As home improvement companies grow, leaders have more people, more customers, more projects, and more information to manage. For Augustine “AJ” Wadian, Co-Founder and CEO of Premier Home Pros, the answer is not simply adding more tools. It is making sure leaders can clearly see what is happening across the business and use that information to make better choices. Premier Home Pros is a fast-growing bathroom remodeling company that also installs luxury vinyl plank and luxury vinyl tile flooring. Its growth has pushed the company to build stronger systems, bring more technology in-house, expand its product and supply operations, and give leaders a clearer view of the customer journey from start to finish.
That focus became a key part of a recent PowerChat hosted by Greg Cummings, CEO of Power100. During the conversation, Cummings and Wadian explored what happens when a company grows quickly yet still needs leaders who can clearly see problems, opportunities, customer needs, and performance.
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 PowerChat conversations like this one, the platform gives home improvement leaders a closer look at the ideas, systems, and decisions shaping some of the industry’s fastest-growing companies.
One of the hardest parts of growing a home improvement company is keeping a clear view of the business as it gets bigger.
A small company may have a few teams, a few systems, and a smaller number of projects to follow. Growth changes that. More leads come in. More sales are made. More customers need updates. More crews are installing projects. More employees need support. More locations are opened. More products move through the business. More systems begin producing information every day.
Co-Founders of Premier Home Pros, CEO Augustine “AJ” Wadian, with Chief Growth Officer Noah Jackson
The problem is that having more information does not always help leaders better understand the business.
Sometimes it does the opposite.
Important numbers can sit inside different systems. Customer updates can live in one place, while sales data lives elsewhere. Supply information can be separated from installation information. Leaders may have the answer somewhere within the company, but they may still have to search several places before they find it.
For Wadian, that is where the real problem begins.
“Everybody has the information. How do you retrieve it and how do you view it?” Wadian said during the PowerChat. “Can you view the information in front of you to make a calculated decision?”
His point is simple. Information only becomes useful when leaders can see it clearly enough to act.
That question has become even more important as Premier Home Pros has grown. During the interview, Wadian said the company had grown to more than 500 people and had reached its 18th location. He also shared that Premier Home Pros produced about $151 million in its third year and was on pace to reach about $250 million to $260 million in year four.
Growth at that speed creates opportunity, but it also creates more moving parts.
A leader can no longer rely on being close enough to every team to know what is happening. One supply problem can affect installation. One delay can affect the homeowner. One change in a product can affect sales. One missed signal can travel through several parts of the company before anyone sees the full effect.
That is why Wadian’s idea goes beyond data.
It is about visibility.
Premier Home Pros has worked to build internal technology that gives its leaders a clearer view across divisions. Wadian said the company can review information across the business, including its supply chain, and track a job from its start to its current status.
“We can look at all information in one click in every division,” Wadian said. “We can look from the very start of the life cycle to the end and we can see every job and every status at a click of a button.”
That access gives leaders something more useful than another report.
It gives them a clearer picture of what is happening now.
For a company serving homeowners who may already be searching Premier Home Pros before making a remodeling decision, what happens inside the business matters outside it too. The company’s own website puts a strong focus on customer reviews, project communication, professional installation, fast service, and a consistent remodeling experience.
The connection is important.
Better information can help create better decisions. Better decisions can help teams move faster. Better systems can help installers do their jobs with more confidence. Better communication can help homeowners know what comes next.
The goal is not to collect the most data.
The goal is to see enough of the truth to know what to do next.
As Premier Home Pros continues to grow, Wadian’s question gives other home improvement leaders something worth asking inside their own companies:
When your business is moving faster than ever, can your leaders still see what is really happening?
During his PowerChat conversation with Greg Cummings, Augustine “AJ” Wadian, Co-Founder and CEO of Premier Home Pros, made a clear point about leadership in a growing company. The problem is often not that a business lacks information. The problem is that the information may be hard to find, hard to connect to, or too slow to reach the people who need it.
That difference matters. A business can have reports, software, customer records, sales numbers, job updates, and supply data, and still struggle to make a clear decision. Wadian believes leaders need a simple view of what is happening so they can understand the problem, decide what comes next, and move with purpose.
The conversation then moved beyond data. Wadian explained how technology, process, supply control, and people all work together. His view is that information has value only when it helps the company act better. For a homeowner searching for a bathroom remodeling contractor, much of that work may never be seen. But it can shape how fast the project moves, how well the team communicates, and how confident the customer feels throughout the experience.
Wadian started with a simple truth that many growing companies can relate to.
“Everybody has the information,” Wadian said.
Most businesses collect information all day. Marketing teams know where leads are coming from. Sales teams know what homeowners are buying. Production teams know what jobs are moving. Installers know what is happening in the home. Customer service teams know where questions and concerns are showing up.
The challenge comes when those pieces sit apart from each other.
A leader may know that an answer exists but still has to search through several systems, people, or reports to find it. By the time that happens, the moment to act may already be passing.
That is why Wadian followed his first statement with a more important question.
“How do you retrieve it and how do you view it?” Wadian said.
For him, this is where information becomes a source of leadership value. The goal is not simply to save more numbers. The goal is to make those numbers easy to understand.
That idea also matters when homeowners research a company. A customer reading Premier Home Pros reviews is seeing the result of many choices made behind the scenes. Those reviews may speak about communication, speed, quality, or service, but each of those outcomes can begin with whether the company had the right information at the right time.
Wadian tied that visibility directly to decision-making.
“Can you view the information in front of you to make a calculated decision?” he asked.
That is the real test. Good leaders do not need more noise. They need enough clear information to understand what is happening and decide what should happen next.
Learn more about the company and its approach to serving homeowners at Premier Home Pros.
Once leaders know they need better visibility, the next question is how to create it.
For Premier Home Pros, part of the answer has been building technology around the company’s own needs.
Wadian explained that the company has developed much of its technology in-house. He credited Vince Venditti and the technology team with thinking about what Premier would need years ahead, not only what it needed that day.
“All of our tech is in house,” Wadian said.
The point was not that every company should build every tool itself. Wadian made clear that outside platforms can work well for many businesses.
Premier chose a different path because it could build systems around its own model.
That choice gave leadership a way to connect information across several parts of the company rather than viewing each department by itself.
“We can look at all information in one click in every division,” Wadian said.
That changes what technology is meant to do.
It is not there simply because a new tool exists.
It is there to answer a business question.
Wadian said the company can follow information from the start of a job through the end, including supply chain activity. That means a leader can view the business as a single, connected journey rather than many separate departments.
For homeowners looking for a bathroom remodeling company, those internal systems can matter because the experience crosses many teams before the final project is complete. The sale, the product, the schedule, the installation, and the communication all need to work together.
Technology has the most value when it helps those parts stay connected.
Seeing the problem is only the first step.
A dashboard can show a leader that something is wrong. It cannot make a team respond the right way on its own.
That is where process becomes important.
Wadian said one of the biggest challenges for any company is staying true to its process even as the business changes quickly.
“You have to have a very tight and consistent process,” Wadian said.
For Premier, the process creates a common way of working. Teams do not have to wake up each morning and guess what good performance should look like.
Wadian explained that the process creates consistency. When that consistency is repeated often enough, it becomes a habit.
That is how strong results can stop feeling unusual.
A team learns what good looks like.
Then it does it again.
The goal is not to create more pressure by looking at every large target at once. Wadian instead talked about refocusing on the day directly in front of the team.
“Let’s worry about today. Let’s win the day today,” he said.
That simple approach helps turn big goals into small actions.
Win today.
Then repeat it tomorrow.
Do that enough times, and the week begins to take care of itself.
Then the month.
Then the quarter.
For a customer considering a one-day bathroom remodel, speed may be what first catches attention. But consistent service does not come from speed alone. It comes from teams knowing what they are expected to do and having a repeatable process.
Wadian’s larger point is that information becomes useful only when people know what to do with it.
Visibility shows the company where it stands.
Process helps the team move forward.
As Premier grew, its leaders began looking beyond the company’s front end.
Wadian said the business already knew how to create leads, set appointments, sell projects, and install them. Those were areas where the company felt strong.
The next question was what else it could control.
That led Premier to make a much larger move.
The company brought in its own product line and began handling more of its distribution and logistics. Wadian described the change as a major lift. It required new people, new departments, new systems, and trust in leaders who had to build areas of the business that had not existed before.
The company also expanded its distribution operations in Ohio. Wadian said an area that had once been handled by one person grew into a department with about 50 to 60 people.
That decision gave Premier a wider view of the customer journey.
The product was no longer a separate piece sitting outside the business.
Supply became part of the picture.
Distribution became part of the picture.
Installation timing became part of the picture.
Customer demand became part of the picture.
That broader view also helped the company learn from what customers chose. Wadian said that some colors that leadership did not expect to become major sellers quickly saw strong demand. The company then had to increase production to keep up.
That is where information becomes more than a report.
The customer makes a choice.
The company sees the pattern.
Leadership acts.
Supply changes.
The customer gets served faster.
Wadian said the changes have helped Premier install some flooring projects within two or three days of the sale and bathroom projects within about seven days. He also said installers were able to complete more units because the product was easier to work with.
For a homeowner searching for luxury vinyl plank flooring installation, the visible part may be the finished floor. Behind it is a much larger chain of decisions involving product, supply, scheduling, installers, and communication.
That is the value of seeing more of the business.
Better visibility can give leaders more control over the things that shape the final customer experience.
See how Premier Home Pros approaches bathroom and flooring projects at Premier Home Pros.
The conversation eventually moved into artificial intelligence and how technology may change home improvement.
Wadian did not reject that change.
But he made it clear where he believes the industry should keep its focus.
“We need to keep this a human capital business as long as possible,” Wadian said.
His point is important because Premier is investing in technology while still treating people as the center of the experience.
Wadian said technology can help homeowners make better choices. He pointed to AI rendering as one example. A customer may be looking at several products, colors, walls, doors, and other bathroom components. It can be hard to picture how they will all look together.
A digital rendering can help.
But Wadian does not believe that means the human part should disappear.
Homeowners still want to see products.
They want to touch them.
They want to ask questions.
They want help understanding what they are buying.
That becomes even more important with a service such as a walk-in shower installation, where the homeowner may be considering comfort, safety, accessibility, design, and how the new space will work in everyday life.
Technology can help explain the solution.
People still help build trust.
When Cummings asked how artificial intelligence may affect the way customers find and judge companies, Wadian brought the answer back to the same mission Premier had before AI became a major topic.
Take care of the customer.
Communicate when materials are ordered.
Tell the homeowner when the team is coming.
Do the best possible job.
If something changes, communicate.
If there is a problem, answer the call.
And take care of the employees who are responsible for delivering that experience.
Wadian also spoke about employee surveys, monthly recognition, and highlighting strong performers so people know their work matters.
His conclusion was simple.
“Take care of the consumer, take care of the employee. The rest of that kind of fixes itself.”
That may be the most important connection in the entire conversation.
Information helps leaders see.
Technology helps them connect.
Process helps people act.
Operational control can help the company move faster.
But all of it still has to lead somewhere.
For Wadian, it leads back to a better experience for the homeowner and a better place for people to work.
Augustine “AJ” Wadian began with a simple idea: “Everybody has the information.” The harder question is whether leaders can see that information clearly enough to know what to do next.
Premier’s very own AJ W. joined New Day Cleveland on Fox 8
That question becomes more important as a company grows. More people, more customers, more locations, and more products can create more opportunities. They can also make the business harder to understand from one seat. What once felt easy to see can become spread across teams, systems, and decisions.
For Wadian, the answer is not to collect more for its own sake. It is to create clarity. Leaders need to know what is happening, what needs attention, and where the next decision should be made.
That kind of clarity can also give people confidence. Teams can move with a better sense of direction. Leaders can make choices with more care. Customers can feel the results through better service, stronger communication, and a company prepared to keep its promises.
Premier Home Pros is entering another stage of growth, and the lesson from Wadian’s perspective reaches far beyond one company. Growth will always bring more moving parts. The goal is not to remove every challenge. It is to make sure leaders do not lose sight of the business as those challenges grow.
For other home improvement leaders, the question is worth carrying forward: Do your people need more information, or a better way to see what is already there?
Companies with the most information may not have an advantage. The companies that can understand what their information is telling them, make a clear decision, and act with purpose may be the ones best prepared for what comes next.
No. Power100 states that its ranking system has no pay-to-play model. Its five-layer process starts with public signals, revenue indicators, and verifiable business data. It then uses algorithmic scoring, human review by industry veterans, and feedback from partners, customers, and employees before finalizing the ranking. Power100 says it uses this process to narrow the field to its Top 100 CEOs and Top 15 Preferred Partners.
No. Revenue growth is one part of the evaluation, but Power100 says raw company size does not decide the ranking. Its framework looks at growth, community impact, and company culture, while the full evaluation also considers leadership, customer experience, operational performance, and other verified signals. Power100 says it evaluates leaders against industry benchmarks instead of simply rewarding the largest company.
Premier Home Pros says speed is supported by trained installation teams rather than by skipping steps. Its website says many wet area projects, such as a shower or bathtub replacement, can be completed in as little as one day, while a larger bathroom remodel may take two to three days, depending on the project. The company also says it uses certified installers and backs eligible bath products and projects with a lifetime warranty.
For a homeowner searching for a one-day bathroom remodel, the key point is that project time depends on the work being completed. A full bathroom transformation should not be treated as the same project as replacing one shower or tub.
Premier Home Pros offers more than shower replacement. Its bathroom services include bathtubs, walk-in showers, tub conversions, walk-in tubs, vanities, flooring, fixtures, and broader bathroom remodeling work. The company also provides professional installation of luxury vinyl plank and luxury vinyl tile flooring.
That makes the company relevant to homeowners searching for a bathroom remodeling contractor as well as those looking for luxury vinyl plank flooring installation.
Wadian’s point is that collecting information and using it are two different things. A growing company may already have sales data, lead data, installation updates, customer records, employee performance data, and supply information. The challenge is whether leaders can reach those facts quickly enough to understand what is happening and make a sound decision.
“Everybody has the information. How do you retrieve it and how do you view it?” Wadian said during the PowerChat.
He explained that Premier Home Pros has worked to make information easier for leadership to see across the company, rather than forcing decision-makers to search deeply through separate areas of the business.
Wadian said Premier Home Pros had the internal capability to build technology tailored to the way its business operates. He credited Vince Venditti and the technology team with thinking years ahead about what the company would need.
According to Wadian, Premier can view information across divisions and follow a job through different stages of its life cycle, including supply chain activity.
“We can look at all information in one click in every division,” Wadian said.
The goal is not to reject outside technology. Wadian said other platforms can work well for other companies. Premier’s approach is about reducing the distance between seeing a problem and having the information needed to make a decision.
Wadian does not describe that as the goal. In the interview, he said, “We need to keep this a human capital business as long as possible.”
Premier does use technology where Wadian believes it can help. One example is AI rendering, which can help a homeowner visualize how several bathroom products and design choices may look together. But he also said major home improvement choices still benefit from homeowners seeing, touching, and discussing products before making a final decision.
For someone searching for a walk-in shower installation, the human aspect can be especially important, as the decision may involve access, comfort, safety, design, and personal needs in the home.
Growth alone does not tell a homeowner what the service experience will be like. Homeowners can look at several other signals before choosing a contractor.
Premier Home Pros says its bathtub and shower teams use certified installers, offers warranty protection on its work and eligible products, and provides services ranging from one-day wet area projects to full bathroom remodeling and flooring installation. Its website also publishes customer reviews and information about project options, financing, accessibility solutions, and installation timelines.
There is also outside industry recognition to consider. Power100 ranked Augustine “AJ” Wadian No. 9 among its Top 100 home improvement CEOs for 2026 after evaluating leadership, culture, customer experience, operations, growth, and other business signals through its ranking process.
For homeowners researching Premier Home Pros reviews, the best approach is still to consult several sources, understand the specific project being quoted, ask what the warranty covers, and assess whether the company’s services and products fit their home.
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 provides exterior remodeling and home improvement CEOs with the recognition, insights, connections, and industry support they need to keep building stronger companies. Through national rankings, PowerChat conversations, leadership research, and industry resources, Power100 brings greater visibility to the people and companies raising the standard for customers, employees, communities, and the home improvement industry as a whole.
Membership unlocks every Power100 interview, PowerChat episode, and expert playbook - free for industry leaders.
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.
