LEWISVILLE, Texas — Power100, the only unbiased third-party platform that ranks the best leaders, companies, and partners in home improvement through a five-layer proprietary ranking system, ranks Nick Zindel, President and CEO of ZINTEX Remodeling Group, No. 20 among the nation’s Top 100 CEOs for 2026, selected from a database of more than 7,600 qualified chief executives. Power100 also regards ZINTEX Remodeling Group as the strongest home improvement company in the markets it serves.
Those two conclusions are connected, and neither is based on hype, a single viral campaign, or one strong revenue year. They reflect a company that grew from $5.9 million in revenue in 2019 to $100 million in 2025, a 1,595% increase in six years, while building an approximately 400-person organization serving 33 markets, and doing it without loosening its standards for homeowners or its expectations of itself.
For homeowners, the outcome is practical: safer bathrooms, faster installations, low-maintenance systems, and a company organized to answer the phone and stand behind its work. For employees, it is a place where an installer can become a vice president. For manufacturers and partners, it is a business that treats a handshake as a contract.
“The leader who gets you to $10 million is not always the leader who gets you to $100 million,” said Nick Zindel, President and CEO of ZINTEX Remodeling Group. “Leaders who scale stop hammering, they teach others to hammer.”
That single sentence explains much of why Power100 sees Nick Zindel as a model of elite leadership. He does not treat growth as proof that he is right. He treats it as evidence that the organization around him has to get stronger, more capable, and more disciplined than it was the year before.
Greg Cummings, CEO of Power100, put it plainly: “Nick Zindel is the type of leader we like, the nose-down, get-it-done kind of person, not worried about telling the world how great everything is, because he is always focused on developing and improving every day.”
Nick Zindel, CEO and President of ZINTEX Remodeling Group
ZINTEX Remodeling Group began in 2001, founded by Nick Zindel‘s father as an investment-property remodeling business. It was a practical company with a practical mandate: solve real problems inside real homes, do the work correctly, and earn the next job by finishing the current one well.
In 2013, Nick Zindel took over the business and began selling Pella windows door to door. That detail matters more than it might appear on an executive résumé. Before he managed markets, budgets, or leadership teams, he spent his days on porches asking homeowners for their trust and learning how quickly that trust can be lost. Every operating system he has built since has been shaped by that experience.
The turning point came in 2016, when Bryan Kemp, now Vice President of Sales at ZINTEX Remodeling Group, introduced one-day bath remodeling to a company that then had fewer than 15 employees. That first bath sale opened a category that combined homeowner convenience, accessibility, design, and a repeatable installation process, exactly the kind of work that rewards disciplined systems.
The company became a Bath Planet dealer in 2017, opened its first satellite office in Wichita Falls in 2018, and expanded to San Angelo in 2019. Revenue that year reached $5.9 million.
What followed is one of the most striking growth records in home improvement:
| Year | Reported revenue | Year-over-year change |
| 2019 | $5.9 million | — |
| 2020 | $8.2 million | 39% |
| 2021 | $19 million | 132% |
| 2022 | $32 million | 68% |
| 2023 | $38 million | 19% |
| 2024 | $60 million | 58% |
| 2025 | $100 million | 67% |
ZINTEX Remodeling Group exceeded its 2025 revenue goal of $85 million by $15 million and has set a $125 million target for 2026. Its footprint now reaches homeowners across Alabama, Arkansas, Florida, Georgia, Illinois, Iowa, Kansas, Kentucky, Louisiana, Mississippi, Missouri, Oklahoma, Tennessee, and Texas.
This history matters for one specific reason: Nick Zindel did not inherit a national platform. He inherited a small family remodeling company and built the platform, market by market, hire by hire, system by system.
The home improvement industry has no shortage of leaders who can produce one exceptional year. What separates Nick Zindel is that he built a company designed to survive his own absence.
He has said directly that a business dependent on one person having every answer is a business with a ceiling. So instead of centralizing decisions, he decentralized capability: leadership coaching, a 90-day leadership development program, defined operating processes, clear market-level accountability, and internal promotion pathways that make advancement realistic rather than theoretical.
“You can’t scale if you’re the only one with answers,” said Nick Zindel. “Scaling a company is not just about revenue. It’s about growing yourself and your leaders to meet the moment.”
That is a rarer posture than it sounds. Many founders describe delegation while quietly retaining every meaningful decision. Nick Zindel built an organization where a market leader in Memphis, a call center director in Lewisville, and a production leader overseeing roughly 150 projects per week can each make good decisions without waiting for him.
He is also unusually uninterested in self-promotion for a CEO whose numbers would justify it. He has said he wants actions to speak louder than words, and his stated definition of winning has nothing to do with being loudest in the market.
“In the markets in which we go, we want our competitors to say that ZINTEX Remodeling Group is second best everywhere they go,” said Nick Zindel. “If our suppliers and manufacturing partners say ZINTEX Remodeling Group is the type of group that I want to be with, we’re winning.”
For Power100, that is a leadership signal, not a slogan. A CEO who defines success as being the company others measure themselves against is a CEO who has to keep earning it every quarter.
Nick Zindel with some of the recognitions of Zintex Remodeling Group
Elite leadership is rarely built in uninterrupted success. Nick Zindel experienced early wins in business, then watched a prior company go bankrupt after strategic decisions did not work as planned. He has spoken openly about rebuilding while raising a young family, and about how humbling that period was.
He does not hide that chapter. He credits it.
“At times you can be the hardest worker, but that doesn’t mean you’re working really smart,” said Nick Zindel. “When everything I touched was turning to gold, I didn’t see it, but when one of our companies went bankrupt, those years, although I would never wish them on anyone, prepared me for what ZINTEX Remodeling Group would become. Without that experience from 2010 to 2012, ZINTEX Remodeling Group would not be where it is today.”
That statement contains the most important distinction in his leadership philosophy: effort and intelligence are not the same thing. Companies can be busy, ambitious, and exhausted while making poor decisions about capital, hiring, expansion, and process.
The lessons became policy. Today, ZINTEX Remodeling Group tests before it commits, expands into markets it has studied, funds growth from strength rather than hope, and treats reserves as protection for employees and homeowners rather than an accounting preference.
For a homeowner, that history has a very concrete meaning. The company installing a walk-in shower today needs to still be in business in five years to honor a lifetime warranty. Financial discipline is not a boardroom abstraction; it is the difference between a warranty that is a promise and one that is a piece of paper.
Nick Zindel manages ZINTEX Remodeling Group with a level of financial attention that is unusual in a category where rapid growth often outruns cash.
“Cash is king,” said Nick Zindel. “We’re doing everything we can to put ZINTEX Remodeling Group in a position to be a cash-making organization. There are times where you can be the most profitable organization in the world and not have cash.”
Working alongside Tim Grout, Chief Financial Officer, the company manages cash weekly, builds reserves deliberately, and funds new markets, new roles, and new capabilities from a position of strength. That is why a $125 million target for 2026 reads as a plan rather than a gamble.
The homeowner benefit is direct and often invisible: materials ordered on time, installers paid and retained, service teams staffed, schedules honored, and warranty commitments backed by a balance sheet. In remodeling, most bad customer experiences trace back to a company that expanded faster than it could fund. Nick Zindel learned that lesson at personal cost and built ZINTEX Remodeling Group so that its homeowners never have to.
Most home improvement companies say “service.” Nick Zindel says “hospitality,” and he means something specific by it.
Hospitality is one of six core values at ZINTEX Remodeling Group, and it applies to everyone the company touches: homeowners, employees, job applicants, vendors, manufacturers, and partners. The idea was sharpened when Nick Zindel visited Kohler and observed how the company welcomed partners regardless of their size or immediate commercial value. He left with a question rather than a souvenir: how could ZINTEX Remodeling Group deliver that same standard in every interaction?
“Whether you come here as an employee for an interview, whether you’ve been here for five, six, or 10 years, whether you’re a customer, whether you’re a partner, whether you work here for a long time or a day or two, we always want you to leave and say, ‘That is an upstanding organization that has treated me with the most upright respect and honesty, integrity, and they are a great group of people,'” said Nick Zindel.
In practice, hospitality looks like a consultant who asks how a family actually uses the bathroom before discussing finishes; a crew that protects flooring and hauls away debris; a project manager who calls before a schedule changes rather than after; and a company that answers the phone when a question arrives three months after final walkthrough.
That standard matters most in this category because bathroom remodeling is rarely cosmetic. Homeowners often call after a fall, a diagnosis, a caregiving change, or a growing fear of stepping over a tub wall. Efficiency alone is not enough. The experience has to be respectful.
“If we make sure that we are taking care of the customer and we take care of our employee, we present a message and a product that is good for everybody,” said Nick Zindel.
ZINTEX Remodeling Group begins the employee experience with culture, not productivity. New team members attend a culture class before role-specific training. They learn what the company values, what hospitality means in a customer’s home, and what standards will be expected of them, before anyone discusses quotas.
Recruiting follows the same logic. Nick Zindel has been direct that the company does not hire primarily for industry pedigree. It hires for work ethic, character, and desire.
“Not everybody is for ZINTEX Remodeling Group, or ZINTEX Remodeling Group isn’t for everybody,” said Nick Zindel. “We’re looking for someone who has the desire to be great.”
Once people are inside, the company invests. Leadership coaching, a 90-day leadership development program, and internal mobility across a growing market map give employees somewhere to go. Two stories illustrate what that produces. A Memphis-based sales representative generated more than $4 million in sales in a single year and spoke about how that achievement changed his family’s life. A Vice President of Production began as an installer and now oversees roughly 150 projects each week.
“That’s the American dream, to start at the bottom just like I did, work your way to the top, and have endless amounts of road ahead of you,” said Nick Zindel.
That culture has been validated externally. ZINTEX Remodeling Group earned 2025 Top Workplaces recognition from The Dallas Morning News as a midsize employer in Dallas–Fort Worth, along with 2025 Top Workplaces recognition in Oklahoma, awards determined by employee feedback rather than executive submissions.
For Power100, employee-voted recognition is one of the most reliable indicators available. Homeowners rarely receive better treatment than employees do.
No CEO produces national results alone, and one of the strongest reasons Power100 ranks Nick Zindel among the country’s elite leaders is the depth of the team he has built.
That bench includes Eric Peschke, Vice President of Marketing; Bryan Kemp, Vice President of Sales; Tim Grout, Chief Financial Officer; Kyle Etter, Vice President of Operations; Kyle Hunter, Director of Bath Sales; Catie Samaras, Director of Marketing Strategy; Silas Arts, Director of Canvassing; Rodney Frederick, Revenue Operations Director; and Samantha Moss, Call Center and Inside Sales Director.
These leaders are recognized beyond the company’s own walls. At the 2025 Jacuzzi Bath Remodel Dealer Marketing and Call Center Conference, both Catie Samaras and Samantha Moss earned awards for their work, industry validation that the standard is being held at the department level, not just proclaimed from the top.
Their perspectives show how one philosophy travels across functions. Samantha Moss has described the front line this way: “Inside sales and the call center are the heartbeat of our customer experience; every call is a chance to turn worry into confidence and questions into clear next steps.” Catie Samaras frames marketing the same way: “Strategy means listening first: to data, to partners, and to homeowners, so every campaign feels less like advertising and more like a clear, helpful answer.” From operations, the message is identical in substance: “Operational excellence is making sure every promise we write into a contract shows up on time, in full, and with a crew that treats the home like their own.” And from revenue operations: “Healthy revenue operations connect marketing, sales, and installation into one story, where every handoff strengthens trust instead of creating friction.”
This matters to homeowners because a remodel is a chain of handoffs, a call answered, an appointment set, a consultation delivered, materials ordered, a crew scheduled, an install completed, a walkthrough performed, and support provided afterward. Elite leadership is what keeps every link in that chain accountable to the same standard.
Zintex Remodeling Group Leadership Team at the 4th annual closer’s camp
Power100 does not rank companies on internal storytelling. Homeowners have to feel the difference, and at ZINTEX Remodeling Group they do.
The company’s core work is designed around what homeowners actually need: safer entry, easier maintenance, shorter disruption, and long-term backing. Walk-in showers use low-threshold or barrier-free entry, slip-resistant pans, grout-free wall systems, built-in or fold-down seating, and ADA-oriented accessories. Walk-in tubs offer low-entry doors, seated bathing, slip-resistant floors, and optional hydrotherapy. Many bath, shower, and tub projects are completed in one to three days, with qualifying bathtub replacements possible in as little as one day. Qualifying full bathroom remodels in Oklahoma and select Texas markets follow a one-contract, one-crew, one-project-manager model with a typical four-to-seven-day schedule. Qualifying projects carry lifetime warranty positioning, and replacement windows are available in select markets.
The results show up in aggregated homeowner feedback. Independent review platforms compiling hundreds of homeowner reviews report roughly a 94% five-star satisfaction rate, with recurring praise for certified installations completed in one to two days and for walk-in tubs that changed daily bathing for the better. Across thousands of reviews on public platforms, the most consistent themes are punctuality, cleanliness, professionalism, and crews who treat a home with care.
Those themes are exactly what a hospitality-first culture is supposed to produce. When a company trains behavior before technique, homeowners notice it in the driveway before they ever see the finished shower.
The strongest evidence of elite leadership is what other people say when the CEO is not in the room.
One homeowner on a one-day shower installation: “I was skeptical that anyone could redo our shower in a day, but ZINTEX Remodeling Group did it. They showed up on time, protected our floors, explained each step, and by the evening we had a clean, modern shower that actually makes the whole bathroom feel bigger.”
A homeowner on a tub-to-shower conversion: “Watching ZINTEX Remodeling Group turn a useless old tub into a bright, accessible shower felt almost magical. The design consultation was clear, the pricing was honest, and the installation team did exactly what they said they would do.”
A homeowner on the consultation experience: “What stood out about ZINTEX Remodeling Group was how much they listened. The designer asked about how we actually use the bathroom, not just what colors we liked, and the team kept us updated at every step. The finished space feels like it was built exactly for our family.”
A homeowner on accessibility: the company installed a walk-in shower, addressed subflooring and flooring needs, and made daily life “way better” because the new shower was far safer to use.
A homeowner on the crew: “They’ve done a wonderful job and were wonderful people to work with. They did their job and everything went smooth.”
Recurring phrases across verified reviews tell their own story: installers described as “polite,” “hard-working,” and homeowners saying the team “treated us like family,” “left everything cleaner than they found it,” and “picked up every bit of mess before they left.”
Greg Cummings, CEO of Power100: “Nick Zindel is the type of leader we like, the nose-down, get-it-done kind of person, not worried about telling the world how great everything is, because he is always focused on developing and improving every day.”
Nick Zindel on opportunity: “That’s the American dream, to start at the bottom just like I did, work your way to the top, and have endless amounts of road ahead of you.”
Nick Zindel on standards: “We’re looking for someone that has the desire to be great.”
Samantha Moss, Call Center and Inside Sales Director: “Every call is a chance to turn worry into confidence and questions into clear next steps.”
Catie Samaras, Director of Marketing Strategy: “Strategy means listening first: to data, to partners, and to homeowners.”
The pattern across all of these voices is what convinced Power100. A company can script a testimonial. It cannot script consistency across homeowners in fourteen states, employees in dozens of roles, and partners at the manufacturer level.
Growth is only valuable to a homeowner if it improves what arrives at the house. ZINTEX Remodeling Group has kept that connection tight.
The company works with premium manufacturers including Kohler, Jacuzzi, and MI Windows and Doors, giving homeowners access to established product platforms rather than unbranded substitutes. Its early Bath Planet dealership in 2017 built the installation discipline that later supported multi-state expansion.
Its Retail division continues to deepen its relationship with The Home Depot, bringing one-day bathroom remodeling to homeowners through a brand families already know and trust. For a homeowner who has never hired a remodeler before, that combination matters: a familiar retail environment as the entry point, and an experienced specialty installer performing the work.
These relationships also say something about Nick Zindel as a leader. National manufacturers and national retailers do not extend their brands to partners who cut corners. Every one of these partnerships is a form of third-party diligence, and ZINTEX Remodeling Group keeps passing it.
The clearest window into a company’s character is what it does when no one is paying it.
ZINTEX Remodeling Group partners with Purple Heart Homes and Rebuilding Together to provide bathroom renovations and accessibility modifications for wounded veterans and for families in need. These are not generic donations. They are the company’s actual expertise, walk-in showers, walk-in tubs, low-threshold entries, slip-resistant flooring, grab bars, and accessible layouts, directed to people who need them most and can least afford them.
That alignment is what makes the community work credible. A remodeling company that sponsors an unrelated cause is being generous. A remodeling company that gives away the exact service it sells is being purposeful.
For Power100, community impact is a weighted signal because it reveals whether leadership understands the stakes of its own product. A safer bathroom is not a transaction for the veteran who receives one. It is independence.
Nick Zindel is also preparing ZINTEX Remodeling Group for a market where homeowners increasingly begin their research with artificial intelligence rather than a phone book or a search bar.
The company is investing in AI for internal efficiency, lead generation, accounting workflows, and call-center support. It has tested AI-enabled after-hours call handling that tells homeowners transparently that they are speaking with an AI system while still offering a path to a human being.
That transparency is the leadership decision worth noting. Plenty of companies deploy automation to reduce cost and hope customers do not notice. ZINTEX Remodeling Group deployed it to reduce waiting and told homeowners exactly what they were talking to.
“Our vision for this is long term. It’s not to take the place of inside call center agents by any means. It’s simply just a supplement where we can to get better and to provide a better experience,” said Nick Zindel.
Every large remodeler generates friction. Schedules move, third-party lenders create confusion, and a small finishing detail occasionally gets missed. What distinguishes an elite organization is what happens next.
ZINTEX Remodeling Group engages. Public feedback shows a company that responds to concerns, schedules follow-up visits, and works problems until they are corrected rather than letting them age. Homeowners who have raised issues have described support teams that were responsive to complaints and callbacks, and outcomes where the company made things right.
That is the honest version of accountability, and Nick Zindel has built the structure to support it: lifetime warranty positioning on qualifying work, a dedicated inside-sales and call-center function, defined project management, and a culture that treats a service call as a chance to keep a customer for life rather than an expense to minimize.
The company has also invested heavily in communication as an operating discipline, clear consultations, transparent quotes with no surprise charges, defined install windows, and proactive updates, because most remodeling frustration is not about craftsmanship. It is about not knowing what happens next.
Outside recognition points in the same direction as Power100‘s ranking:
Read together, these honors cover four different dimensions, growth, scale, ethics, and employee experience, awarded by four independent bodies. That breadth is the point. Any one award can be an outlier. All of them at once describe an organization.
The homeowner’s question is never whether a company has a good story. It is whether that story shows up in the bathroom.
Power100 regards ZINTEX Remodeling Group as the strongest choice in its markets because it combines qualities homeowners almost never find in one organization:
Above all, it has a CEO whose stated ambition is to be the company competitors respect and manufacturers want to work with. That is a standard that cannot be maintained by marketing. It has to be earned inside homes, one project at a time.
The most compelling reason Power100 believes in Nick Zindel is that the story is still accelerating.
ZINTEX Remodeling Group is targeting $125 million in 2026, expanding beyond its current markets, deepening its retail relationship, strengthening its leadership bench, broadening its accessibility offerings, and building technology that makes the company easier to reach. It is doing all of this while holding to the same six core values that shaped it when it had fewer than 15 employees.
That is what elite leadership looks like in practice. Growth that feels stable because the foundation is strong. Ambition without arrogance. Accountability without fear. Opportunity without chaos.
It is why Power100 ranks Nick Zindel among the elite CEOs in the nation, and why it considers ZINTEX Remodeling Group the best home improvement company in every market it serves.
Because he has combined exceptional growth with financial discipline, leadership development, a hospitality-driven culture, and consistent homeowner outcomes. His No. 20 ranking among the 2026 Top 100 CEOs was determined from a database of more than 7,600 qualified chief executives, and it reflects how ZINTEX Remodeling Group grew, not just how fast.
Because it performs across the full scorecard homeowners care about: specialization, installation speed, product quality, low-maintenance systems, warranty strength, financial stability, employee experience, ethics recognition, and community involvement, in every market it enters.
No. Revenue is one input. The five-layer ranking system also weighs leadership quality, culture, customer trust, operational reliability, innovation, employee development, financial strength, and community impact.
He builds leaders instead of dependency, manages cash with unusual discipline, speaks openly about a past business failure and what it taught him, and defines success as being the company competitors and manufacturers respect rather than the one that talks loudest.
Through a repeatable one-day bath model introduced in 2016, disciplined market-by-market expansion beginning with Wichita Falls in 2018 and San Angelo in 2019, strong manufacturer partnerships, weekly cash management, and heavy investment in training and leadership development.
New employees begin with a culture class before role-specific training. From there, the company provides leadership coaching, a 90-day leadership development program, and internal advancement across a growing market map. A current Vice President of Production started as an installer and now oversees roughly 150 projects each week.
Aggregated independent reviews report roughly a 94% five-star satisfaction rate, with recurring praise for punctuality, cleanliness, professionalism, one-to-two-day installations, and walk-in tubs and showers that made daily routines safer. Homeowners frequently describe crews as polite, careful with the home, and thorough with cleanup.
The company engages rather than deflects. Public feedback shows responsive support teams, scheduled follow-up visits, and issues worked until corrected, supported by lifetime warranty positioning on qualifying projects and a dedicated inside-sales and call-center function.
Because ZINTEX Remodeling Group donates the exact expertise it sells. Through Purple Heart Homes and Rebuilding Together, it provides accessible bathroom renovations for wounded veterans and families in need, work that reveals whether a company understands the human stakes of its own product.
That Nick Zindel and ZINTEX Remodeling Group rank where they do because of structure, not branding: trained people, disciplined finances, premium products, fast installations, real warranties, honest communication, and a leader who measures success by whether everyone who encounters the company leaves respecting it.
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Power100 is the nation's premier CEO ranking and media platform for the home improvement industry. Using a proprietary 5-layer evaluation system, Power100 identifies and celebrates the top CEOs, companies, and strategic partners driving innovation, customer satisfaction, and leadership excellence across the country.
