Kevin Minton

I build and scale service organizations that sit at the intersection of operations, commercial growth, and institutional asset management. Today that's residential solar — operating P&L ownership across field execution, asset performance, and portfolio operations for 100,000+ systems — but the underlying pattern has held across my career: take on the businesses and capabilities others haven't built yet, and build them. As VP of Portfolio Operations & Market Growth at Spruce Power, I lead Spruce PRO — the commercialization and national expansion of our B2B servicing platform, transforming Spruce from a portfolio owner into an institutional servicing partner for capital providers, banks, lenders, asset owners, and developers who need an end-to-end partner for lease and PPA servicing. My team executes; my job is to set the strategy, build the operating model, price and win the business, and make sure what we sell is what we can deliver — then present that performance directly to the Board of Directors each quarter. That's meant leading enterprise transformation through acquired-portfolio integration, building internal field operations from scratch in strategic markets, and driving measurable gains in cost-to-serve, backlog, and client satisfaction — including a 75% backlog reduction and 35-point NPS improvement in a prior role. Across two decades inside the ADT platform and now Spruce Power, I've held operating P&L responsibility for national field organizations and multi-state regions — including ADT's $786M residential solar segment — consistently building high-performing teams and scaling operations without losing service quality. I'm drawn to organizations where operations, growth, and commercial strategy need to work as one system, not three competing priorities — and I'm increasingly focused on opportunities to lead that convergence at the enterprise level.