Dear Mr. Blake,

The Home Depot (NYSE: HD) is one of the seven stocks I recommended for 2007 (check out my original Dec. 28, 2006 post on Home Depoot). So far it is the underperformer in the group, but I have been sticking with it in hopes that there was light at the end of the tunnel. I own an investment company and last year agreed to share some of my experience with AOL readers.

In the past three weeks I have written several stories about The Home Depot that have been read by thousands of customers, shareholders, employees, investors and business people. The high volume of comments that we have received indicate that your enterprise has lost a tremendous amount of goodwill over the past few years and will have to work very hard to regain it. I am sure the downturn in the housing market is having an impact on the company, but no one seems to be cutting you any slack. To put it simply, The Home Depot has made a lot of people very frustrated and angry. I will not repeat what has been said, but hope you will take the time for a few quick reads. I learned quite a bit, maybe you can, too.

I pledged to my readers that I would forward to you the stories with their comments in the hopes that you or someone representing you would take the time to read them and respond. Perhaps some of this has been relayed to you already. Perhaps these comments just mirror what you have already heard directly from customers, employees and shareholders, but if that's true not much has been done that is visible or tangible to those concerned.

It was quite a surprise in 2006 when Home Depot's (NYSE: HD) then-CEO, Robert Nardelli, shunned all questions from the analyst and shareholder community at the retailer's annual shareholder's meeting. In fact, Nardelli suggested that Home Depot board members just stay home, and they happily obliged. Zac covered this when it happened, and I had to get my mitts on this as well since it burns me up a bit. It never ceases to amaze me the arrogance that some corporate leaders have when it comes to answering the hard questions from the people that watch their company. Note to Nardelli: for future reference, shareholders OWN the company, and it is the fiduciary and ethical responsibility of management to answer questions and respond to the concerns of the owners. Companies do not own shareholders -- it's the other way around. Period.

Now, I know some shareholders make outlandish demands and don't act rationally at times, but neither do many CEOs and other C-level execs who can come to act like incompetent fools more than productive leaders in a billion-dollar company. At this year's Home Depot annual shareholder's meeting, an apology was prof erred for last year's disastrous decision by Nardelli (who was forced out in 2007) and the meeting went on as it should have and on a very careful footing with new CEO Frank Blake at the helm.

The sign of a leader who knows how to handle adversity and conflict is admission, and Blake gave it by admitting last year's meeting was a mistake and by taking the brunt of everything from ensuing questions. But the question remains: why did Nardelli do that last year at all anyway? Was he trying to escape questions on his exorbitant pay package and didn't want to take the heat for Home Depot's sales slowdown? As Nardelli should know by know, when yo go public, you answer to your shareholders or take on the risk of becoming a "politician" who never listens to constituents -- but will always be on the legislature floor to vote on pay raises. Now that I think of it, it's already that way inside some companies.

Home Depot Inc. (NYSE:HD) today reported fourth-quarter results that were in-line with Wall Street's expectations. The bad news is that they weren't very good.

Net income fell 28 percent to $925 million, or 46 cents per share, from $1.3 billion, or 60 cents, the Atlanta-based company said in a statement. Excluding a 4-cent charge related to severance given to former Chief Executive Robert Nardelli, profit was 50 cents. Revenue rose 4 percent to $20.3 billion. Analysts expected profit of 50 cents on sales of $20.8 billion, according to Thomson Financial.

Particularly depressing for Home Depot was the 6.6 percent decline in same-store sales. Total retail sales fell 2 percent to $17.4 billion. HD Supply, which is may be spun off, was the only bright spot. Its sales soared 64 percent to $2.9 billion because of acquisitions.

"Reflecting the challenging housing market, our 2006 retail results were disappointing," said Frank Blake, chairman & CEO. "We may not be able to impact the housing market or general economic conditions, but we know that we can improve our performance relative to our overall market share. That will be a central point of emphasis for us in 2007 and beyond."

The company said it will provide details of its turnaround plan and earnings guidance for next year at its February 28 investors' meeting.

It would have been better for Home Depot to release the earnings at the same time as the investors' meeting. Wall Street shouldn't be kept waiting more than a week to hear how Blake plans to revamp Home Depot.

An article in today's New York Times offers a fairly upbeat view of what Frank Blake, the new chief executive at Home Depot, Inc. (NYSE:HD), is doing to turn around the home improvement behemoth. He is putting the focus back on the customers and trying to undo some of the excess that seems to have occurred under former CEO Robert Nardelli. All in all, it seems like he is moving in the right direction. But I have some concerns about the Husky products that are available exclusively at Home Depot.

Now don't get me wrong, I am not a perpetual Home Depot basher. I love tools -- and they sell tools -- ergo, I love Home Depot. Okay, maybe 'love' is too strong a word, but I have had some positive things to say about the company. Back in November, I noted that my recent experiences have been better and commended an associate who was both extremely knowledgeable and helpful. But a more recent experience has me wondering if Mr. Blake has underlying quality issues that need to be addressed.

A couple of weeks ago I finally worked up the nerve (to tell my wife) that I wanted to buy the 26 gallon Husky air compressor that I had been eying for some time. As usual, she gave me the green light so I headed down to my local Home Depot at first light on a Saturday. I loaded the mammoth box onto a flat bed cart and headed toward the checkout, watching the envious stares of those who weren't also getting a new toy. Unfortunately, that was the last of my good feelings.

A shareholder group that played a role in Robert Nardelli's resignation as CEO at Home Depot (NYSE:HD)has agreed to drop its proxy fight with the company. Under the deal, David H. Batchelder will join the board and the leadership development and audit committees. Batchelder and his firm Relational Investors own 1% of Home Depot's shares.

This move is the culmination of several months of strong progress on the investor relations front for the home improvement giant. Under Nardelli, the company was so unfriendly to shareholders that Jim Cramer, among others, began referring to it as Home Despot.

On January 25, I wrote that the company's new CEO, Frank Blake, had taken the unusual step of rejecting the board's initial compensation offer as too generous (this after Nardelli accepted a 210 million dollar severance package). Blake will earn a base salary at Home Depot this year of $975,000, and up to $5 million dollars in equity based on how the company performs. Blake's deal also does not guarantee any kind of severance package.

While there are still questions about the long-term future of Home Depot, shareholders should be pleased with the new, less arrogant, Home Depot.