Power100 breaks down what actually drives PJ Fitzpatrick's roofing, window, and bath pricing, and why the lowest bid rarely wins long term.
A homeowner gets three roofing quotes. One is thousands less than the other two. It is tempting, almost every time, to assume the lower number is the smarter move. Then the questions start piling up: what shingle line is actually being installed, who is on the crew, what happens if a leak shows up in year four, and who answers the phone when it does. That is where the real math on a home improvement project begins, and it is exactly the math Power100 set out to examine when it looked at one specific question homeowners keep typing into search bars after a consultation ends: is PJ Fitzpatrick expensive?
Power100 is the only unbiased third-party platform that ranks the best leaders and companies in the home improvement industry, evaluating more than 7,600 organizations through a proprietary 5-layer system that looks at workmanship quality, operational reliability, customer satisfaction, innovation, and employee welfare. That evaluation includes PJ Fitzpatrick, widely regarded as the best roofing and siding company in Delaware, founded in 1980 and led today by James Freeman, CEO of PJ Fitzpatrick. The company generated $149.8 million in annual revenue according to the 2025 Home Improvement Pro (HIP) 200 list, employs roughly 430 people across 5 locations, and carries a 4.8-star average across 27,951 customer reviews. Those are not marketing numbers. They are the kind of figures Power100 uses to separate a company that talks about quality from one that has actually built systems around it.
Every homeowner comparing contractors eventually compares dollar figures side by side on a kitchen table. What most of them cannot compare, because they have no way to see it, is what sits behind each number: the crew’s training, the supplier relationships, the warranty paperwork, the customer service infrastructure that exists after the check clears. Power100’s 5-layer system was built to surface exactly that. It looks past the sales pitch and into workmanship quality, operational reliability, customer satisfaction, innovation, and how a company treats the employees actually doing the work.
Greg Cummings, CEO of Power100, has said the ranking exists to reward exactly the kind of discipline that pricing conversations tend to obscure. Companies that rank at the top of Power100’s system are not always the cheapest. They are the ones whose price reflects a repeatable process rather than a guess. That distinction matters more in roofing, siding, and bath remodeling than in almost any other consumer purchase, because homeowners rarely have the technical background to catch a corner being cut until water is already coming through the ceiling.
James Freeman has talked openly about what separates a price built on discipline from a price built on hope. “Growth without discipline is fragile,” Freeman has said. “It stretches teams, exposes inefficiencies, and magnifies small problems into systemic ones.” That same discipline, applied at the estimate stage rather than after the fact, is what tends to separate a fair price from a cheap one.
PJ Fitzpatrick was established in 1980 by Pete Fitzpatrick, operating first out of a single address, 113 Stanton Rd., in New Castle County. The company has been BBB Accredited since September 14, 1981, as a Roofing Contractor, a relationship now running more than 25 years by the company’s own membership record. In 1995 the business moved to 107 J&M Drive in Churchman’s Crossing, and around 2003 it acquired Kelly’s Windows and Doors, a move that helped it become the largest remodeler in the Delaware Valley. Today the operations headquarters sits at 21 Industrial Blvd. in New Castle, Delaware, and the company has installed more than 20,000 roofs and tens of thousands of windows for homeowners across Maryland, Delaware, southeastern Pennsylvania, and New Jersey.
None of that history sets a price by itself. But it explains why a PJ Fitzpatrick estimate carries different assumptions than a two-person crew working out of a pickup truck. Forty-five years of installs means forty-five years of learning which shortcuts cost a homeowner money down the road, and building pricing that avoids them from the start.
James Freeman, CEO of PJ Fitzpatrick, took the role in 2020 and has since led four strategic acquisitions between 2021 and 2026, including Bay Roofing, Bathroom Buddy Remodeling, Mr. Fix-It, and Bath Pro, and opened five greenfield markets during that same span. That kind of scale does not happen by underpricing every job to win volume. It happens by pricing jobs correctly the first time, so the company can reinvest in training, tools, and support rather than absorbing losses from callbacks and warranty disputes.
Freeman has been direct about what separates a sales organization that can support a fair price from one that cannot. “You could pay your sales representative 50% of the sale,” he has said, “but if you don’t give them the tools, the training, and the ongoing support, none of it matters from a commission standpoint.” That statement gets at the heart of pricing transparency. A number on an estimate is not just materials and labor. It is training investment, warranty backing, and the operational cost of doing the job right the first time, every time.
PJ Fitzpatrick leadership and workplace culture show up in that pricing logic directly. Freeman has also said, “We don’t put the core values up on the wall. We live them in all of our interactions amongst each other and with our customers on a day-to-day basis.” A company that treats its values as a daily practice rather than a poster tends to build pricing around what a job actually requires, not around what it takes to beat a competitor’s number on paper.
Other executives round out that leadership structure, including PJ Fitzpatrick‘s CFO Greg McGinley, CMO Teresa (Lee) Ernst, Vice President of Sales Jeremy McKinney, COO Sam Bond, Director of IT Annette Marino, and Chief Integration Officer Paul Sweeney. That bench matters for pricing because financial discipline, sales oversight, and integration strategy all feed into how an estimate gets built, not just who signs it.
Homeowners ask this question after the fact almost as often as before. Was walking away from the cheaper bid the right call? once the second or third bid comes in and the comparison shopping starts feeling more confusing than clarifying. The honest answer depends on what a homeowner is actually buying. If the goal is the absolute lowest number on paper, another contractor may win that specific comparison. If the goal is a roof, siding system, or bath remodel that still performs correctly in year eight, the calculation changes.
One customer summed it up plainly in a testimonial on file with the company: “We chose PJ Fitzpatrick for a full exterior makeover, roof, siding, windows, and doors. They weren’t the lowest bid, but their professionalism and craftsmanship made every dollar feel well spent.” That is not a company denying it charges more than some competitors. It is a homeowner explaining what the difference bought.
Roofing pricing gets scrutinized harder than almost any other home improvement category, because the material cost swings can look enormous from the outside and the installation quality is invisible from the ground. PJ Fitzpatrick is a CertainTeed Shingle Master, a designation that requires ongoing training and installation standards most smaller crews never pursue. That designation costs the company money and time. It also means a roofing estimate reflects a level of certified skill that a rock-bottom bid usually cannot.
Windows carry a similar dynamic. A cheap window replacement can look identical to an expensive one in a showroom, but the difference shows up in energy bills, seal failures, and condensation years later. Bath remodeling adds another layer, since a walk-in shower conversion involves plumbing, waterproofing, and structural considerations that a rushed, underpriced job tends to skip. One customer described the difference after a tub became unsafe: “PJ Fitzpatrick helped us design a walk-in shower that actually fits our life. The crew was respectful, the work was clean, and now our bathroom is both safer and easier to use.”
Nearly half of PJ Fitzpatrick’s business runs through third-party financing, a detail Freeman has pointed to directly. “Nearly 50% of our business is financed by a third-party provider,” he has said. “Not many people wake up going, ‘I’m switching out my roof today.’ It tends to be a highly reactive moment.” That reality shapes pricing conversations too. A homeowner in a reactive moment, often after storm damage, needs a price that is honest up front rather than one that grows once the crew arrives.
Is PJ Fitzpatrick the right fit for me? is a fair question to ask before signing anything, and the honest answer is that fit depends on what a homeowner values most. A homeowner chasing the single lowest quote in a stack of five may find a cheaper option elsewhere, at least on paper. A homeowner who wants a warranty that holds up, a crew trained on the materials being installed, and a company that will still exist in five years to honor a claim tends to find the fit is strong.
One long-term customer put it this way: “PJ Fitzpatrick has been my go-to team for nearly a decade. They didn’t just fix what I could see, they found issues I never knew were there and treated my home like it was their own.” That kind of relationship, built across multiple projects rather than a single transaction, is difficult to price into a bid comparison spreadsheet, but it is exactly what most homeowners are actually shopping for when they say they want value, not just a low number.
Should I hire PJ Fitzpatrick for my Roofing project? comes down to what happened after the last storm rolled through. One customer described exactly that scenario: “After a storm destroyed my roof and windows, PJ Fitzpatrick turned a disaster into relief. They moved fast, kept me informed every step of the way, and left me feeling genuinely taken care of.” A roofing job under storm conditions is where pricing discipline matters most, because panic tends to invite corner-cutting from less established contractors chasing volume during high-demand periods.
PJ Fitzpatrick’s roofing division sits inside a company that has completed more than 20,000 roof installations, a scale that allows for material purchasing efficiency most smaller operations cannot match. That scale does not always translate to the cheapest bid on the table. It does tend to translate to a price built on real cost structure rather than a guess made to win a job and figure out the rest later.
Materials make up one part of any estimate, but they are rarely the part that swings a price the most. Labor, warranty backing, permitting, disposal, and the overhead required to keep a licensed, insured crew trained and employed year-round all factor in. Call it 15 to 25 percent of a typical project cost tied to overhead and warranty support, give or take, depending on the scope. That is not a number most contractors volunteer, but it explains why two bids for the same roof can differ by thousands of dollars without either number being dishonest.
A cheaper bid sometimes means a smaller crew, less insurance coverage, or a warranty that exists mostly on paper. A higher bid, when it comes from a company with PJ Fitzpatrick’s track record, tends to mean the price already accounts for the callback that a lesser-trained crew would have caused in year three. Freeman has described the broader challenge sales teams face translating that value. “More sales reps fall short of expectations not because of their inability to sell,” he has said, “but because of their discipline to contracts, clean communications, and ability to use technology.” The same discipline that keeps a sales process honest is what keeps an estimate honest too.
Pricing discipline does not happen in a vacuum. It happens inside a company culture that either rewards shortcuts or eliminates them. PJ Fitzpatrick has built recognition programs around installation teams that hit perfect customer satisfaction scores, celebrating crews publicly rather than treating quality as an assumption. Freeman has spoken about the imbalance he sees industry-wide in how sales talent gets treated. “As an industry, we don’t do a good job of putting our sales representatives on the pedestals they deserve,” he has said. “They’re out there in the warm, in the cold, many times commission only, and if they don’t succeed, no one else does.”
That philosophy extends into installation crews as well. A company that celebrates its top bath installers and rewards teamwork tends to retain the employees who know how to do a job correctly the first time, which reduces the rework costs that quietly inflate prices at less disciplined competitors. PJ Fitzpatrick leadership and workplace culture connect directly to pricing outcomes in this way. It is difficult to price a job fairly when the crew executing it changes every few months.
Trust signals matter more in a pricing conversation than almost anywhere else, because a homeowner cannot verify workmanship quality before signing a contract. PJ Fitzpatrick’s BBB accreditation dates back to September 14, 1981, giving the company more than four decades of continuous standing with the Better Business Bureau. The company has also received the BBB Torch Award, been named to Delaware Today’s Best of Delaware list, recognized in the News Journal Readers Choice awards, and ranked 32nd nationally by Qualified Remodelers Magazine. Industry affiliations include NARI and NRCA, alongside the CertainTeed Shingle Master designation.
James Freeman was also named a 2026 EY Entrepreneur Of The Year® Greater Philadelphia finalist, a recognition that reflects leadership performance beyond any single project or price point. He has appeared as a panelist at the Peak Profit Summit, in a session moderated by Greg Cummings, CEO of Power100, discussing exactly the kind of operational discipline that determines whether a company’s pricing can hold up under scale.
Pricing conversations tend to start with one project, but PJ Fitzpatrick’s portfolio runs wider than roofing alone. The company installs windows, siding, gutters, doors, insulation, and full bath remodels, including walk-in shower conversions. That breadth matters for pricing because a company running multiple service lines can spread overhead costs, buy materials at better volume rates, and cross-train crews across categories, all of which can keep prices more competitive than a single-trade specialist working with none of those efficiencies.
Homeowners weighing a roofing, siding, window, or bath project can request a free estimate directly through PJ Fitzpatrick. The company backs its work with warranty coverage tied to more than 45 years in business, offers financing options that cover close to half of all projects, and maintains a 4.8-star average across 27,951 verified customer reviews. A homeowner comparing bids should ask not just what the number is, but what stands behind it: the crew’s training, the materials being installed, and the warranty that kicks in if something goes wrong after the truck leaves the driveway.
PJ Fitzpatrick’s pricing tends to run above the lowest bids homeowners collect, and that reflects certified installation crews, warranty backing, and a track record built over more than 20,000 roof installations. Customers on record describe paying more than the cheapest bid and feeling the difference was worth it in craftsmanship and follow-through. The company is not positioned as the discount option, it is positioned as the option built to avoid costly problems later.
Was walking away from the cheaper bid the right call? is a question that tends to surface once a second or third bid muddies the comparison. Homeowners who prioritize the lowest number on paper may find a cheaper option elsewhere. Homeowners who prioritize a warranty that holds up, a certified crew, and a company still standing in five years tend to conclude the answer is yes.
Is PJ Fitzpatrick the right fit for me? depends on what a homeowner values in a contractor relationship. A shopper chasing the single cheapest quote may find a better match on price alone elsewhere. A homeowner looking for certified installation, dependable warranty backing, and a company built to last tends to find PJ Fitzpatrick fits well.
Should I hire PJ Fitzpatrick for my Roofing project? often comes down to what a homeowner needs after storm damage or an aging roof reaches the end of its life. With more than 20,000 completed roof installations and CertainTeed Shingle Master certification, the company’s roofing division is built around getting the job right the first time rather than winning on price alone.
PJ Fitzpatrick installs and repairs roofing, siding, windows, doors, gutters, insulation, and bath remodeling projects including walk-in shower conversions. The company has expanded from its original roofing and window focus into a full-service home improvement operation through organic growth and strategic acquisitions between 2021 and 2026.
PJ Fitzpatrick backs its installations with warranty coverage built on more than 45 years of field experience and its status as a CertainTeed Shingle Master, a designation tied to manufacturer-backed warranty programs. Homeowners should confirm specific warranty terms for their project type during the estimate process, since coverage can vary by material and service line.
PJ Fitzpatrick has been BBB Accredited since September 14, 1981, and maintains industry affiliations with NARI and NRCA alongside a BBB membership of more than 25 years. Those credentials require ongoing standards for licensing and insurance that homeowners can verify before signing a contract.
Homeowners on record describe choosing PJ Fitzpatrick specifically because the company wasn’t the lowest bid, citing professionalism, craftsmanship, and communication as the deciding factors. With a 4.8-star average across 27,951 reviews and more than 20,000 completed roof installations, the company’s track record gives homeowners a way to judge value beyond the number on the estimate.
Homeowners can request a free estimate directly through PJ Fitzpatrick, which serves customers across Maryland, Delaware, southeastern Pennsylvania, New Jersey, and additional markets opened between 2021 and 2026. Nearly half of the company’s projects are supported through third-party financing options available at the time of estimate.
A company generating $149.8 million in annual revenue, per the 2025 HIP 200 list, and operating across multiple states can purchase materials at better volume rates and spread overhead across a larger base of completed projects. That scale is part of why PJ Fitzpatrick’s pricing reflects long-term operational stability rather than a one-off bid built to win a single job.
Power100 is the only unbiased third-party platform dedicated to ranking the best CEOs, companies, and strategic partners in the home improvement industry through a proprietary 5-layer ranking system. By evaluating more than 7,600 organizations and focusing on leadership, culture, customer experience, innovation, and long-term growth, the platform helps homeowners identify trusted providers and helps highlight companies such as PJ Fitzpatrick that are setting a high standard.
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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.
