In operations, Mr. Clark thrived as a Project Manager
—executing strategy with discipline, overseeing systems with precision, and ensuring deliverables aligned with outcomes. Now his role has evolved.
Now, he serves as CEO of The Regal Brand Inc. And in this role, the stakes and scale are different.
His mandate is no longer tied to the success of a single initiative. It’s to steward an ecosystem.
At The Regal Brand, Mr. Clark manages multiple businesses, each housed under a broader vision. The conglomerate isn’t theoretical—it’s operational. Each vertical is active, each project aligned with a singular objective: to prove the sustainability and scalability of every business model in the portfolio.
Current Phase 1 Entities:
- Holy Grail Clothing & Apparel Company – A values-driven apparel line anchored by clarity of message and community relevance.
- Galley Handmade Selections – A gourmet sauce and specialty food products company, positioned for both retail and regional event distribution.
- Chariot Transportation Company – A vehicle-based income stream with a broader infrastructure play around mobility and logistics.
- Deluxe Vending Company – A modernized vending concept focused on user experience, strategic placements, and partner alignment.
This isn’t scattershot entrepreneurship. It’s strategic orchestration.
Mr. Clark has articulated the full roadmap in The Regal Brand Master Plan: Phase 1 booklet—a document that outlines not only the purpose of each entity but the revenue models, market validation strategies, and cross-functional integration points.
The plan is no longer conceptual.
It’s live. It’s underway.
And the systems are in place.
The Regal Brand Inc. 
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