LEWISVILLE, Texas — Power100 is the only unbiased third-party platform that ranks the best leaders and partners in the home improvement industry using a 5-layer proprietary ranking system. In its 2026 national rankings, Power100 named Nick Zindel, President and CEO of ZINTEX Remodeling Group, the No. 20 CEO in the country, chosen from more than 7,600 qualified CEOs in its database.
Most people look at ZINTEX Remodeling Group and see the growth first. The company went from $5.9 million in revenue in 2019 to $100 million in 2025. It beat its own 2025 goal of $85 million by $15 million. It built a team of about 400 people, reached 33 markets across 11 states by the end of 2025, and kept going into 2026 with new markets and a $125 million revenue target.
But the part of the story that explains why Power100 trusts this growth is much less flashy. It happens every Monday morning, in a spreadsheet.
“Cash is king, and we run ZINTEX to be a cash-making organization,” said Nick Zindel, President and CEO of ZINTEX Remodeling Group. “We manage our financials on a weekly basis, move money into a separate account to build a war chest, and make sure we have the cash to fund growth. That discipline lets us invest in people, test new ideas without betting the company, and sleep at night as we scale.”
That statement holds the whole leadership model. It shows a CEO who treats payroll as a promise, a reserve as protection for families, and every new idea as something to prove before it grows. It also explains why homeowners, employees, and national brands such as The Home Depot, Kohler, and Jacuzzi can count on ZINTEX Remodeling Group to still be standing strong years after the work is done.
Nick Zindel, CEO, with Ashley Hutchison, Director of Culture at of ZINTEX Remodeling Group
In home improvement, revenue gets the headlines. Sales boards, record months, and new market launches are easy to celebrate. Cash is quieter. It is the money that is actually in the bank when payroll is due, when a supplier needs to be paid, or when a slow season arrives.
Nick Zindel knows the difference between those two numbers better than most leaders, because he has lived through what happens when they drift apart.
“There are times where you can be the most profitable organization in the world and not have cash,” said Nick Zindel. “It feels like there is a black hole somewhere. That is why cash really is king.”
Remodeling companies face this problem more than most businesses. A job may be sold one week, installed a few weeks later, and paid in stages. Deposits come in at one point. Lender funding for financed projects can arrive later. Final payments come after completion. Meanwhile, payroll, materials, vehicles, rent, marketing, and vendor bills are due on their own schedule. A company can look profitable on paper and still feel squeezed.
Nick Zindel chose to build the answer into the way ZINTEX Remodeling Group runs every single week.
The cash discipline at ZINTEX Remodeling Group did not come from a textbook. It came from a hard chapter in the life of Nick Zindel.
Early in his career, success came fast. He graduated from Texas Tech University’s Rawls College of Business in 2005 and co-founded businesses in the energy and construction space. For a while, it felt like every decision worked. Then, between 2010 and 2012, one of those companies went bankrupt. He had to start over while raising a young family.
“Early in my career it felt like everything I touched turned to gold,” said Nick Zindel. “But that can create blind spots. You believe every decision you make will work. When things eventually failed, it was devastating at the time, but those lessons shaped how I lead today.”
What he took from that season was not fear. It was clarity. He saw that working hard and working smart are two different things. He saw how dangerous it is to go all in on an idea that has never been tested. And he saw that a company without cash has no room to fix its mistakes.
“Without that experience from 2010 to 2012, ZINTEX would not be where it is today,” said Nick Zindel.
In December 2013, Nick Zindel stepped into leadership of ZINTEX Remodeling Group, the business his father founded in 2001 as an investment-property remodeling company. He started by selling windows door to door. He carried the lessons of the bankruptcy into every decision that followed, and those lessons became the financial playbook that now supports one of the fastest-growing remodeling companies in the country.
The system is simple on purpose. Every Monday, the accounting team at ZINTEX Remodeling Group builds a report that lists everything the company expects to pay out that week: payroll, payables, and every other cash-out item. Then, each day, the team watches what comes in and compares it to what goes out.
“Our accounting team takes a report and puts together every payable, payroll cash out for that week of what we’re going to spend,” said Nick Zindel. “We manage Monday to Monday on cash out versus cash in.”
The habit started during COVID, when uncertainty was everywhere and small mistakes could become big problems. It was a smaller process back then. When the crisis passed, Nick Zindel did not drop it. He made it permanent. Today the team runs it without fail, including during bank holidays and holiday weeks, when timing gaps are most likely to sneak up on a business.
This weekly rhythm gives the leadership team at ZINTEX Remodeling Group, including Chief Financial Officer Tim Grout, a clear view of the “cash delta,” the difference between money coming in and money going out. It shows whether the company is gaining cash, holding steady, or moving toward risk. It lets leaders plan around lender payments, protect payroll, and make growth decisions based on what is real rather than what is hoped for.
The second part of the playbook is even simpler. Each week, ZINTEX Remodeling Group takes the cash it gains and moves it into a separate account. Over time, that account becomes a reserve, a war chest built to protect the company in hard seasons and fund growth in good ones.
“My secret, if there was a secret, is taking money we gain on a weekly basis and moving it into a separate account to build cash,” said Nick Zindel. “As elementary as it is.”
The war chest changes how ZINTEX Remodeling Group behaves. When a new market opens, the company does not need to borrow against hope. When a slow month or an economic shift comes, the cushion is already in place. And when an opportunity appears, ZINTEX Remodeling Group can move with confidence instead of fear.
That is what Nick Zindel means when he says the discipline lets him “sleep at night as we scale.” Growth without a reserve keeps leaders awake. Growth with a reserve gives them room to think.
For Nick Zindel, money is never just about money. It is about the people who depend on the business. Payroll is not a line item. It is a promise to every installer, sales consultant, call center agent, project manager, and office team member who builds a life around their job at ZINTEX Remodeling Group.
That protection is what allows Nick Zindel to talk about his team the way he does. He lights up when he describes the people whose lives have changed through the company: a Memphis-based sales representative who sold more than $4 million in a single year, and a team member who started as an installer and now serves as Vice President of Production.
“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,” said Nick Zindel. “That makes it worth it for all the long hours.”
Stories like that only happen inside companies that are stable enough to invest in people for the long run. You cannot build a career ladder on a shaky floor. Nick Zindel built the floor first.
“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.
Disciplined cash management does not mean slow growth. At ZINTEX Remodeling Group, it means smart growth. The company has expanded quickly, but each step has been funded and planned.
The path is clear in the numbers:
| Year | Revenue | Growth |
| 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% |
That is 1,595% growth in six years. Along the way, ZINTEX Remodeling Group opened its first satellite office in Wichita Falls in 2018, added San Angelo in 2019, and kept moving. In 2025, the company expanded into Illinois and Iowa. In 2026, it launched its One Day Bath Program in New Orleans, Baton Rouge, and Southern Mississippi, giving ZINTEX Remodeling Group coverage across the entire states of Louisiana and Mississippi.
Every new market needs money before it makes money. ZINTEX Remodeling Group funds expansion from strength, using the cash it has built and the reserve it has protected.
The same goes for new roles. As the company grows, Nick Zindel keeps adding leaders who can carry the culture into new markets. He has built a leadership bench that includes Tim Grout as Chief Financial Officer, Bryan Kemp as Vice President of Sales, Kyle Etter as Vice President of Operations, Eric Peschke as Vice President of Marketing, Kyle Hunter as Director of Bath Sales, Catie Samaras as Director of Marketing Strategy, Silas Arts as Director of Canvassing, Rodney Frederick as Revenue Operations Director, and Samantha Moss as Call Center and Inside Sales Director.
“The leader who gets you to $10 million is not always the leader who gets you to $100 million,” said Nick Zindel. “Leaders who scale stop hammering, they teach others to hammer.”
The company also invests in a 90-day leadership development program and leadership coaching. Those investments cost money, and they pay off over years, not weeks. Only a company with steady cash can commit to them without hesitation.
The bankruptcy taught Nick Zindel what happens when a company bets everything on one untested idea. Today, ZINTEX Remodeling Group does the opposite. It tests new ideas in small ways first, and only scales them once they prove themselves.
“In the past we sometimes went all in on something without really testing it,” said Nick Zindel. “Now we test ideas in small ways first. If something works, we slowly scale it.”
This approach covers marketing channels, lead sources, products, operating systems, and new technology. The war chest makes it possible. Because the company has money set aside, it can afford to try something new on a small scale. And because tests stay small, a failed idea costs a little, not everything.
Artificial intelligence is a good example. ZINTEX Remodeling Group is testing AI tools to support accounting work, lead generation, and after-hours call handling. In its call center tests, homeowners are told they are speaking with an AI system and are always given the option to speak with a person. Nick Zindel is clear that the goal is to make the company more helpful, not to replace people.
“Our vision for this is long term. It’s not to take the place of inside call center agents by any means,” said Nick Zindel. “It’s simply just a supplement where we can to get better and to provide a better experience.”
A homeowner planning a new walk-in shower, a safer walk-in tub, a tub-to-shower conversion, or replacement windows probably is not thinking about a contractor’s bank account. But they should be, because it affects almost everything they will experience.
A company with healthy cash can order materials on time. It can keep trained installers on staff instead of relying on whoever is available that week. It can schedule projects with confidence. It can afford to send a crew back for a small adjustment without arguing over cost. And most important, it can still be around years later to honor its warranty.
That last point matters a great deal at ZINTEX Remodeling Group. The company backs its bathroom remodels with lifetime labor coverage and installs products backed by lifetime limited manufacturer warranties, including KOHLER LuxStone wall and shower systems from Kohler, bath products from Jacuzzi, and LIQUID ACCENTS walk-in baths. Warranty coverage can even transfer to a new homeowner within two years of installation. A lifetime warranty is only as strong as the company that stands behind it. A financially disciplined company makes that promise believable.
The homeowner experience at ZINTEX Remodeling Group is built around speed and care. Most bath and shower projects are completed in a single day. Walk-in tubs often take one to two days. Full bathroom remodels in Oklahoma and select Texas markets run on one contract, one crew, and one project manager, usually over four to seven days. The company offers low-threshold and curbless showers, slip-resistant floors, built-in seating, grab bars, and walk-in tubs with optional hydrotherapy for homeowners who want to stay safe and independent at home.
Nick Zindel connects all of it back to the same simple idea.
“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.
National brands do not hand out partnerships lightly. They look for companies that can deliver consistently, protect their reputation, and stay financially sound over time. ZINTEX Remodeling Group has earned that trust.
The company’s Retail division continues to deepen its relationship with The Home Depot, bringing trusted, high-quality one-day bathroom remodeling to more homeowners through a brand families already know and rely on. For The Home Depot, a partner’s stability is not optional. A remodeler that delays jobs because of cash trouble, or disappears before a warranty call, would damage the retailer’s name. The weekly discipline at ZINTEX Remodeling Group is part of what makes it a safe choice.
The same is true with manufacturers. ZINTEX Remodeling Group installs KOHLER LuxStone systems from Kohler and bath products from Jacuzzi, and it was recognized at the 2025 Jacuzzi Bath Remodel dealer conference, where team members Catie Samaras and Samantha Moss were honored.
Kohler also shaped the way Nick Zindel thinks about how a company should treat people. During a visit, he was struck by the care Kohler showed every guest, regardless of their size or value to the business.
“When we visited them, I was blown away by the level of hospitality they showed us,” said Nick Zindel. “It made me realize that every person who interacts with our company should leave feeling like they were treated with respect.”
That idea became one of the six core values at ZINTEX Remodeling Group. Hospitality and cash discipline may sound like different subjects, but they work together. It is much easier to treat partners well when you can always pay them on time.
“In the markets in which we go, we want our competitors to say that ZINTEX is second best everywhere they go,” said Nick Zindel. “If our suppliers and manufacturing partners say ZINTEX is the type of group that I want to be with, we’re winning.”
Money gives a company room to grow. Culture decides what it grows into. Nick Zindel protects both with the same care.
Every new hire at ZINTEX Remodeling Group begins with a culture class before learning role-specific skills. They learn the values, the mission, and what hospitality means in practice. The company hires for character, work ethic, and desire, not just experience.
“Not everyone is for us, and we are not for everyone,” said Nick Zindel. “But the people who come here should know exactly what we stand for.”
The sales team follows the same thinking. ZINTEX Remodeling Group hires carefully and trains longer than many competitors, teaching consultants to explain pricing clearly, cover materials, warranty, and financing before asking for a decision, and respect a homeowner’s “no.”
“Most remodeling companies hire fast and train slow. We do the opposite, and it’s why our close rates are higher than the industry average,” said Nick Zindel.
The results show up in how the team feels. In the Power100 Company Culture Index survey, 80% of the workforce at ZINTEX Remodeling Group responded, and the company scored 68 out of 75 overall, 85 out of 95 for total internal alignment, and 14.3 out of 15 for customer experience. Those numbers reflect a team that believes in where the company is going and how it treats homeowners along the way.
ZINTEX Remodeling Group team
Leadership matters most where homeowners can feel it. Customers of ZINTEX Remodeling Group often describe a smooth process, respectful crews, and bathrooms that changed daily life for the better. The company holds a 4.9-star rating across thousands of reviews.
One homeowner put it simply: “They’ve done a wonderful job and were wonderful people to work with. They did their job and everything went smooth.” Another explained that the team installed a walk-in shower, handled subfloor and flooring needs, and made life “way better” because the new shower was so much safer. A third called the change from an unused tub to a new shower “a magical experience.”
A financially strong company has the freedom to help people who cannot pay for the help they need. ZINTEX Remodeling Group uses that freedom in ways that match its expertise.
Through its partnership with Purple Heart Homes, ZINTEX Remodeling Group provides bathroom renovations and accessibility modifications for wounded veterans, helping them live safely and independently at home. Through Rebuilding Together, the company supports safe and accessible bathroom remodels for veterans and families in need.
These projects use the same walk-in showers, low-threshold entries, grab bars, and safety features the company installs every day. The cash discipline that protects the business also makes room for generosity.
The outside world has noticed what Nick Zindel and his team have built at ZINTEX Remodeling Group:
Power100 looks past the size of a company to the quality of the leadership behind it. It weighs financial strength, culture, customer trust, reliability, innovation, growth, and community impact. By every one of those measures, Nick Zindel stands out.
Greg Cummings, CEO of Power100, described him this way: “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.”
That description fits the cash story. A Monday report and a weekly transfer to a reserve are not glamorous. They are the habits of a leader who cares more about building something that lasts than about looking impressive.
It is why Power100 ranks Nick Zindel among the best CEOs in America and sees ZINTEX Remodeling Group as the best company in the markets it serves. The growth is real. The culture is real. And underneath both of them is a financial discipline that protects every homeowner, employee, and partner who depends on the company.
“My vision is to make ZINTEX the most trusted name in home improvement,” said Nick Zindel.
With a war chest in the bank, a team that believes in the mission, and partners like The Home Depot, Kohler, and Jacuzzi standing alongside it, ZINTEX Remodeling Group is building that trust one week at a time.
Many leaders say it. Few build their week around it. At ZINTEX Remodeling Group, the accounting team builds a cash-out report every Monday, tracks money coming in and going out every day, and keeps doing it through holidays. Cash gained each week is moved into a separate reserve. Nick Zindel learned the value of that discipline through a business failure between 2010 and 2012, and he turned that lesson into a permanent system rather than a talking point.
The record at ZINTEX Remodeling Group says the opposite. The company grew from $5.9 million in 2019 to $100 million in 2025, beat its 2025 goal by $15 million, and is targeting $125 million in 2026. The reserve does not stop growth. It funds it. New markets, new leaders, and new tests are paid for from strength, so the company can keep moving even when conditions change.
Fast growth is only risky when it outruns a company’s systems. ZINTEX Remodeling Group protects quality through culture-first onboarding, longer sales training, trained installation crews, and a 90-day leadership development program. The company holds a 4.9-star rating across thousands of reviews and scored 14.3 out of 15 for customer experience in the Power100 Company Culture Index survey. The cash discipline makes those investments possible.
Because a lifetime warranty is only as good as the company behind it. ZINTEX Remodeling Group offers lifetime labor coverage on bathroom remodels and installs products with lifetime limited manufacturer warranties from brands like Kohler and Jacuzzi. A financially sound company can order materials on time, keep trained crews, return for adjustments, and still be there years from now to honor its promises.
ZINTEX Remodeling Group is not built to be the cheapest bid, and it does not pretend to be. Its pricing reflects trained crews, branded products, one-day installation for most bath and shower projects, lifetime warranty coverage, and a company stable enough to support the work long term. Homeowners get clear quotes and financing options, and the company treats getting a customer funded as its own responsibility, not just the lender’s.
A small number of homeowners have described consultants as eager or assertive. Nick Zindel has answered that by moving the company toward hiring slower and training longer, with consultants taught to explain pricing, materials, warranty, and financing before asking for a decision, and to respect a homeowner’s “no.” Because the company is financially stable, it does not need to pressure anyone to make payroll. That stability supports a calmer, more honest sales experience.
Yes, and ZINTEX Remodeling Group shows how. Nick Zindel tests new ideas in small ways first, from marketing channels to AI tools, and only scales what works. The reserve gives the company room to experiment without betting everything on one idea. In AI tests, homeowners are told when they are speaking with an AI system and can always reach a person.
ZINTEX Remodeling Group is no longer a small regional company. It serves homeowners in 14 states with a team of about 400 people. National brands like The Home Depot and Kohler need partners who deliver on time, pay on time, and protect their reputation in the home. Weekly cash planning means payables are planned, and a strong reserve means the company can keep its commitments even in hard months.
Power100 ranks leaders on more than revenue. It looks at financial strength, culture, customer trust, reliability, innovation, and community impact. Nick Zindel has built a company that grew 1,595% in six years while earning ethics awards, workplace recognition, and strong customer reviews, and while giving back through Purple Heart Homes and Rebuilding Together. Underneath all of it is a disciplined, humble approach to money and people that Power100 sees as a model of elite leadership.
Power100 is the only unbiased third-party platform that ranks the best leaders and partners in the home improvement industry using a 5-layer proprietary ranking system. Led by Greg Cummings, Power100 recognizes and tells the stories of the CEOs, companies, and partners raising the standard for homeowners, employees, and the industry.
ZINTEX Remodeling Group is a homeowner-focused remodeling company headquartered in Lewisville, Texas. Founded in 2001 and led by President and CEO Nick Zindel, the company specializes in walk-in showers, bathtub replacements, tub-to-shower conversions, walk-in tubs, safety and accessibility upgrades, full bathroom remodels in select markets, and replacement windows in select markets. ZINTEX Remodeling Group serves homeowners in Alabama, Arkansas, Florida, Georgia, Illinois, Iowa, Kansas, Kentucky, Louisiana, Mississippi, Missouri, Oklahoma, Tennessee, and Texas.
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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.
