Focus on Leadership: Winn Everhart takes the helm at Tarkett North America – March 2025

Interview by Kemp Harr

Hailing from Bristol, Virginia, Winn Everhart has taken the lessons of small-town life into his new role as president and CEO of Tarkett North America. After high school, Winn moved south to study mechanical engineering at Georgia Tech, then north to earn his MBA at Harvard.

Prior to joining Tarkett in August 2024, he spent 18 years in various roles with Coca-Cola, ultimately serving as president of Coca-Cola Philippines, and another three at Whirlpool, ultimately in the role of president of North America and executive vice president of Whirlpool Corporation.

Winn, his wife Whitney and their three children will soon relocate to Atlanta, Georgia.

Q: How did growing up in Bristol, Virginia help shape the beliefs and values that continue to drive who you are?
A: Growing up in Bristol gave me a foundation built on hard work, integrity and strong relationships. In a small town, your word matters, and people hold you accountable. That instilled in me the importance of trust, follow-through and treating people the right way. Bristol also reinforced the value of community-people took care of each other, which shaped my belief that business isn’t just about transactions; it’s about relationships and making a meaningful impact.

Q: Tell us a little about your high school sports experience and a few of the lessons you learned from that experience that help in your career today.
A: Growing up, I played a little bit of everything, but in high school, I focused on wrestling and soccer. Wrestling taught me discipline, mental toughness and the ability to push through adversity; when you’re on the mat, there’s nowhere to hide, and success comes down to preparation and grit. Soccer reinforced the value of teamwork and strategy: understanding how to anticipate plays, communicate effectively and adapt to fast-changing situations.

I learned that talent only gets you so far-what separates the good from the great is effort, preparation and the ability to perform under pressure. Losing teaches you just as much as winning, and setbacks are just stepping stones if you use them the right way. Those lessons still guide me today. Whether it’s leading a business through challenges or driving a team to success, resilience, preparation and a focus on continuous improvement are what make the difference.

Q: Tell us about the decisions you made to attend Georgia Tech for your undergraduate education and Harvard for your MBA.
A: Attending Georgia Tech for mechanical engineering was an easy decision. It had a world-class reputation, a rigorous curriculum and an unmatched alumni network, especially in the Southeast. I also wanted to be challenged, and Tech pushes you to think analytically and solve complex problems, which has been invaluable in my career.

Harvard for my MBA was about broadening my perspective. After working in operations and strategy, I wanted to sharpen my leadership and decision-making skills at a global level. Harvard’s case-study approach exposed me to different industries and problem-solving frameworks, giving me a more strategic, big-picture mindset.

Q: How did your positions at Coca-Cola and Whirlpool help prepare you for your new role at Tarkett North America?
A: Coca-Cola and Whirlpool both gave me invaluable experiences in leading large-scale operations, driving commercial strategy and understanding customer dynamics.

At Coca-Cola, I learned brand building, customer engagement and how to create consumer demand in a competitive market. It also gave me a deep appreciation for supply chain complexity and how to balance operational efficiency with market agility.

At Whirlpool, I managed a very broad P&L, led transformational change and drove product innovation. That experience translates directly to Tarkett: understanding how to win in both retail and commercial segments, balancing global operations with local execution and navigating market shifts.

Q: Up until now, you’ve focused on beverages and appliances. What similarities and differences do those businesses face compared to the floorcovering industry?
A: The similarities are in consumer expectations and the need for differentiation. In beverages, appliances and flooring, you have to create value beyond just the product-whether through design, innovation, sustainability or service. People don’t buy products; they buy solutions to problems. Successful companies understand their customers’ challenges and respond with unique solutions.

The biggest difference is that flooring is a longer-term investment. Consumers think about flooring far less often than they think about upgrading a fridge or grabbing a Coke. That means we have to be more proactive in driving demand and making the purchase decision easier. Additionally, flooring has a more complex mix of channels, from residential remodel and new construction to commercial spaces, which requires a tailored approach.

Q: Who are your mentors, and what did they teach you?
A: I’ve been fortunate to have several great mentors, starting with my grandparents and parents in our small family-run textile business. They especially taught me the importance of humility. No one starts at the top, and getting there requires hard work. No matter how high you climb, you’re never too important to listen, learn and roll up your sleeves.

Another mentor from my time at Coca-Cola, John Murphy, emphasized decision-making-understanding when to be analytical and when to trust your gut. More recently at my time at Coca-Cola Southwest, Todd Bourgeios taught me the power of empowering teams-leaders don’t have to have all the answers, but they do need to create the right environment for their teams to thrive.

Q: How do you use your small-town heritage to your advantage in the business world?
A:. It’s helped me tremendously. People from small towns tend to be approachable, hardworking and straight shooters-and that builds trust quickly. Relationships matter in business, and being genuine, personable and relatable goes a long way. My background also helps me bridge different perspectives, from the boardroom to the factory floor. I believe in treating everyone with respect, and I think that authenticity helps in leading teams and driving results.

Q: What are the biggest challenges of working for a French company and running their American operations? Are there advantages?
A: The biggest challenge is balancing global strategy with local execution. What works in Europe doesn’t always translate directly to North America, so there’s a need to adapt while staying aligned with the broader company vision.

The advantage is that we have a diverse set of perspectives and resources. Tarkett has deep expertise, global scale and strong sustainability leadership, which gives us a competitive edge. The key is making sure we leverage those strengths while moving with the speed and agility that the North American market demands. Tarkett is a global brand, but we’re still very much a local business that’s built through local relationships in support of local jobs and communities.

Q: With assets in Canada and Mexico, how do you plan to navigate the impending tariff issues? Since affordable housing is such a domestic priority, do you think it’s feasible to have flooring omitted from the tariffs based on the role it plays as a necessary building material?
A: Trade policy is always evolving, so it’s critical to stay proactive. We’re evaluating our supply chain footprint to ensure we have flexibility and resilience, regardless of tariff shifts. The large majority of Tarkett products sold in North America are made in the U.S., specifically in Georgia, Alabama and Ohio.

Regarding exclusions, I do believe there’s a case to be made for flooring as an essential building material. Flooring plays a crucial role in affordable housing, healthcare and education, and there’s an argument that it should be exempt from tariffs that could drive up costs in those sectors. That’s a discussion we’ll continue to engage in at both industry and policy levels.

Q: Flooring has lost share of wallet over the past 20 years. How can we reverse that trend so that both the consumer and facility manager will invest more in our category?
A: We need to reframe flooring as an investment, not just a cost. Flooring impacts aesthetics, durability, acoustics and sustainability, yet it often gets deprioritized. We have to do a better job of demonstrating ROI-whether that’s showing homeowners how the right flooring enhances resale value or helping facility managers see how long-term performance and maintenance savings justify upfront costs. Our Powerbond hybrid carpet and iQ products are great examples of that. When people see carpet that can survive a burst pipe or hospital flooring that never has to be refinished, the numbers come together pretty quickly to understand how the value outweighs the cost.

We also need to make the buying process easier. Simplifying choices, offering better visualization tools and creating more compelling design inspiration can help drive engagement and conversion.

Q: What do you think is the biggest challenge our industry faces, and what can we do to solve it?
A: The biggest challenge is differentiation. Too often, flooring is seen as a commodity. We need to elevate our storytelling-whether through sustainability, innovation or design-to show why our solutions matter. We also need to ensure our supply chains remain resilient in an era of geopolitical uncertainty and shifting consumer expectations.

Q: What character traits do you look for when adding someone to your team?
A: I look for people who are:
• Curious-Always looking to learn and improve.
• Resilient-Able to navigate challenges and push through.
• Accountable-Take ownership and deliver results.
• Collaborative-Team players who make those around them better.
• Authentic-Genuine and grounded, no matter their level.

Q: How do you balance your home life with the demands of your career?
A: I prioritize being present. When I’m with my family, I try to give them my full attention-whether that’s at a game, at the dinner table or on a trip. It’s also about setting boundaries and making sure work doesn’t consume every moment. At the same time, I remind myself that balance isn’t about perfect division; it’s about making the moments count.

Q: What do you do to sharpen your saw physically and mentally?
A: I’ve found that one of the best ways to stay sharp is to take a step back from the work. The answers often come when you’re not focusing so much on the question. With three kids ages 13, 10 and 8, you can consistently find me in a gym or on a sports field watching and cheering them on. When the weather is better and I have the time to do so, I enjoy playing golf or attending some of my favorite Atlanta-based sports teams. I also have a daily routine where I read various news sources to stay connected to what’s going on in the world and relating that to decisions we’re making within the business.

But most importantly, I surround myself with smart, diverse thinkers who challenge my perspective. I’m not just talking about corporate executives. I recognize how important every role and perspective are. I think I learn best by seeing the 360-degree view of our business, rather than hearing presentations from inside a conference room. On the job, you’ll find me walking through our production facilities, talking to our designers about their process, being out and about where work is being done.

Q: Are you and your family looking forward to moving back to Atlanta?
A: Absolutely! Atlanta has been home before, and it’s a great fit for our family. It has a strong business community, great schools and easy access to Tarkett’s key markets. Plus, with Georgia Tech nearby, I’ll always be close to my alma mater-Go Jackets!

Copyright 2025 Floor Focus 

Related Topics:Tarkett, The International Surface Event (TISE)