Lead Mechanical Engineer

Longleaf Partners Fund highlighted Fortune Brands Innovations in its second-quarter 2026 investor letter, noting the stock contributed positively despite underwhelming results. The building products company announced it was exploring strategic alternatives for its Fiberon business. The market responded favourably to the appointment of Jesse Singh, former AZEK chief executive officer, to lead Fortune Brands. Singh's tenure at AZEK produced strong organic growth, improved margins, and share repurchases, culminating in a sale to James Hardie at 20 times EBITDA. Fortune Brands retained Dave Berry, the interim chief executive officer, as chief operating officer. The fund believes Singh and Berry will form a capable leadership team. On 10 July 2026, Fortune Brands shares closed at $51.61, with a one-month return of 18.67%.

Seven dashboards isn't a strategy. Multiple backup tools may protect your data, but the complexity of managing them can quietly undermine resilience. Michael Thelander, Senior Director, Product Marketing, Commvault July 1, 2026 Key takeaways. * Multiple backup tools often create operational dependencies on a small number of specialists, increasing organizational risk. * Managing protection across separate consoles, policies, and reporting systems makes it harder to maintain visibility and respond quickly to issues. * Consolidation does not have to mean a disruptive rip-and-replace project; many organizations can modernize gradually while retaining existing infrastructure investments. * A unified control plane can help simplify policy management, monitoring, auditing, and recovery operations across hybrid environments. * Organizations that simplify backup often realize significant cost savings while helping improve operational efficiency and resilience. You didn't build a messy environment. You built a functional one. Each tool in your backup stack solved a real problem when you added it. One handled virtual machines. Another covered cloud workloads. A third came in when the business moved to SaaS. You made smart calls with the budget and the vendors you had. The environment works. The stack isn't the problem. It's the operational model that comes with it. Today, it's not uncommon for a data center team managing legacy backup infrastructure to run seven or more separate systems. Seven sets of policies. Seven consoles. Seven renewal cycles. And, in the background, they also get seven single points of failure: not in the infrastructure, but in the people. Because somewhere in your organization, there are one or two engineers who know how each of these systems behaves. When something breaks at 2 a.m., you know exactly who's getting the call. That's not resilience. That's dependency masquerading as expertise. The dashboard wall. Here's a question worth sitting with: How long does it take your team to answer a simple question like "Did last night's backup run clean across all workloads?" If the answer involves opening more than one console, you already know the problem. Each tool has its own view of the world. Each one reports on what it protects, in its own format, on its own schedule. Stitching that picture together - across on-premises systems, cloud workloads, and remote locations - takes time your team doesn't have and creates gaps that only show up when something goes wrong. The scripts help. Your team probably wrote them. But scripts that bridge what tools don't natively share are technical debt with a support contract. They work until they don't, and when they don't, the fix requires the person who wrote them. And if you want to do this across AI-dependent workloads using generated data... let's just say you increased the degree-of-difficulty factor by 100% or more. What consolidation really means for infrastructure teams. The instinct when you hear "consolidate your backup environment" is to picture a rip-and-replace project with new hardware, new procurement, and a migration that takes six months while landing at the worst possible time. But that's not what consolidation has to look like. The right platform works with the storage already in your rack. It doesn't require you to throw out contracts you negotiated or hardware you haven't depreciated. You can start where it makes sense - remote offices, a specific cloud workload, a dataset that's been a problem - and expand as old contracts run out and budget frees up. What you get in return is a single control plane. One place to set policy, monitor protection, and answer the auditor's question. One operating model that works across on-premises, cloud, and hybrid workloads without a script to bridge the gap. The engineers who were keeping seven dashboards cobbled together through scripts and custom executables start doing something more useful instead. The proof is in the number. Fortune Brands consolidated its backup environment with Commvault(R) Cloud and saved $22.7M - a 73% reduction in total cost. NTT-Netmagic reduced costs by $300K annually and cut storage overhead by 35%. Those aren't modernization-project numbers. They're operational-relief numbers. The kind that come from stopping the compounding cost of complexity - not from buying new things. Real resilience doesn't need a war room. If running a recovery drill requires assembling a team of specialists who each know one piece of the environment, that's not a drill. That's a liability. Real resilience means any qualified engineer on your team can execute recovery. It means one set of policies, one control plane, and a recovery process that doesn't fall apart when the person who built it is on vacation. Seven dashboards can protect your data. They can't protect your team from the operational weight of keeping them running. That's the case for consolidation. Not a better product. A better way to run what you've built. Want the full picture? Download The Hidden Cost of Seven Tools - a field guide for data center teams who built something worth protecting. FAQs. Q: Why is managing multiple backup platforms a problem if they're all working? A: The challenge isn't usually whether the tools function individually - it's the operational burden of managing them together. Multiple consoles, policies, and reporting systems can make visibility, troubleshooting, and recovery more complex than they need to be. Q: What is one of the biggest risks created by a fragmented backup environment? A: In many organizations, critical knowledge becomes concentrated in a few individuals who understand how specific systems interact. If those team members are unavailable during an incident, recovery efforts can become slower and more difficult. Q: Does consolidation mean replacing all existing infrastructure? A: Not necessarily. Many consolidation initiatives are phased approaches that work alongside existing storage, hardware, and contracts. Teams can modernize gradually based on business priorities, budget cycles, and contract renewals. Q: How can consolidation improve resilience? A: A unified platform can help provide consistent policies, centralized visibility, and streamlined recovery processes. This helps enable more team members to confidently execute recovery procedures without relying on specialized knowledge tied to individual tools. Q: What about vendor lock-in when consolidating to a single platform? A: Vendor lock-in is a valid consideration. The goal of consolidation should be to help reduce operational complexity while maintaining flexibility through open architectures, broad workload support, and the ability to leverage existing infrastructure investments where possible. Q: How do organizations measure the value of consolidation? A: Beyond software costs, organizations often evaluate factors such as administrative overhead, recovery efficiency, storage utilization, training requirements, audit readiness, and the reduction of operational risk. The greatest value frequently comes from simplifying day-to-day operations and improving recovery confidence. Michael Thelander is Senior Director, Product Marketing, at Commvault.

Fortune Brands Innovations has appointed Jesse Singh as chief executive officer, effective 29 June 2026. Singh brings over 30 years of leadership experience across building products, consumer and manufacturing sectors. Most recently, Singh served as CEO of The AZEK Company from 2016 to 2025, where he drove operational excellence and margin expansion whilst delivering significant shareholder value. He previously held positions at 3M and GE. David Barry, who has served as interim CEO since March, has been named executive vice president and chief operating officer. As part of Singh's compensation package, Fortune Brands will grant him performance-based restricted stock units covering 850,000 shares and stock options for 300,000 shares. The company has also initiated a strategic review of its Fiberon business.