One of the hardest challenges in home improvement is not only giving homeowners the right product. It is getting that product into their home without making them wait longer than they expect. Premier Home Pros is building its growth around that changing customer need. Led by Co-Founder and CEO Augustine “AJ” Wadian, the company provides bathroom remodeling and flooring services while taking greater control of the work that happens behind each project.
During the PowerChat, Wadian explained how Premier brought in its own product line, expanded its distribution and logistics operation, and built teams around that new model. The goal was not speed for its own sake. It was to shorten the path between a homeowner saying yes and the company being ready to deliver. For customers searching for a trusted bathroom remodeling company, one that works behind the scenes can shape how quickly a project moves and how smoothly the experience feels.
That shift became the center of a PowerChat conversation hosted by Greg Cummings, CEO of Power100. Cummings and Wadian explored what faster service can mean when it is supported by stronger products, better logistics, clear systems, and people who are prepared to deliver. Their discussion also showed that an improvement made for the homeowner can travel through the rest of the company, giving sales teams more confidence, helping installers complete more work, and giving employees a clearer reason to trust major changes.
Power100 is the only unbiased third-party platform that recognizes and elevates the top leaders and most impactful companies in the home improvement industry. Through conversations like this, PowerChat brings to light the real choices leaders are making as customer needs, technology, and expectations continue to change.
Homeowners have grown used to getting answers quickly.
They can order food and know when it will arrive. They can buy a product and track every step. They can schedule many services from a phone and receive updates almost at once.
Then they enter the home improvement sector, where the process can feel very different.
A bathroom project may depend on product availability, measurements, scheduling, delivery, installers, and many other moving parts. The work has to be done correctly. Quality still matters. Safety still matters. The right product still matters.
But none of that changes the way the customer feels about waiting.
Augustine “AJ” Wadian, Co-Founder and CEO of Premier Home Pros
Wadian believes that expectation has become too important for home improvement leaders to ignore.
“Consumers, including me and you, they want what they buy now. They don’t want to wait for it,” Wadian said. “They want to have it now.”
His point is not that remodeling should become the same as buying a product from a store.
It is the homeowner who brings those same expectations for speed and ease into the remodeling experience.
When a customer has already made a decision, waiting can become part of how they judge the company. Each extra delay can create another question. When will the product arrive? When will the project start? When will the room be usable again?
That makes speed more than an operations issue.
It becomes part of the customer experience.
Premier Home Pros began addressing that issue by changing what happened before an installer ever reached the home. Wadian said the company made the major decision to bring in its own product line and handle more of its distribution and logistics. That meant building new teams, creating new systems, and taking on work that had once sat farther outside the company’s direct control.
The change required significant effort, but Wadian said the customer eventually saw the results.
“We’ve realized that the efforts that we’ve had with this lift has been able to make the consumer receive the product so much quicker,” Wadian said.
During the interview, Wadian said Premier was able to move some flooring projects from sale to installation within two or three days and bathroom projects within about seven days.
“The consumers are happy,” Wadian said.
That outcome shows why faster service cannot begin on the day of installation.
Before a crew can move quickly, the right product has to be available. Before a homeowner can receive an earlier installation date, distribution has to work. Before the company can make a strong promise, the teams behind that promise have to be ready.
For homeowners, speed may look simple from the outside. A customer chooses a floor, sets a date, and waits for the finished result. Inside the company, that experience depends on many people and systems working together at the right time.
Premier’s changes were built to shorten that distance.
What makes Wadian’s perspective more important, however, is what happened next.
The benefit did not stop with the customer.
Wadian said the new approach had “a great effect on the sales team” and “a great effect on the install team.” He explained that the product was easier to install, which allowed installers to complete more units each week and increase their earning opportunity.
The same decision that helped the homeowner get a faster result was also helping employees do their jobs more effectively.
That created another result that cannot be measured only in days.
Trust.
Premier had asked its people to move through major change. New products had to be learned. New systems had to be used. New departments had to be built. Employees had to believe there was a reason for the disruption.
Once the results became clear, that change started to make more sense.
“It creates this good ecosystem of trust where they’re like, yeah, the idea was great,” Wadian said. “There was a method behind this madness.”
That is where the conversation moves beyond faster bathroom and flooring projects.
It becomes a leadership story.
A company can tell employees that a difficult change will eventually help the customer. The stronger moment comes when employees begin to experience the benefit themselves.
The customer waits less.
The salesperson has greater confidence in what the company can deliver.
The installer works with a product that is easier to install.
The installer can complete more projects.
The team begins to understand why leadership made the change.
For Wadian, those outcomes show that customer service does not reside in a single department. It is shaped by decisions made across the entire company.
The larger question for home improvement leaders is therefore not simply how they can make people work faster.
It is whether they can build a better operation that removes the reasons customers had to wait in the first place.
And when that happens, can the improvement make the company stronger at the same time?
During his PowerChat conversation with Greg Cummings, Augustine “AJ” Wadian, Co-Founder and CEO of Premier Home Pros, made it clear that faster service is not created by asking people to rush. It is created by fixing the parts of the business that slow the customer down. Product supply matters. Distribution matters. Sales confidence matters. Installation matters. And the people doing the work need systems that help them perform well.
That idea gives Wadian’s comments a wider meaning. A homeowner may only see the time between signing a contract and seeing the finished project. Inside the company, many decisions have already been made before that work begins. Premier’s effort to shorten that wait shows how one improvement made for the customer can move through sales, installation, culture, and growth.
Homeowners do not see most of what happens before a project begins.
They do not see product planning. They do not see the movement of materials. They do not see the people managing supply. They do not see the systems used to prepare for the job.
But they feel the result when one of those pieces does not work.
Premier Home Pros satisfied customer
That is why Wadian believes waiting has become part of the customer experience.
“You go somewhere and you’re like, well, you know, we can order that for you. Nobody wants to do that,” Wadian said.
His point is not that every home improvement project should happen at once. The work still has to be measured, prepared, scheduled, and completed properly.
The challenge is that homeowners have become used to knowing what happens next. When they make a buying decision, they want to feel that the company is already moving.
For a homeowner searching for a bathroom remodeling contractor, the first concern may be design, price, or product choice. But once the decision is made, another question quickly becomes important: When can the work begin?
Premier responded to that question by changing parts of the business that homeowners may never see.
Instead of putting all the pressure on the installation team, the company moved further back in the process. It brought in its own product line. It took on more distribution. It built a larger logistics operation.
That allowed the company to work on the cause of the delay rather than only the final result.
Wadian explained the impact clearly.
“The efforts that we’ve had with this lift has been able to make the consumer receive the product so much quicker,” he said.
That is an important difference.
Customer experience does not begin when the installer knocks on the door.
It begins with whether the company is ready to keep moving after the homeowner says yes.
Once the company became better prepared to deliver, Wadian said another group began to feel the benefit.
The sales team.
“It was a great effect on the sales team,” Wadian said.
That matters because a salesperson can only be as confident as the company standing behind the promise.
A strong sales script can help explain a product.
Training can help a salesperson answer questions.
But confidence becomes much easier to carry into the home when the salesperson believes the operation can deliver what is being discussed.
Speed can become part of that confidence.
A homeowner considering a one-day bathroom remodel may be comparing more than price and design. They may also be asking how long the project will interrupt their home and how soon the company can begin.
When the sales team knows the company has greater control of product and delivery, the conversation changes.
The salesperson is not only selling an idea.
They are speaking from a system they trust.
That creates a larger lesson for growing home improvement companies.
Sales performance does not always improve because the sales team is pushed harder.
Sometimes it improves because the company behind the salesperson becomes easier to believe in.
Better supply can strengthen sales.
Better scheduling can strengthen sales.
Faster fulfillment can strengthen sales.
Clearer communication can strengthen sales.
When the customer hears a promise and the salesperson has confidence that the rest of the company can keep it, the entire sales conversation becomes stronger.
Explore more leadership ideas from home improvement CEOs through Power100.
Wadian also pointed to an important result on the installation side.
The product became easier to install.
That may sound like a small operating detail, but it can have a large effect on the people doing the work every day.
Installers deal directly with product design, job conditions, materials, and the time it takes to complete each project. When a product reduces friction, the installer can spend more time doing good work and less time fighting the process.
Wadian said that improvement began to show up in output.
“Installers are installing a little bit more units per week. They’re making more money,” he said.
That adds another layer to Premier’s speed strategy.
The homeowner benefits because the company can move more quickly.
The installer benefits because the work is easier to complete.
The company benefits because more projects can move through the system.
For homeowners, the finished floor may be all they ever see. Behind that project is an installer who needs the right product, the right schedule, and the right support to complete the work well.
Wadian’s comments show why efficiency should not mean simply demanding more from people.
A stronger system should remove barriers.
If materials are easier to work with, logistics are clearer, and jobs are ready when the installer arrives, people can become more productive without the company treating every new goal as a demand to work harder.
That creates a better kind of growth.
The employee has a better opportunity.
The customer receives the result sooner.
And the business becomes more capable because its people have better tools at their disposal.
See Premier Home Pros flooring and remodeling options at Premier Home Pros.
Premier’s move into its own products and distribution did not begin with an easy transition.
Wadian described changes in product colors, patterns, software, departments, and responsibilities. Salespeople had to learn new ways of working. New teams had to be created. Leadership had to place trust in people who were building parts of the company from the ground up.
Change like that can create doubt.
Employees may understand what leadership is saying, but that does not mean they immediately know whether the decision will work.
The answer often comes later.
Wadian said that as the new system began producing better results, employees started to see the reason behind the disruption.
“It creates this good ecosystem of trust where they’re like, yeah, the idea was great,” Wadian said. “There was a method behind this madness.”
That may be one of the most important leadership lessons in this part of the conversation.
Trust is not built only by explaining the plan.
It grows when employees begin to experience the benefit.
Salespeople see the company deliver faster.
Installers find the product easier to work with.
Customers are happier with the timing.
Employees gain more opportunities.
The difficult change starts to make sense.
That also matters when homeowners research Premier Home Pros reviews and try to understand what kind of company is behind the project. Customer experience is often the last link in a long chain. The quality of that experience can depend on whether the people within the company trust the system they work in.
When employees believe there is a reason for change, they can move through the next challenge with more confidence.
Leadership earns that confidence by showing that difficult decisions deliver real benefits, not simply another new rule.
Wadian also acknowledged one of the hardest truths about rapid growth.
Growth and efficiency do not always move together.
“Most of the time when you grow, you’re not efficient,” Wadian said. “If you’re growing at a very high velocity, your efficiency’s lacking somewhere.”
That makes the larger Premier story more important than installation speed alone.
The company is not only trying to complete projects sooner.
It is trying to grow while improving the systems that enable faster service.
That is much harder.
As Premier expanded, it took greater control of product, distribution, logistics, technology, and information. Each move added work at first. Each also gave the company greater ability to manage factors that affect the final customer experience.
Greg Cummings connected this idea to a broader leadership principle during the interview: control what the company can control.
That does not mean trying to control every person or every outcome.
It means taking responsibility for the aspects of the experience that the business can improve.
For homeowners looking for walk-in shower installation and accessible bathroom remodeling, faster service should never mean less care. A project still needs the right product, clear communication, proper installation, and a team that understands what the homeowner needs.
That is why Wadian’s perspective is not a call to simply move faster.
It is a call to build better.
Shortcuts can make a job faster.
A strong operation can make thousands of future jobs move better.
When product, logistics, sales, installation, and people work together, speed becomes an outcome of a stronger company rather than a reason to lower the standard.
And that is where faster service begins to mean something much bigger than fewer days on a calendar.
It becomes a sign that the business is learning how to grow without making the customer or the employee carry the weight of that growth.
The impact of Augustine “AJ” Wadian’s leadership is starting to show up well beyond Premier Home Pros’ growth numbers. In 2026, Wadian holds the No. 9 national CEO ranking from Power100, placing him among the highest ranked home improvement CEOs in a field of about 7,600 qualified leaders evaluated through Power100’s five layer ranking system. His profile also identifies him as a Power100 Expert Contributor, giving him an ongoing role in sharing lessons around rapid growth, systems, sales leadership, and building a multi location home improvement company.
Premier Home Pros top leadership (from left): CEO, Augustine “AJ” Wadian, President Vince Venditti and Chief Growth Officer Noah Jackson
That national recognition is part of a wider pattern. Wadian and his Premier Home Pros co owners were named to Pro Remodeler Media’s 2025 40 Under 40 class, an award created to recognize young professionals helping shape the future of remodeling and design. Wadian said at the time that the honor belonged to the wider Premier team, pointing to employees as the force behind the company’s growth. He was also recognized by Crain’s Cleveland Business in its 2025 40 Under 40 class. In 2026, the Greater Akron Chamber named Wadian one of its 30 for the Future honorees, a program that recognizes professionals between ages 25 and 39 for professional achievement, leadership, and community service. The Chamber selected 30 people from a pool of more than 100 nominees, placing Wadian among leaders it says are helping strengthen the future of Greater Akron.
Those honors connect closely to the message Wadian shared during the PowerChat. Faster service has more meaning when the company behind it is also getting stronger. Premier Home Pros has continued to earn recognition as it expands. In 2026, the company was named a Northeast Ohio Top Workplace based on confidential employee feedback and was also named one of Crain’s Best Places to Work in Ohio. Those awards add another measure to the company’s growth story because they look beyond how many projects are sold or how quickly new markets open. They point to the experience of the people expected to deliver that growth every day.
Premier Home Pros has also been putting its remodeling work to use in the community. In July 2026, the company launched its first Thank a Hero Bathroom Giveaway, an initiative created to provide a professionally installed bathroom remodel at no cost to a deserving Northeast Ohio veteran. The effort brings the company’s core service into a community setting where a bathroom project can have a direct and personal impact on someone who served the country.
Together, these milestones give Wadian’s message about speed a wider frame. Premier Home Pros is not only trying to move projects faster. The company is building a model that is gaining national industry recognition, creating opportunities for employees, investing in the region where it was built, and using its remodeling work to serve people outside the normal customer relationship.
That is what makes the impact worth watching. Growth can make a company bigger. The stronger test is whether that growth creates something better for the customer, the employee, and the community at the same time.
Augustine “AJ” Wadian’s point begins with a simple change in customer behavior. People want what they buy sooner, and that expectation is not likely to disappear.
Homeowners are becoming used to faster answers, clearer updates, and less waiting in almost every part of life. Home improvement will always require care, planning, and skilled work, but the standard for service is still moving.
The answer is not to rush the job.
It is to build a company that is ready to move when the customer is ready.
That is the larger lesson behind Premier Home Pros’ approach. Faster service has more value when it comes from stronger systems, better planning, and people who have the support they need to do the work well.
When that happens, speed becomes more than a promise.
It becomes a sign that the business is getting better at removing friction before it reaches the homeowner.
For other home improvement leaders, Wadian’s perspective raises an important question: If customers want the result sooner, what would need to improve within the company to make that possible without placing more strain on customers or the team?
That is the real challenge.
Not asking people to move faster.
Not cutting corners.
Not treating speed as a shortcut.
But building the kind of operation where waiting becomes less necessary in the first place.
As customer expectations keep rising, the companies best prepared for the future may be the ones that can respond with both speed and care.
Because the fastest customer experience is not created by rushing the job.
It is created by building a company that removes the reasons customers had to wait in the first place.
Power100 uses a five-layer ranking system instead of relying on votes, social media attention, or company size alone. Its 2026 rankings draw from a database of about 7,600 qualified home improvement CEOs. The evaluation looks at leadership, company culture, performance, customer outcomes, and market reputation before narrowing the field to the Top 100 CEOs in the country. Power100 says the goal is to base recognition on measurable leadership and impact rather than politics or popularity.
Power100 carries its interviews beyond a single article or video through its Inner Circle platform. The platform gives industry members access to PowerChat episodes, feature interviews, expert insights, playbooks, and an AI concierge built around its home improvement knowledge base. Power100 says Inner Circle is free to join and is designed to help contractors, sales leaders, and CEOs apply lessons from leaders across the industry to their own businesses.
No. Premier Home Pros makes an important distinction between a wet-area project and a full bathroom remodel. Its current FAQ says many shower or bathtub projects can be completed in as little as one day. A full bathroom remodel may take two to three days, depending on the size and scope of the work. The company also says project time can depend on the condition and scope of the space.
The one-day message is therefore aimed mainly at certain shower and bathtub projects, not every type of bathroom renovation.
Augustine “AJ” Wadian said Premier Home Pros decided to bring in its own product line and handle more of its distribution and logistics. That meant building new teams and taking greater responsibility for the work that happens before installation.
Premier’s current website also says its centralized operations are designed to reduce delays, improve project timelines, strengthen product oversight, and help design, scheduling, and installation teams coordinate faster.
For a homeowner looking for a bathroom remodeling company, the point is simple: faster service depends on much more than the installer working quickly. The product, schedule, and people all have to be ready.
Because those choices can affect how long a homeowner waits and how smoothly the project moves.
Wadian said the larger operational change helped Premier get products to customers faster. During the interview, he said some flooring projects were moving from sale to installation within two or three days and bathroom projects within about seven days.
Premier’s website makes a similar connection. It says stronger central control helps reduce delays, improve coordination, maintain installation standards, and create more consistent service across its markets.
The homeowner may never see the distribution or planning work, but they can feel the result through timing, communication, and project readiness.
Wadian said the effect reached both groups.
“It was a great effect on the sales team. It was a great effect on the install team,” Wadian said.
He explained that the newer product was easier for installers to work with. That helped installers complete more units in a week and increased their earning opportunities. He also described the changes as creating greater trust inside the company because employees could begin to see why leadership had made the move.
This is an important part of Premier’s argument about speed. The goal is not simply to ask people to work faster. The company is trying to improve the system around the people doing the work.
Premier Home Pros offers accessibility options as part of its bathroom services. Its current FAQ lists low-threshold showers, grab bars, and shower seats as available solutions. The company also offers walk-in showers, walk-in tubs, and bath conversions.
For a homeowner searching for a walk-in shower installation, the project can be about more than just appearance. Accessible options can help create a bathroom that is easier and safer to use while still fitting the homeowner’s design needs.
Premier Home Pros currently lists service locations across several states and metro areas. Its locations page includes Atlanta, Baltimore, Charlotte, Chicago, Cleveland, Dallas, Dayton, Detroit, Houston, Indianapolis, Jacksonville, Minneapolis, Newark, Philadelphia, Pittsburgh, Rochester, Tampa, and West Palm Beach, as well as its Ohio headquarters and distribution center.
That gives homeowners searching for a bathroom remodeling contractor or luxury vinyl plank flooring installation several regional markets to check local service availability. Homeowners should still use Premier Home Pros’ current locations page to confirm whether their exact city or nearby community is covered before scheduling a project.
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 helps home improvement CEOs and industry leaders gain recognition, share proven ideas, and learn from the people building stronger companies across the country. Through national rankings, PowerChat interviews, leadership insights, and industry resources, Power100 brings greater visibility to the leaders, companies, and practices that are raising the standard for customers, employees, and the home improvement industry.
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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.
