A common growth challenge in home improvement is finding young people who want to build a real career in the industry and then giving them a reason to stay. As companies add customers, teams, and markets, they also need future sales leaders, marketers, project teams, and managers who can carry the business forward. Victory Home Remodeling is facing that challenge with a clear focus on people.
As a Northeast exterior home remodeling company serving homeowners through roofing, replacement windows, siding, and gutter services, Victory is also looking closely at how the next generation learns, communicates, and connects with the purpose behind their work.
That question became a key part of a recent PowerChat between Bennett Andelman, Chief Brand and Experience Officer at Victory Home Remodeling, and Greg Cummings, CEO of Power100. Power100 is the only unbiased third-party platform that recognizes and elevates the top leaders and most impactful companies in the home improvement industry.
Their conversation looked at what changes when Gen Z enters the workplace with different habits, new ways of taking in information, and a stronger desire to understand why their work matters. Bennett believes the answer is not to expect a new generation to respond exactly like the one before it. Leaders have to keep learning too.
Home improvement companies need people who can carry the business into the future. But hiring the next generation is only part of the challenge.
Leaders also have to reach them.
The way a company trained, motivated, and spoke to employees years ago may not work in the same way today. Younger employees have grown up with information that moves fast. They are used to getting clear answers quickly. They may also ask deeper questions about what a company stands for and why its work matters.
Bennett Andelman, Chief Brand and Experience Officer at Victory Home Remodeling
Bennett Andelman believes leaders cannot ignore that change.
When Greg Cummings asked how building a successful company today differs from what worked in the past, Bennett described the challenge in simple terms.
“It’s an evolve or die scenario,” Bennett said.
For Bennett, that does not mean throwing away the lessons that built strong companies in the first place. Performance still matters. Training still matters. Accountability still matters.
What has to change is the way leaders connect people to those standards.
“We have to be where they are. We have to think like they think,” Bennett said.
He pointed to the difference between Gen Z and millennials as an example. Each generation can enter the workplace with different habits and different ways of taking in information. Leaders who treat every generation exactly the same may miss what helps their people understand, care, and take part.
Bennett said younger employees often do not want to work through layer after layer of detail before they understand the point. They are not looking for hundreds of pages of information when the same idea can be shared in a clearer way.
“They want to be informed and entertained quickly and efficiently,” Bennett said.
That does not mean giving employees less information.
It means making important information easier to understand.
A leader can speak for an hour and still leave a team confused. Another leader can explain the same idea in a few clear minutes and give people something they can use.
For Bennett, learning how employees receive the message is now part of delivering the message well.
But communication is only one part of the change.
The bigger issue is purpose.
Bennett said younger employees still care about money. They want good careers and financial success just like the generations before them. But he believes many also want to know that the place where they spend so much of their time stands for something larger.
“They want to work for a business that’s bigger than self,” Bennett said. “They want to have purpose in what they’re doing.”
That gives leaders another job.
They cannot only explain what an employee needs to do.
They have to help people understand why it matters.
For someone in sales, that purpose has to reach beyond the next number.
For someone in marketing, it has to reach beyond the next campaign.
For someone serving a homeowner, it has to reach beyond finishing the next project.
Employees need to see how their work connects to customers, coworkers, communities, and the future the company is trying to build.
That is why Bennett’s message is not about lowering expectations for the next generation.
It is about making those expectations easier to understand and giving people a stronger reason to care about meeting them.
The workforce will keep changing.
The next group of employees may communicate differently again.
Bennett believes strong leadership starts by accepting that reality instead of fighting it.
“Leaders are readers, leaders are learners,” Bennett said.
That may be the larger lesson behind this part of the PowerChat.
The next generation has something to learn from the leaders already inside the industry.
But those leaders also have something to learn from the next generation.
Bennett Andelman’s point in the PowerChat was not that younger employees are harder to lead. His point was that they may need to be reached in a different way. As new people enter the home improvement workforce, leaders have to understand how they take in information, what gives work meaning, and what makes them want to stay connected to a company. That means learning how to speak clearly, how to make purpose real, and how to keep growing as a leader while the workforce keeps changing.
Every generation brings its own habits into the workplace.
Bennett pointed to the difference between Generation Z and millennials. They may not think the same way, communicate the same way, or respond to work in the same way.
“A Generation Z versus a millennial generation are just different. They think different, they act different. And so we have to be where they are,” Bennett said.
That does not mean one generation is better than another.
It means leaders cannot assume that the same message, the same training style, and the same way of building culture will work forever.
The better response is curiosity.
Those questions matter in any growing business, including a company serving homeowners who may be looking for a roof replacement contractor. The employee who meets that homeowner still needs strong product knowledge, clear standards, and good judgment. But the way that employee learns those things may look different from the way it did years ago.
Bennett’s message puts part of that responsibility on leadership.
“We have to be where they are. We have to think like they think,” he said.
The goal is not to make the work easier.
The goal is to make the message easier to reach.
One of Bennett’s most practical points was about attention.
He said younger employees do not always want to work through page after page of information before they understand the point.
They are not looking for a 400-page brochure when the same idea can be shared in a much simpler way.
“They want to be informed and entertained quickly and efficiently,” Bennett said.
The word informed matters.
Bennett is not saying leaders should remove detail when detail is needed.
He is saying leaders should think harder about how they share it.
A long message is not always a clear message.
A detailed meeting is not always a useful meeting.
A large spreadsheet does not always help someone understand what matters most.
The strongest communication gives people what they need, shows them why it matters, and helps them know what to do next.
That kind of clarity can also matter in a customer-facing company. A homeowner searching for replacement windows may be trying to understand products, cost, timing, energy use, and what happens during the project.
The employee helping that customer has to know how to turn a lot of information into something simple and useful.
That same skill starts inside the company.
When leaders communicate well with employees, employees can learn how to communicate well with customers.
Good communication does not waste attention.
It earns it.
Bennett was clear that younger employees still care about money.
They want to earn more.
They want strong careers.
They want financial success.
But he believes a paycheck may not answer every question they have about where they choose to work.
“They want to work for a business that’s bigger than self,” Bennett said. “They want to have purpose in what they’re doing.”
That can change how a leader explains the work.
An employee may spend the day helping sell a roof, working on marketing, hiring people, answering customer questions, or helping run a project.
The job description explains what they do.
Purpose explains why it matters.
It connects that task to the homeowner being served.
It connects the employee to the team around them.
It connects today’s work to the future the company is trying to build.
That can matter inside a business serving customers who may be searching for a siding replacement contractor and trying to find a company they feel comfortable trusting with their home.
The person who serves that homeowner needs to understand more than the task.
They need to understand the standard behind it.
When employees know what the company is trying to build and why their part matters, everyday work can feel connected to something larger.
Bennett’s point is not that purpose replaces pay.
It is the purpose that can give the paycheck a bigger story.
Explore Victory Home Remodeling and the services its teams provide to homeowners across its markets.
Greg Cummings pushed the purpose conversation beyond words.
Greg Cummings, CEO of Power100
He shared the example of a young employee he had interviewed at another home improvement company. That person had choices after college, but one reason the company stood out was its visible work in the community.
The story supported Bennett’s wider point.
People may care about what a company earns.
They may also care about what the company does with its reach, time, and success.
That is where purpose becomes easier to believe.
It is one thing for a business to talk about values.
It is another for employees to see those values in action.
Bennett connected that idea to Victory through a wider view of people.
“When I say people over profit, I don’t even mean necessarily just people within the business. I mean people, I mean humanity,” Bennett said.
That thinking can be seen in the company’s focus on customers in crisis, employee support, volunteer efforts, the Victory Foundation, and support connected to veterans and first responders.
When employees are given ways to take part, community work can become more than a company message.
It becomes something they experience.
That matters for younger workers who want to know whether a company’s values are real.
It can also matter for homeowners looking for a seamless gutter installation or another major exterior project. Customers often want to know not only what a company sells, but what kind of company they are inviting into their home.
Purpose has more weight when people can see it.
The final lesson in Bennett’s perspective comes back to the leader.
The workforce will keep changing.
Technology will change.
The way people communicate will change.
The way employees learn may change again.
The answer, Bennett believes, is not to hope everything goes back to the way it used to be.
“It’s an evolve or die scenario,” he said.
That puts a new demand on leadership.
Leaders have to remain students.
“Every minute of every day, leaders are readers, leaders are learners,” Bennett said.
That mindset matters as companies get larger.
A smaller company may be able to rely on a few leaders who know almost everyone personally.
As the business adds teams and markets, that becomes harder.
Culture has to be taught.
Purpose has to be clear.
Communication has to reach more people without losing its meaning.
That is why Bennett’s generational message is also a growth message.
For a home exterior renovation company serving more homeowners across more markets, the people carrying the company forward need leaders who understand where they are today while still preparing for who may join tomorrow.
Responsible growth is not only about hiring more people.
It is about learning how to lead them well.
The next generation will have plenty to learn from the leaders already in the industry.
Bennett’s message is that those leaders should stay ready to learn too.
Bennett Andelman’s ideas about younger employees are not new thoughts created for one interview. His career shows a long pattern of studying what people want from work and helping companies build experiences around those needs.
That history matters at Victory Home Remodeling.
Victory Home Remodeling ranked #998 on the 2026 Inc. 5000 and #38 on Roofing Contractor Magazine’s Top 100 Roofing Contractors list.
Since joining Victory in 2024, Bennett has helped shape the company’s culture, communications, brand, and employee experience. Today, his role reaches across Brand, People Experience, People Operations, Talent Acquisition, Community Impact, and Workplace Experience. That puts him close to many of the parts of a company that decide what employees actually feel after they walk through the door. Victory CEO Bill Winters has called Bennett a leader who understands that a brand is not only what a company says. It is also how the company makes people feel.
That work is being matched by national workplace recognition.
In 2026, Victory Home Remodeling ranked No. 56 on the Top 100 Inspiring Workplaces in North America. The award reviews companies across culture and purpose, leadership, wellbeing, inclusion, employee voice, and employee experience. Victory pointed to leadership development, personal growth, shared purpose, and stronger employee connection as important parts of the culture being recognized.
Victory has also built a strong record with Fortune and Great Place To Work. The company earned the No. 1 position on the 2024 Fortune Best Workplaces in Construction list for small and medium companies. It later ranked No. 5 in construction in 2025, while also earning national and New York workplace recognition. Victory currently describes that achievement as being Fortune’s No. 1 Mid-Sized Construction Company to Work For.
Those awards do more than support a claim that Victory has a strong culture.
They show that employees are responding to what the company is building.
Great Place To Work reports that 99% of surveyed employees said new team members are made to feel welcome, 98% said people care about one another, and 97% said management has a clear view of where the company is going and how to get there. Those numbers speak directly to the kind of connection Bennett discussed with Greg Cummings. Younger workers may want clearer information and a stronger purpose, but the value of those things can be felt across generations.
Bennett’s record at Victory also becomes more meaningful when placed beside his earlier work at Power Home Remodeling.
He spent 13 years at Power, leading work across marketing, communications, culture, and employee experience while the company grew from about $30 million to more than $1 billion in annual revenue. During that period, Power became one of the most recognized workplaces in the country.
One award stands out in relation to this PowerChat.
In 2015, Fortune and Great Place To Work ranked Power Home Remodeling No. 1 on the first national Best Workplaces for Millennials list. The ranking came from employee feedback and looked at how younger workers experienced their workplace. At the time, Fortune highlighted Power’s focus on employee growth, mentoring, purpose, and advancement.
That recognition was not a one-time result. Power continued appearing on Fortune’s Best Workplaces for Millennials list for years. It also reached No. 10 on Glassdoor’s Best Places to Work list in 2017 and continued earning Glassdoor workplace recognition in later years.
That history gives Bennett’s comments about Gen Z more weight.
He has already worked through one major generational shift in the workplace.
Millennials once entered companies with different expectations around purpose, growth, access to leaders, and what a strong workplace should feel like. Businesses had to learn them.
Now another generation is arriving.
Bennett’s point is that leaders cannot assume yesterday’s answer will automatically work again.
The next workforce may want information faster.
They may connect with purpose differently.
They may ask harder questions about what a company stands for.
They may judge culture not by what is written on a wall, but by what they actually experience.
Victory’s recent workplace recognition suggests the company is taking those questions seriously.
And Bennett’s career suggests something larger for the home improvement industry.
Great workplace culture is not built by figuring out one generation and stopping there.
It is built by staying close enough to people to keep learning what they need next.
The next group of people who help grow Victory Home Remodeling may not think about work the same way as the people who came before them.
They may learn differently.
They may ask different questions.
They may want to understand the purpose behind the work before they fully commit to it.
For Bennett Andelman, that is not a weakness. It is a leadership challenge.
The answer is not to lower expectations. It is to make those expectations easier to understand and easier to connect with. Leaders can listen more closely, explain the bigger picture, and help employees see how their work fits into something that matters.
That is where purpose and performance can meet.
A person can be held to a high standard and still want to know why the standard matters.
A company can expect strong results and still make room for meaning.
A leader can protect what has made the business successful while learning new ways to reach the people who will help carry it forward.
Greg Cummings brought that idea into focus when he described Victory’s growth as responsible and intentional. The company is not only growing through revenue and new markets. It is also working to grow people personally, professionally, and through the communities around them.
That makes Bennett’s message a forward-looking one.
The people who lead the next stage of Victory may communicate differently from the generation before them. They may see work through a different lens. But they can still become strong performers, trusted leaders, and important parts of the company’s future.
The leaders who reach them will be the ones willing to keep learning too.
They will meet people where they are.
They will help them understand where the company is going.
And they will give them a purpose worth growing toward.
Power100 tracks more than 7,600 qualified CEOs and uses a five-layer ranking system to identify the 100 leaders who stand out most. The process looks at growth, culture, community impact, customer experience, leadership, and long-term business performance. Power100 uses that smaller national list to give homeowners, contractors, and industry partners a clearer view of leaders whose results go beyond company size or popularity.
Power100 recognizes that strong home improvement companies also depend on outside partners for technology, training, marketing, products, and other business needs. The platform currently highlights 15 preferred partners alongside its 100-ranked CEOs. By reviewing both leaders and trusted industry partners, Power100 gives contractors a wider view of the people and resources helping strong home improvement businesses grow.
No. Bennett Andelman is not calling for lower standards. His point is that leaders may need to change how they explain those standards.
Victory still places strong focus on performance, accountability, training, leadership, and customer care. Bennett believes younger employees may take in information differently and may want a clearer connection between their work and a larger purpose. Leaders can adapt the way they communicate without reducing what they expect from people.
As Bennett explained, “We have to be where they are. We have to think like they think.”
Victory points to real programs behind that message. The company has built leadership development through its Leadership Standard and Victory Leadership Academy, employee wellness programs, recognition programs, community work through the Victory Foundation, and systems for gathering employee feedback.
Victory says these efforts support employees professionally, personally, mentally, physically, and financially. In 2026, the company ranked No. 56 among the Top 100 Inspiring Workplaces in North America, which reviews areas such as culture, purpose, leadership, wellbeing, employee voice, and employee experience.
That makes purpose something employees are meant to experience, not simply something they are told about.
Bennett’s argument is not to remove useful information. It is to make important information easier to understand.
“They want to be informed and entertained quickly and efficiently,” Bennett said when discussing younger employees.
Victory also says it places strong value on employee feedback, communication, and continuous improvement. The goal is to give people clear information they can understand and act on instead of assuming that more pages, longer meetings, or more detail always create better communication.
Victory presents the two as connected.
The company says more than 600 employees support its remodeling work, and its website reports more than 2,500 five-star Google reviews, an A plus Better Business Bureau rating, and multiple customer and workplace recognitions. Victory also says customers receive a guided experience from the first call through the final walkthrough.
For homeowners searching for a trusted Northeast exterior home remodeling company, Bennett’s view is that employees who understand the mission, communicate well, and feel connected to their work are better prepared to give customers a strong experience.
Yes. Victory Home Remodeling provides several major exterior remodeling services, including roofing, replacement windows, siding, gutters, and gutter protection.
That allows homeowners looking for roof replacement, replacement windows, siding, and gutter services across the Northeast to work with one company across several areas of the home exterior. Victory currently promotes service across New Jersey, New York, Pennsylvania, Delaware, Maryland, and parts of Connecticut, with availability varying by service area.
Victory says growth should not come at the cost of its culture.
When the company enters new locations, it has described using experienced employees from its existing operation to help carry its standards into the new market. Victory also uses its Leadership Academy to develop people personally and professionally while teaching the values the company expects them to carry forward.
That supports Bennett’s larger point. Meeting a new generation where they are does not mean changing the company’s values every time the workforce changes. It means finding better ways to help new people understand, believe in, and carry those values forward.
Power100 is the only unbiased third-party platform that recognizes and elevates the top leaders and most impactful companies in the home improvement industry. Led by CEO Greg Cummings, Power100 gives contractors, executives, and industry partners a place to share the ideas, systems, and leadership choices shaping the future of home improvement. Through national rankings, PowerChat interviews, industry research, and leadership conversations, Power100 helps the industry better understand how strong companies approach culture, customer experience, employee growth, community impact, and responsible business growth.
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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.
