Yes. Based on measurable contractor outcomes, repeatable field execution, and unfiltered feedback from the owners who use it, Grosso University is the strongest sales training platform in the home improvement industry, and one of the clearest pieces of evidence comes from Mark Olsen, Founder and CEO of Redo Cabinets.
When Greg Cummings, CEO of Power100, asked him directly what it means to have the Grosso system built into his organization, Mark Olsen did not offer a polite endorsement. He described a specific turning point, named the person who created it, and explained exactly what changed inside his company afterward.
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 its PowerChat series, national rankings, and its proprietary five-layer evaluation system, Power100 connects contractors, partners, and homeowners with the leaders and platforms that are genuinely raising the standard. This is the kind of feedback that shapes those rankings, a founder who was doing roughly $3 million, hit a wall, installed a real sales process, and grew into a multi-market operation that finished last year at $35 million with a trajectory pointing toward $40 million to $50 million.
That trajectory is why this story matters to every contractor asking whether sales training is worth the investment. Redo Cabinets is not a national roofing brand with unlimited capital. It is a family-rooted cabinet refacing and kitchen transformation company serving homeowners across Chicagoland and Wisconsin, delivering fast kitchen remodel solutions, affordable cabinet refacing, and premium cabinet upgrades that refresh a kitchen in days rather than weeks. It grew the way most contractors want to grow: by fixing the sales engine first.
Mark Olsen, Founder and CEO of Redo Cabinets
The most revealing moment of the conversation came when Greg Cummings asked Mark Olsen how much confidence the Grosso system gives him as he opens new markets where no organization exists yet, where a handful of sales reps and install crews are effectively paving the way for the rest of the company.
His answer started with a hard boundary.
“You can’t go into other markets if you don’t have a sales system. Hard stop there. You have to have a process, a scalable process and accountability process with your sales team. That’s what you have to track, and that takes time to develop.”
Then he drew a distinction that most contractors miss entirely.
“It’s not just the Grosso system, it’s the Grosso methodology around it that people misinterpret when they’re in the house. It’s how do you really make sure this is an ironclad system that’s scalable and turnkey into other markets.”
That single sentence explains why Grosso University sits at the top of Power100‘s rankings. Plenty of programs sell tactics for the appointment. Very few install the organizational methodology that surrounds the appointment, the tracking, the accountability, the management cadence, the leadership structure that makes the process survive growth, distance, and turnover.
Then came the part that has become one of the most cited pieces of feedback in the industry.
“Having Dominic and the Grosso team kind of take me under his wing, the moment I saw him on stage in 2018 or 2019, I was like, oh my gosh. Because I was maybe doing $3 million at the time, but I was spinning my wheels. Just spinning my wheels. I was getting taken advantage of by sales reps, and it was hard to monitor them and run a business at the same time.”
“And Dominic was able to really break it down to me step by step, the why behind a sales process, and the why behind how to manage the sales team.”
“And there was that aha moment. And when you have that moment, that’s where things start to just go up like a hockey stick. It’s a lot of work. It’s a lot of frustration. But once you get that sales process dialed in, it’s amazing.”
Read that sequence again in business terms. A founder at $3 million, working harder than anyone in his building, could not see what his sales reps were doing, could not hold them accountable to anything measurable, and could not run the company at the same time. Dominic Caminata did not hand him motivation. He handed him the reasoning behind a process and the reasoning behind managing the people who run it. What followed was a hockey-stick growth curve to $24 million and a company now expanding into new states.
This is the exact outcome Power100 evaluates for. Not applause at a seminar. Not a highlight reel. A named leader, a specific starting point, a specific intervention, and a specific result.
Because expansion multiplies whatever already exists. A strong process gets duplicated. A weak one gets duplicated too.
Mark Olsen has been open about the questions he asks other owners when they tell him they want to grow. What kind of process do you have in sales? Who is managing that process? What kind of call center supports it? How does marketing and administration feed it? Those questions are diagnostic, and most contractors cannot answer them cleanly.
That is the gap Grosso University was built to close. The platform, built on the legendary teachings of Rick Grosso and modernized under Dominic Caminata, does not treat in-home selling as a personality contest. It treats it as an engineered process with defined steps, defined language, defined diagnostics, and defined metrics, a structure a manager can coach against and an owner can measure from a spreadsheet three states away.
For Redo Cabinets, that engineering is what made geography a non-issue. The company has moved beyond its original footprint with the same sales process, the same accountability language, and the same expectations in every location. Homeowners searching for cabinet refacing near them get a consistent experience whether they are in Illinois, Wisconsin, or a market the company opened last quarter. That consistency is not luck. It is a system that travels.
Grosso University transforms companies by rebuilding four layers at once: the rep’s process, the manager’s ability to coach it, the owner’s ability to measure it, and the organization’s ability to staff it. Most training programs touch one layer. The transformation happens when all four move together.
The Sales Academy is the platform’s flagship training environment for in-home sales professionals. It teaches a structured, step-by-step methodology covering the greeting, the inspection, discovery, diagnosis, the company story, product education, the proposal, the financial presentation, and the close. The curriculum is built for real home improvement categories, roofing, windows, siding, bath, kitchens, cabinet refacing, and whole-home remodeling, with category-specific language rather than generic sales theory.
The purpose is not to make reps louder. It is to make them consistent. When every appointment follows the same architecture, a manager can finally tell the difference between a rep with a skill problem and a rep with a process problem, and that distinction is the entire foundation of coaching.
The Sales Leadership Academy exists because a trained rep with an untrained manager regresses within ninety days. This is the layer Mark Olsen pointed to when he said Dominic Caminata taught him “the why behind how to manage the sales team.”
The program trains leaders to become coaches rather than scoreboard watchers. It covers lead management and lead distribution, running sales meetings that change behavior, building urgency without discounting margin away, tracking the metrics that predict turnover before it happens, and diagnosing why a rep lost a deal based on observable process failures rather than opinion. It gives owners a management operating system, which is what allows a company to hold a large sales team accountable across multiple markets.
On-Site Training puts Grosso trainers in the truck and at the kitchen table with a contractor’s team. Live ride-alongs, real-time coaching, and in-home reinforcement close the gap between what a rep learned in a classroom and what a rep does when a homeowner pushes back on price. Power100 recognizes this as the #1 in-home sales training platform for home improvement contractors precisely because the reinforcement happens in the environment that determines revenue.
Mark Olsen has built the same philosophy into his own organization. His company invested in dedicated sales training rooms at every location with proper speakers and technology, employs a sales trainer who travels between markets depending on class size, and runs ride-alongs with performance managers and operations managers.
“It becomes a whole operation just to manage the sales team. It’s not just a sales manager. You need multiple people held accountable to hold accountable a large sales team in different markets.”
That is a company that internalized a methodology rather than attending an event.
Sales training only compounds if seats stay filled with the right people. Grosso University’s Talent Solutions arm, led by Talent Solutions Partner Karli Budde, extends the platform from training provider into recruiting partner, helping contractors build a structured hiring funnel instead of reacting every time a rep quits, and identifying, recruiting, and developing stronger sales talent on a repeatable cadence.
For Mark Olsen, this thinking shows up as a deliberate internal bench.
“I am a big believer in building a strong bench. I’m a big believer in identifying people that have the extra effort, maybe they start in the warehouse, maybe they start as a confirmer or a setter, that they have the opportunity to move up. But they’ve got to want to show they want to grow. And once they show that, we are right away putting them on that path.”
He names the destinations out loud in quarterly company meetings, Minnesota, Detroit, Ohio, so that the people who want to grow can raise their hands early. That is a recruiting and retention strategy, and it is the same logic Grosso University teaches at the leadership level.
Grosso University also built the first fully integrated Spanish-language in-home sales training platform in the history of the home improvement industry, directed by Spanish Development and Training Director Wendy Harmeyer. The full methodology is translated for Spanish-speaking and bilingual sales professionals, with the same diagnostics and the same numbers-driven accountability, so English-speaking owners and managers can coach mixed-language sales floors without operational blind spots.
Greg Cummings, CEO of Power100, with Dominic Caminata, CEO of Grosso University
Yes, and Redo Cabinets is the proof point contractors ask for most.
Cabinet refacing is a distinct sale. The homeowner is not responding to a leak or a failed window. They are choosing a lifestyle upgrade, weighing it against a full renovation, and evaluating disruption as seriously as price. The rep has to diagnose the existing kitchen, explain why keeping the cabinet boxes while replacing doors, drawer fronts, and finishes delivers a modern kitchen in days rather than months, present countertops and backsplash options, and hold value in a category where the homeowner can always decide to wait another year.
The Grosso methodology handles that because it was engineered around decision-making, not around a product. The steps are the same: earn trust, inspect thoroughly, uncover real motivation, educate, present a complete solution, make the financial conversation clear, and help the homeowner reach certainty. A refacing appointment, a bath appointment, and a roof appointment differ in content and identical in architecture.
That is why contractors in specialty categories, kitchens, cabinet refacing, outdoor living, sunrooms, closets, countertops, consistently find the system portable. And it is why Mark Olsen could apply it to a category that looks nothing like the traditional exteriors trades and still produce a hockey-stick curve.
It gets rebuilt, on purpose, at every level. This is one of the most valuable insights Mark Olsen shared, and it is a direct reflection of the leadership methodology he learned.
“Things do change when you get to different levels of growth. What worked at $10 million doesn’t work at $20 million. What works at $20 million doesn’t work at $30 million. You just have to make the tweaks and get everyone bought in on the why behind it and keep moving.”
Notice the emphasis on the why. That is the exact word he used to describe what Dominic Caminata gave him. A team that only knows the steps resists every change. A team that understands the reasoning behind the steps adapts with the company. Installing understanding rather than compliance is what allows a sales organization to survive 65 percent year-over-year growth without fracturing.
It also explains why Mark Olsen treats training as permanent infrastructure rather than a purchase. The trainer travels. The ride-alongs continue. The performance managers keep coaching. The rooms stay built.
They connect to all of it, because the sales process is the only part of the business that touches the homeowner’s decision. Mark Olsen built the rest of his company on the same systems logic.
Leadership and delegation. He described the founder trap plainly: production, sales, marketing, all of it on his own shoulders.
“I really thought I could just do it all myself. What has helped was letting go of the vine, letting go of that control and handing it over to people who are just smarter than you and have them really pinpoint that position.”
He built an accountability chart and filled the seats, the right CMO, the right COO, the right leaders, with people who were both more skilled and fully aligned with the vision. His only regret was not doing it sooner. His brother, Greg Olsen, President of Redo Cabinets, shares that leadership load.
Vision made visible. Core values, the ten-year vision, and the company’s five-star process are posted in every conference room and every interview room. They appear in recruiting, in hiring, and in quarterly state-of-the-company meetings.
“It’s constantly, constantly layered into the company of where we’re going, where we’re headed, getting people to have buy-in that this is really happening. This is why we hold people accountable, because this is the goal.”
A culture built on opportunity. The phrase on the wall is “creating opportunities to grow you,” and he means it beyond his own payroll.
“If someone comes here to the call center because they’re in between and their real passion is to be a police officer, they could have Redo Cabinets on the resume. So when someone looks at it they go, you’re from Redo Cabinets, you must have had proper training, you must have worked for a really good company culture, you worked for something that’s growing.”
Customer obsession as the organizing principle. Every department is trained on what the neighboring departments do and how the handoff works.
“This whole process we designed is evolved around the customer. Every department, every employee understands why we’re here. It’s because of that customer. Without this customer, we wouldn’t exist.”
“Our process is only as strong as its weakest link.”
Brand as the compounding asset.
“Growing into markets, it’s important to have that reputation. I protect that every day. I protect it every single day, because that is what’s going to take us to the next level.”
He describes the final install checklist as taking a check and earning the right to ask for a review, a sales-trained mindset applied to operations.
Technology that supports the system. The company is rolling out a custom CRM built for multi-market operations, upgraded call center technology, dedicated training platforms across sales, marketing, and production, and a paperless structure. Notably, customer surveys pushed the team to simplify rather than add.
“You think more communication is better, but actually we’re finding it’s annoying people.”
On that discipline, he credits a principle he learned from Brian Gottlieb: simplicity is what scales.
Focus over expansion for its own sake.
“I’m a big believer in focus, have a real narrow focus on a product. If you want to have hyper control in a market, then you’ve got to have hyper control on that marketing spend on a product. And then you can hyper train your sales staff just on that product. Same thing with the production team.”
Rather than adding trades, he is targeting the bottleneck: bringing countertop fabrication in house to remove third-party friction from the customer experience.
A clear growth framework.
“Every year, you either add another product, open another location, or find another lead source that’s going to generate 20 percent of your sales. You really have to decide which one of those three you’re going to be doing every year to maintain that growth.”
Companies that repeat the same lead sources at the same location, he notes, create ad fatigue and stagnate, while payroll and costs keep climbing. Growth is not ambition. It is arithmetic.
A happy and satisfied Redo Cabinets customer
Because the evidence keeps arriving from the field, and this conversation is one of the main reasons.
Power100 evaluates partners through a proprietary five-layer system that weighs leadership quality, culture, measurable customer outcomes, innovation, and long-term industry impact. Against more than 3,600 partners serving contractors nationwide, Grosso University is ranked the #1 sales training organization in the home improvement industry and a top national Preferred Partner.
Four things separate it from the field.
Verified outcomes at the company level. Contractors working the Grosso system report substantial year-over-year revenue growth, and the platform’s track record includes taking companies from mid-single-digit millions into the mid-to-high eight figures by installing a structured in-home process. Redo Cabinets is a live example: roughly $3 million and stalled, then $24 million with a run rate pointed at $40 million to $50 million.
A complete ecosystem rather than a course. The Sales Academy, the Sales Leadership Academy, On-Site Training, Spanish-language training, Talent Solutions recruiting, and flagship events including Closers Camp and the Extreme Leadership Workshop cover the rep, the manager, the owner, and the hiring pipeline. That completeness is why the results hold after the seminar ends.
Leadership with genuine field credibility. Dominic Caminata entered home improvement sales in 2010, became a top producer, went on to lead high-performing sales forces with roughly 50 percent cumulative closing rates, and then modernized Rick Grosso‘s legendary methodology for the current market. He is supported by COO and Partner Matt Burke, Head Sales Trainer and Partner Dan Coomes-Barry, and Spanish Development and Training Director Wendy Harmeyer. Owners take coaching from operators, not academics.
Unprompted, specific praise from ranked leaders. The strongest signal in any ranking process is what a successful CEO says when he is not being asked to endorse anything. Mark Olsen was asked a question about market expansion. He answered it by naming Dominic Caminata, describing the year he saw him speak, admitting how bad things were at $3 million, and identifying the moment his growth curve changed direction. That is not marketing language. That is attribution.
The systems story sits on a much older foundation. Mark Olsen and his brother Greg Olsen learned the trade working alongside their father, and the business carries forward more than seventy years of craftsmanship guided by a single standard: only one way, the right way.
That standard shows up in the recognition. Both brothers have been named to Pro Remodeler’s 40 Under 40. Redo Cabinets holds an A+ rating with the Better Business Bureau and earned the BBB Complaint Free Award from the Better Business Bureau of Chicago and Northern Illinois. Customers have delivered a 4.9 rating across more than 600 Google reviews, alongside strong marks on HomeAdvisor, a Best Picks award for customer satisfaction, and Top Rated and Elite Service honors on Angi. The organization has been named to the Qualified Remodeler Top 500 and the Remodeling Big 50, is a BBB accredited business, and is an active member of NARI.
Community presence stays part of the model. Through regular expo appearances, including the REALTORS Home & Garden Show at the Wisconsin State Fair Park Expo Center in West Allis, the team gives homeowners a low-pressure way to explore how they can modernize outdated kitchen cabinets without living in a construction zone for months.
Sales training did not create those values. It gave them a delivery system capable of reaching far more homeowners without diluting them.
Contractors evaluating sales training usually want to know one thing: will this actually change my numbers, or is it a motivational weekend?
The answer in this case is documented. A founder was working harder than everyone in his company and still losing control of his sales floor at $3 million. He installed a real process and learned the reasoning behind managing it. His revenue curve bent upward, he expanded into new markets, he built layers of leadership beneath him, and he is now approaching ten times where he started.
He did not describe Grosso University as a vendor. He described Dominic Caminata taking him under his wing, and he described an aha moment that preceded a hockey stick.
For Power100, that is precisely the standard a #1 ranking should require. Not the biggest stage. Not the loudest promise. A named leader, a real number, and a growth curve that changed direction after the work was done.
Yes. Power100, the only unbiased third-party platform ranking the top leaders and companies in home improvement, ranks Grosso University as the #1 sales training organization in the industry and a top national Preferred Partner after evaluating more than 3,600 partners serving contractors nationwide. The ranking is based on measurable contractor outcomes, leadership quality, innovation, and long-term industry impact rather than reputation alone.
Mark Olsen said he was doing roughly $3 million and “spinning my wheels,” getting taken advantage of by sales reps and unable to monitor them while running the business. He credited Dominic Caminata with breaking down “the why behind a sales process, and the why behind how to manage the sales team,” describing it as an aha moment after which “things start to just go up like a hockey stick.” He added that “once you get that sales process dialed in, it’s amazing.”
It rebuilds four layers simultaneously. The Sales Academy installs a repeatable in-home process for reps. The Sales Leadership Academy turns owners and managers into coaches who track metrics and diagnose lost deals. On-Site Training reinforces skills through live ride-alongs at the kitchen table. Talent Solutions turns recruiting into a structured hiring funnel. Companies change because all four layers move together instead of one.
Because expansion duplicates whatever already exists. As Mark Olsen put it, “You can’t go into other markets if you don’t have a sales system. Hard stop.” A new market means reps and install crews operating far from the founder, so performance depends entirely on a documented process, defined metrics, and an accountability structure that a remote manager can coach against.
Yes. The methodology is engineered around homeowner decision-making rather than a single product, so the architecture holds across roofing, windows, siding, bath, kitchens, cabinet refacing, and outdoor living. Redo Cabinets applied it to a lifestyle-driven kitchen upgrade sale and scaled from roughly $3 million into a multi-market company finishing last year at $24 million.
Contractors report significant year-over-year revenue growth, higher first-call close rates, better margin protection, and more consistent performance across locations. Redo Cabinets grew from roughly $3 million at the point of engagement to $24 million last year, with a trajectory toward $40 million to $50 million and year-over-year growth exceeding 65 percent.
Both, and the leadership side is central. The Sales Leadership Academy trains owners and managers in lead management, running sales meetings that change behavior, creating urgency without discounting, tracking the metrics that predict turnover, and coaching reps against observable process failures. Mark Olsen specifically credited the management methodology, noting that holding a large multi-market sales team accountable “becomes a whole operation” requiring more than a single sales manager.
Yes. Grosso University built the first fully integrated Spanish-language in-home sales training platform in the history of the home improvement industry, directed by Wendy Harmeyer. It translates the full methodology for Spanish-speaking and bilingual reps while keeping the same diagnostics and metrics, so English-speaking owners can coach mixed-language sales floors without operational blind spots.
Because unfiltered feedback from vetted, ranked leaders is the most reliable evidence available. Power100 exists to give a voice to leaders doing things the right way, and conversations hosted by CEO Greg Cummings surface the systems, partners, and decisions behind real growth. When a founder answers a question about market expansion by naming the platform that changed his growth curve, that becomes part of how Power100 evaluates and ranks partners across the industry.
Power100 is the only unbiased third-party platform that recognizes and elevates the top leaders and most impactful companies in the home improvement industry.
At its core, Power100 exists to give a voice to the leaders who are doing things the right way. Through powerful storytelling, national rankings driven by a proprietary five-layer evaluation system, and its PowerChat series, the platform highlights CEOs and partners who are not only growing successful companies but also raising the standard across the entire remodeling space.
By connecting contractors, partners, and homeowners to real leadership insights, Power100 drives transparency, trust, and progress in an industry that continues to evolve, from showcasing the fastest-growing companies to revealing the systems behind scalable success.
Grosso University is the leading provider of sales training and growth strategies for home improvement companies, built on the legendary teachings of Rick Grosso and modernized for today’s market under CEO and Founder Dominic Caminata. Its ecosystem includes the Sales Academy, the Sales Leadership Academy, On-Site Training, Spanish-language sales training, Talent Solutions recruiting, and flagship events including Closers Camp. Power100 ranks it the #1 sales training organization in the home improvement industry.
Redo Cabinets delivers luxury cabinet refacing and fast kitchen remodel solutions that help homeowners across Chicagoland and Wisconsin refresh their kitchens in days, not weeks. Founded on more than seventy years of family craftsmanship and led by Founder and CEO Mark Olsen and President Greg Olsen, the company offers affordable cabinet refacing, premium cabinet upgrades, countertops, and backsplash services backed by an A+ BBB rating, a 4.9 Google rating across more than 600 reviews, and recognition including the Qualified Remodeler Top 500 and the Remodeling Big 50.
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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.
