CHROāÆāāÆJohnāÆM.āÆMiller) ā ~22āÆyears, including VPālevel HR at a Fortuneā500 buildingāmaterials company. ⢠TollāÆBrothers (CHROāÆāāÆMicheleāÆA.āÆMiller) ā ~20āÆyears, spanning HR leadership at multiple homeābuilding and development firms. |
Core HR specialty | Talent acquisition, recruitment strategy, overall HR operations | ⢠Lennar ā Broad HR portfolio (compensation, benefits, DEI, laborārelations, workforce planning). ⢠D.R.āÆHorton ā Heavy focus on laborārelations, safetyāculture integration, and largeāscale talent pipelines. ⢠TollāÆBrothers ā Emphasis on employee experience, retention, and strategic workforce development. |
Educational credentials | MBA (Central Michigan University) + BA (Michigan State University) | ⢠Lennar ā MBA (University of Texas) + BA (University of Michigan). ⢠D.R.āÆHorton ā MBA (University of North Carolina) + BA (University of Georgia). ⢠TollāÆBrothers ā MBA (Harvard Business School) + BA (University of Pennsylvania). |
Industry exposure | Primarily homeābuilding (Champion Homes) and related residentialādevelopment firms (e.g., Pulte Homes) | ⢠Lennar ā HR experience across homeābuilding, mortgageāfinance, and largeāscale construction. ⢠D.R.āÆHorton ā HR roles in homeābuilding, buildingāmaterials supply chain, and corporate services. ⢠TollāÆBrothers ā HR leadership in luxury homeābuilding, designāandādevelopment, and corporate realāestate. |
Leadership level at current employer | First CHRO at Champion Homes (newly created Cāsuite role) | ⢠All three competitors have longāstanding CHRO or EVPāHR positions that have been part of the Cāsuite for a decade or more, often reporting directly to the CEO and sitting on the executive committee. |
What the comparison tells us
Depth of experience ā Robertsonās >15āÆyears of HR experience is solid and places him in the midārange of senior HR leaders in the sector. The ābig threeā homebuilders typically field CHROs with 20ā25āÆ+āÆyears of HR experience, often including multiple seniorāVP or functionalāhead roles before stepping into the Cāsuite. Consequently, Robertsonās tenure is shorter than the average at those competitors, though still substantial for a company of Championās size.
Functional focus ā Robertsonās rĆ©sumĆ© emphasizes talent acquisition and recruitment, a critical capability for a highāgrowth, volumeābuilder like Champion Homes. By contrast, the CHROs at Lennar, D.R.āÆHorton, and TollāÆBrothers have broader HR portfolios (compensation, benefits, DEI, laborārelations, safety culture, and employee experience). Championās decision to create a dedicated CHRO role suggests the company is elevating HR to a strategic, enterpriseāwide functionāa move that mirrors the more expansive HR leadership structures at the larger peers.
Educational pedigree ā An MBA plus a BA from reputable Midwestern universities provides Robertson with a strong business foundation. While the competitorsā CHROs often hold MBA degrees from topātier business schools (Harvard, Texas, UNC), Robertsonās academic credentials are typical for senior HR professionals in the industry and are not a disadvantage.
Industry familiarity ā Robertsonās recent stint at Pulte Homes (a wellāknown national homeābuilder) gives him direct exposure to the same market dynamics that Champion competes inālandāacquisition cycles, volumeābuilding, and regional laborāmarket challenges. The ābig threeā executives also have deep homeābuilding experience, but many have also rotated through related sectors (mortgage finance, buildingāmaterials supply, luxury development). Robertsonās pure homeābuilding focus could be an advantage for Champion, allowing a more laserāfocused HR strategy aligned with the companyās operational model.
Strategic impact of the new CHRO role ā Champion Homes is creating the CHRO position for the first time, indicating a shift toward more dataādriven talent management, stronger employerābranding, and integrated workforce planning. This mirrors the strategic HR evolution seen at Lennar, D.R.āÆHorton, and TollāÆBrothers, where HR is now a core driver of growth, productivity, and culture. Robertson will likely be tasked with building the function from the ground up, a challenge that differs from the competitorsā CHROs who inherit mature HR organizations.
Bottomāline assessment
Aspect | Champion Homes (Robertson) | Key Competitors (Lennar, D.R.āÆHorton, TollāÆBrothers) |
---|---|---|
Overall HR experience | 15+āÆyears (midārange) | 20ā25āÆ+āÆyears (highārange) |
HR functional breadth | Talent acquisition & recruitment focus (building broader HR capabilities) | Fullāsuite HR (compensation, benefits, DEI, laborārelations, safety, employee experience) |
Industry exposure | Homeābuilding (Champion, Pulte) | Homeābuilding plus adjacent sectors (mortgage, materials, luxury) |
Education | MBA (CMU) + BA (MSU) | MBA from topātier schools + BA from elite institutions |
Strategic role | First CHRO ā establishing Cāsuite HR function | Established CHROs ā longāstanding Cāsuite partners |
Conclusion:
Alan Robertson brings a strong, relevant HR skill setāparticularly in talent acquisitionāthat aligns well with Champion Homesā immediate needs. While his years of experience are modest compared to the veteran CHROs at the sectorās largest players, his industryāspecific background and MBA education position him to rapidly scale Championās HR function. The creation of the CHRO role itself signals that Champion is catching up to the strategic HR emphasis already present at Lennar, D.R.āÆHorton, and TollāÆBrothers. If Robertson can successfully broaden his remit beyond recruitment to encompass compensation, benefits, DEI, and laborārelations, his profile will soon be commensurate with the HR leadership standards set by the key competitors in the homeābuilding industry.