Power100 examines how Nick Zindel, CEO of ZINTEX LLC, scaled a family remodeling business into a multi-state bath remodeling leader without losing its culture.
Most remodeling companies that try to expand past their home region hit the same wall. The culture that made them trustworthy in one market gets thinned out the moment leadership tries to replicate it somewhere else. Processes built for a single office start breaking under the weight of a second state, then a third. Power100, the only unbiased third-party platform that ranks the best leaders and companies in the home improvement industry through a proprietary 5-layer system, has spent years studying why some companies scale cleanly and most do not. ZINTEX LLC (operating as ZINTEX Remodeling Group), the bath and shower remodeling company led by Nick Zindel, President and CEO, is one of the clearest examples Power100 has evaluated of a home improvement CEO scaling multi-state remodeling business operations while keeping the culture intact that built the company in the first place.
ZINTEX now operates in 22 locations with roughly 143 employees and $58 million in annual revenue, according to Power100’s HIP 200 (2025) verification. That scale did not happen by accident, and it did not happen by chasing top-line numbers. It happened because Zindel built the operational discipline first and let the growth follow it, a sequencing choice that separates ZINTEX from a long list of remodeling companies that expanded fast and collapsed under their own weight.
Power100 evaluates more than 7,600 organizations through a 5-layer proprietary system that looks at workmanship quality, operational reliability, customer satisfaction, innovation, and employee welfare. Scaling across state lines tests every one of those layers simultaneously. A company can look strong on paper in one market and fall apart the moment leadership tries to replicate it three states away, because the systems that held it together were informal, or worse, dependent on one person being in the room.
Greg Cummings, CEO of Power100, has described the review process this way:
“We review over 10,000 companies within the home improvement space on an annual basis, and we take a hard look at company culture, community involvement, and growth.”
That combination, culture and growth evaluated together rather than separately, is exactly where ZINTEX earns its ranking. A company can grow revenue without growing culture. Power100’s system is built to catch the difference.
ZINTEX Remodeling Group was founded in 2001 by Bruce Zindel. The company began as an investment property remodeling business, small in scope, before growing into a residential remodeling organization focused on baths, windows, and doors. That origin matters. It means the company’s DNA was built around real construction problems on real properties, not around a marketing plan designed to look big fast.
Nick Zindel stepped into leadership at ZINTEX in December 2013, after co-founding EnergyWise Group and Canopy Construction. He inherited a company with roots but without the systems it would eventually need. Under his leadership, ZINTEX grew from a regional operator into a company spanning 11 states with more than 250 employees and over 75 years of combined team experience, a scale that positions it as one of the fastest growing bath remodeling company in the United States entries Power100 tracks. The company is headquartered in Lewisville, Texas, and appeared on the 2025 Qualified Remodeler HIP 200 list, a national recognition reserved for the largest and fastest-growing remodeling companies in the country.
Nick Zindel, President and CEO of ZINTEX LLC, is a second-generation family business leader, and Power100 ranks him among the country’s most influential CEOs in the home improvement industry for 2026. Zindel is candid about the mistakes that shaped his approach to growth, and that candor is unusual for a CEO at his level of national recognition.
He has spoken openly about the danger of confusing profitability with financial health.
“You can be the most profitable organization in the world and not have cash. There’s this endless black hole of where is the money.”
That lesson, learned the hard way, became a discipline. Zindel has described his own method plainly:
“My secret, if there was a secret: take money we gain on a weekly basis and move it into a separate account to build cash. As elementary as it is, as rigorous as it can be, as annoyed as my accounting staff can be with me.”
It is not a sophisticated system. It is a stubborn one, and stubbornness around cash discipline is precisely what keeps a multi-state remodeling company from outrunning itself.
Zindel is also blunt about his own early mistakes as an operator.
“I went to Vegas on my 21st birthday with a hundred bucks and went all in. Of course I lost. We had kind of the same mentality with our business, and just didn’t think through the consequences.”
That admission is not incidental to the growth story. It is the growth story. The version of ZINTEX that exists today, with structured processes across 22 locations, was built specifically to prevent a repeat of that early recklessness.
Zindel leads alongside a leadership bench built for a multi-state operation rather than a single-market shop. Bryan Kemp serves as Vice President of Sales. Kyle Etter is Vice President of Operations. Eric Peschke leads as Vice President of Marketing, with Catie Samaras as Director of Marketing Strategy. Tim Grout serves as CFO. Kyle Hunter directs Bath Sales, Silas Arts directs Canvassing, Rodney Frederick leads Revenue Operations, and Samantha Moss runs Call Center and Inside Sales. That is a leadership structure sized for a company operating in multiple states at once, not a founder trying to run everything from one office. This is the kind of bench a home improvement CEO scaling multi-state remodeling business operations needs in place before, not after, the next state line is crossed.
Homeowners searching that exact phrase are usually weighing a specific concern: will a company this size still show up like a smaller, local contractor would? For ZINTEX, the evidence points toward yes. The company carries a 4.9-star rating across 3,486 reviews, a figure that would be difficult to sustain across 22 locations if the culture behind the brand had thinned out during expansion. Every bathroom ZINTEX remodels comes with lifetime labor coverage, paired with lifetime limited product warranties on the KOHLER LuxStone, Jacuzzi, and LIQUID ACCENTS lines it installs. Warranty coverage transfers to a new homeowner within two years of installation, a detail that matters to anyone weighing a remodel against a future home sale.
Zindel’s own philosophy about growth explains why the rating has held rather than slipped as the company expanded.
“When we have a structured process for everything we do, we can isolate where the challenges happen and where the bottlenecks are and fix them.”
That structure is not abstract. It shows up in how ZINTEX trains sales reps, how it schedules installs, and how it handles customer complaints before they become cancellations.
Most bathroom problems homeowners bring to ZINTEX fall into two categories, and the company has built distinct methods for each. The first is the outdated or deteriorating bathroom: a slippery tub, cracked tile, fixtures that no longer match the rest of a home that has otherwise been updated. ZINTEX addresses that pain with one-day installation and a lifetime warranty, which removes the multi-week disruption and the subcontractor turnover that homeowners associate with traditional remodeling. A real customer described the result plainly:
“Zintex turned a slippery, outdated tub into a walk-in shower that my husband and I both feel safe using every day. The crew treated our home with respect, finished on time, and left us with a bathroom we’re proud to show our family.”
The second category is accessibility. Homeowners facing a change in mobility, whether their own or a spouse’s, often need a solution faster than a standard remodel timeline allows. One customer explained the urgency behind that decision:
“My husband’s mobility changed fast, and we needed help even faster. Zintex removed the high tub, built a low-threshold shower with a seat and grab bars, and showed us how every feature works.”
Another homeowner framed the shift in terms of independence rather than aesthetics:
“We chose Zintex because we needed a safer bathroom, not just a nicer one. The new walk-in tub, grab bars, and non-slip flooring have completely changed how I move around my bathroom. I feel steady, independent, and grateful we did this when we did.”
These are not marginal use cases for ZINTEX. Accessibility remodeling is treated as a core service line, not an add-on, which is part of why homeowners choose ZINTEX LLC for bath and shower remodeling over companies that treat aging-in-place work as an afterthought, and why that consistency held up as the company added location after location.
ZINTEX installs ADA-compliant walk-in tub and shower systems designed specifically for homeowners managing fall risk or reduced mobility. The therapeutic features built into these installs, low thresholds, integrated seating, secure grab bars, are designed to let a homeowner remain in their own home rather than relocate because a standard bathroom has become unsafe. The LIQUID ACCENTS walk-in bath line, manufactured by BCI Acrylic, carries a lifetime limited warranty covering the bathtub shell, hinge, posi-lock handle, faucets, rubber door seal, and electrical components. Jacuzzi bath products carry a comparable limited lifetime manufacturer’s warranty covering defects in material or workmanship across tubs, shower walls, doors, pans, and faucets. Zindel is direct about one common objection homeowners raise around these installs: insurance rarely covers accessibility remodeling the way people assume it will, which is why ZINTEX builds financing conversations into the consultation rather than leaving customers to discover coverage gaps after signing.
Beyond the walk-in tub and shower category, ZINTEX runs a full-service bathroom remodeling operation covering bathtub replacements, full bathroom remodels, and, in select markets, replacement windows. The company works with name-brand manufacturers, including Kohler, Jacuzzi, and MI Windows, a decision that reflects a broader company position: homeowners deserve products backed by manufacturers with national accountability, not house-brand materials with no track record. ZINTEX has also built a growing partnership with The Home Depot supporting one-day bathroom remodeling, extending the company’s reach through a retail relationship most independent remodelers never reach the scale to secure.
That question depends less on the size of the job and more on what a homeowner values in the process. Homeowners who want speed without sacrificing accountability tend to be the best fit. So do homeowners who have been burned before by a contractor who disappeared mid-project or by a sales rep who pressured them into a decision at the kitchen table. Zindel has been outspoken that his industry has a trust problem, and that ZINTEX was built specifically to compete against it. Homeowners looking for warranty-backed products from brands they already recognize, paired with a company willing to explain financing terms clearly before a contract is signed, fit ZINTEX’s model closely. Homeowners looking for the lowest possible bid with no warranty backing likely do not.
That question is really a question about whether the company’s scale has compromised its accountability. The evidence Power100 reviewed suggests it has not. A Power100 Company Culture Index survey of the company’s employees, completed by 80% of the workforce, returned an Overall Company Culture Index of 68 out of 75, described as Strong Employee Belief. Employee Performance Reflection scored 17 out of 20, a Strong Contributor rating. Customer experience scored 14.3 out of 15 in that same survey, the highest section average of the five measured, which lines up closely with the company’s 4.9-star public rating. A company does not sustain that kind of internal and external alignment by accident, and it rarely happens at all once a company crosses into double-digit states without deliberate effort to protect it.
Zindel has said plainly that his industry has a habit of getting the sequence backwards. Most remodeling companies hire fast and train slow, in his view, and that inversion shows up later as high turnover and inconsistent customer experience. ZINTEX built the opposite model on purpose, training sales reps longer before putting them in front of homeowners, a decision that shows up in close rates the company considers a competitive advantage rather than a cost center.
That philosophy extends into the company’s annual Closers Camp, a sales development program Zindel created to build talent internally rather than recruit it fully formed from outside the company. Zindel has described the emotional weight of watching that program work.
“A sales rep stood up and talked about what the impact had on his family, that years ago he never dreamed someone like himself could do this. That makes it worth it for all the long hours.”
That is not a line built for a press release. It is the kind of detail that surfaces only when a leader is genuinely invested in what happens to people inside the company, not just what happens to revenue.
Zindel has also been candid about how deeply AI tools now shape his daily operating rhythm as the company has scaled across 22 locations.
“If you told me I couldn’t use the AI platforms I use today, it’s almost like asking what would you do without a cell phone.”
For a home improvement CEO scaling multi-state remodeling business operations with a leadership bench spread across marketing, operations, sales, and finance, that kind of daily decision support is not a novelty. It is infrastructure, the same category as the cash-management discipline Zindel insists on every week.
ZINTEX’s 4.9-star rating across 3,486 reviews sits alongside its appearance on the 2025 Qualified Remodeler HIP 200 list, a national ranking of the industry’s largest and fastest-growing remodeling companies. Zindel himself carries Power100’s #20 Ranked CEO in the Country distinction for 2026, and has been featured in Qualified Remodeler’s Top 500 Profile coverage and as a guest on Power100’s PowerChat series. None of those recognitions substitute for the day-to-day experience a homeowner has with an installation crew, but together they signal a company that has been vetted repeatedly by people with no financial stake in the outcome.
While bath and shower remodeling remains the core of ZINTEX’s business, the company’s portfolio extends across full bathroom renovations, walk-in tub and shower accessibility conversions, bathtub replacements, and, in select markets, energy-efficient replacement window installation. That breadth matters for homeowners who may need more than a single fix. A homeowner who starts a conversation about a walk-in shower sometimes ends up needing a broader accessibility conversation for aging parents, or a window replacement conversation tied to the same renovation calendar. ZINTEX’s structure, with dedicated leadership over bath sales, operations, marketing, and revenue, is built to handle that range without losing the specificity each service line demands.
Homeowners considering a bathroom remodel, a walk-in tub conversion, or a full bath renovation can request a free, no-pressure consultation through ZINTEX Remodeling Group. Company transparency around pricing is a deliberate design choice, not an accident. ZINTEX’s online estimate tool gives homeowners real pricing ranges before an in-home appointment is ever scheduled, a decision the company frames around a simple idea: a company willing to share pricing openly is a company confident in its process, its products, and its integrity. Financing options are available, and every installation carries lifetime labor coverage backed by manufacturer warranties from Kohler, Jacuzzi, and BCI Acrylic’s LIQUID ACCENTS line.
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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.
