WILMINGTON, Del. — PJ Fitzpatrick, LLC, the Mid-Atlantic’s trusted name in bath and shower remodeling, roofing, windows, doors, siding, gutters, and home repairs, today announced the promotion of Kyle Miller to Regional Sales Manager, a move that underscores the company’s decades-long commitment to developing talent from the ground up rather than hiring leadership from the outside. Miller’s advancement caps a five-year climb through nearly every rung of the company’s sales organization and marks a milestone moment for a business that has quietly built its leadership bench one promotion at a time.
For homeowners across Delaware, Maryland, Pennsylvania, New Jersey, and the greater Pittsburgh region, the names behind their bathroom remodel, new roof, or replacement windows may not always be visible on the invoice, but the people leading those crews and consultations are increasingly homegrown. Kyle Miller’s ascent from an entry-level Home Improvement Consultant to Regional Sales Manager is emblematic of a philosophy that PJ Fitzpatrick has cultivated since Pete Fitzpatrick founded the company at his dining room table in 1980: invest in people first, and the growth will follow.
“This promotion means so much because it’s more than a new title,” said Kyle Miller, reflecting on his new role as Regional Sales Manager at PJ Fitzpatrick. “It’s a reminder of what’s possible when you’re part of an organization that truly believes in its people, a company that invests in its employees, encourages internal growth, and gives you every opportunity to succeed if you’re willing to put in the work.”
Kyle Miller, Regional Sales Manager at PJ Fitzpatrick
Kyle Miller joined PJ Fitzpatrick in September 2020 as a Home Improvement Consultant, or HIC, the front-line role in which sales professionals sit at homeowners’ kitchen tables, walk them through options for a bath remodel, a new roof, or replacement windows, and translate the company’s decades of craftsmanship into a plan the homeowner can trust. It is widely regarded internally as the role that teaches a salesperson everything they need to know about the business, because it puts them directly in front of the customer, the product, and the pressure of delivering results.
Miller’s performance in that seat did not go unnoticed. He consistently delivered results as an HIC, a track record that culminated in formal recognition as a Top Performer at the company’s 2023 President’s Club Dinner, an internal honor reserved for the sales professionals who exemplify both production and the company’s customer-first standards. That distinction placed him among an elite tier of performers within a sales organization that, according to the company’s own leadership, spans multiple states and hundreds of team members.
Rather than plateauing after that recognition, Miller was tapped to become an HIC Coach, a role that shifted his focus from his own numbers to the development of the consultants around him. It is a pivotal transition point in the PJ Fitzpatrick career path, requiring someone who not only knows how to sell but can also teach, mentor, and hold a team accountable to the company’s standards. From there, Miller advanced into a Manager role, followed by his appointment as Sales Manager for the company’s PHL (Philadelphia) Windows & Doors division, before now stepping into the Regional Sales Manager position, a role with oversight spanning multiple markets and teams.
“When I first joined this company as an HIC, I never imagined where this journey would take me,” Miller said. “From HIC to HIC Coach, to Manager, and now Regional Sales Manager, every opportunity has challenged me to grow, not just professionally, but personally.”
That five-year arc, compressed from an entry-level sales seat to a regional leadership post, illustrates the kind of internal mobility that PJ Fitzpatrick says it has built into the fabric of its organization. The company’s careers messaging emphasizes that its sales team members are “always growing” and take “genuine pride in presenting the PJ story,” language that mirrors Miller’s own description of a workplace that rewards effort with real opportunity.
PJ Fitzpatrick has spent 45 years building a reputation for craftsmanship and customer care across the Mid-Atlantic, but the company’s leadership has increasingly pointed to its internal talent pipeline as the true engine behind its expansion from a single Delaware location into a multi-state, multi-market organization. Company leaders describe a workplace where career paths are not theoretical, they are actively built, tracked, and rewarded, and where the people running today’s sales regions and operations teams often started in entry-level roles.
James Freeman, Chief Executive Officer of PJ Fitzpatrick, has been candid about the leadership philosophy that underpins moments like Miller’s promotion. “Our job as leaders is not to control people. It is to prepare people,” Freeman has said, describing an approach to leadership development that favors long-term investment over short-term wins. He has also framed the company’s growth in terms that go well beyond quarterly numbers: “Growth without culture is just expansion. Growth with culture is sustainability.”
That philosophy is echoed by Amanda Kleiman, Director of HR Operations at PJ Fitzpatrick, whose own 14-year career with the company positions her as both an architect and a beneficiary of its internal-mobility systems. “PJ Fitzpatrick has always been about creating opportunity for people,” Kleiman has explained. “It is not just about hiring. It is about building careers, creating pathways, and helping people grow into who they are capable of becoming.” She has further noted that “when people feel supported, valued, and developed, everything else follows” a statement that could serve as a mission statement for the career path that carried Miller from an entry-level sales seat to regional leadership.
Jeremy McKinney, Vice President of Sales at PJ Fitzpatrick, oversees the sales organization that Miller has climbed through over the past five years. McKinney’s leadership model, by his own description, prioritizes character and trainability over resumes, and treats sales careers as something to be built rather than simply staffed. “People are the business,” he has said. “If you invest in people, train them, support them, and develop them, performance becomes a natural outcome. We do not just build sales teams. We build careers.” That statement lands squarely on point with Miller’s trajectory from HIC to Regional Sales Manager under McKinney’s broader sales leadership umbrella.
“What has always stood out to me is that, while we celebrate growth and development, we never lose sight of what matters most: our customers,” Miller said. “Every role I’ve held has reinforced that taking care of people is at the heart of everything we do. That’s a culture I’m incredibly proud to be part of.”
Rick Stover, President of PJ Fitzpatrick, has watched the company grow from roughly 100 employees five years ago to more than 500 today, an expansion into markets including Virginia, Pittsburgh, and Long Island that has required a proportional investment in developing leaders capable of running those new territories. Stover, the son-in-law of founder Pete Fitzpatrick, has spoken about bringing James Freeman on as CEO specifically to help scale the business while preserving the customer-first ethos on which it was built, an ethos that depends heavily on developing internal talent who already understand and live that mission, rather than importing leadership from outside the culture.
Kyle Miller with the HICs at the OKNA factory in Bristol, PA
PJ Fitzpatrick’s internal culture is anchored by five core values that the company has publicized as the operating principles behind every decision, from how a crew treats a homeowner’s property to how a manager is selected for promotion: Champion Integrity, Embrace The Team, Make It Fun, Take Ownership, and Wow Every Customer. These are not abstractions confined to a break-room poster; company leadership describes them as the daily filter through which performance, promotions, and customer interactions are judged.
Paul Sweeney, Chief Operating Officer of PJ Fitzpatrick and a 16-year veteran of the organization, has framed the leadership team’s role as one of removing obstacles so that employees like Miller can succeed. “Our role as leaders is to remove friction for our people,” Sweeney has said. “When teams are equipped, supported, and resourced, execution becomes simple.” His own tenure, rising alongside the company from a smaller regional operation into a multi-market enterprise, is itself another example of the long-term, internally developed leadership bench that PJ Fitzpatrick now counts among its competitive advantages.
That same “Wow Every Customer” ethos is what Miller cites as the throughline of every role he has held with the company. “I’m so grateful to the leaders who believed in me, the teammates who challenged and supported me, and everyone I’ve had the privilege to work alongside throughout this journey,” he said. “Thank you for your trust, your mentorship, and your encouragement.” It is a sentiment that dovetails with the company’s own description of its workplace as “a family, a team, a supportive workplace” with high expectations of itself and a mandate to place integrity “at the top of our day’s work.”
Teresa Ernst, Chief Marketing Officer of PJ Fitzpatrick, has articulated why that internal authenticity matters externally as well. “Real brands are built on truth, not messaging,” Ernst has said. “If the experience is real, the culture is real, and the value is real, the brand takes care of itself.” For a company whose growth depends on homeowners trusting a sales consultant sitting in their living room, that alignment between internal culture and external brand promise is not incidental, it is foundational to how PJ Fitzpatrick believes it wins and retains customers across the Mid-Atlantic.
Miller‘s promotion is not simply the product of individual hustle; they are supported by structured, company-run development programs designed to prepare employees for the next step before they are asked to take it. PJ Fitzpatrick has built out an Emerging Leaders Program and an internal training initiative known as PJ University, both designed to ensure that employees are prepared for every role they aspire to, while fostering the accountability and values-driven culture that leadership considers non-negotiable.
These programs represent a deliberate investment well beyond a typical onboarding process. Rather than waiting for open leadership positions to force a hiring decision, PJ Fitzpatrick has built a bench of trained, values-aligned candidates ready to step into management, quality assurance, and regional leadership roles as the company continues to expand into new markets. That pipeline is precisely what allowed the company to fill a role as consequential as Regional Sales Manager entirely from within its existing workforce, as it has with management, quality assurance, and regional leadership openings before it.
Miller is a graduate of Wilmington University, an educational foundation that, combined with the company’s internal coaching and management-track experience, prepared him for the broader scope of a regional leadership role. Beyond the office, he is known as a marathoner, both a qualifier and a finisher, a detail colleagues say reflects the same discipline and long-view persistence he has brought to his sales career. He is also a proud husband and father, balancing the demands of an expanding leadership role with commitments at home, a duality that many of his teammates say makes his promotion resonate even more within the organization.
“I’m proud of how far I’ve come, but I’m even more excited about what’s ahead,” Miller said. “I can’t wait to continue learning, leading, supporting our teams, and helping deliver the best possible experience for our customers.”
PJ Fitzpatrick Emerging Leaders Program
As Regional Sales Manager, Kyle Miller will take on responsibility for sales performance and team development across a broader footprint than his previous role managing the PHL Windows & Doors division. The position sits at a critical junction in PJ Fitzpatrick’s organizational structure: regional sales managers are responsible not only for hitting revenue targets across multiple sales teams but also for ensuring that the company’s HIC Coaches and Sales Managers beneath them are developing the next generation of top performers, mirroring the very mentorship Miller received on his own way up.
That mentorship-first structure matters because of how PJ Fitzpatrick has scaled. The company has grown from roughly 100 employees five years ago to more than 500 team members today, spreading across markets including Delaware, Maryland, Pennsylvania, New Jersey, Virginia, Washington D.C., New York, and Pittsburgh. Each new market requires sales leadership capable of instilling the same customer-first standards that built the company’s reputation in the Delaware Valley over 45 years, whether the team is selling a one-day bath replacement in Wilmington or a full roof replacement outside Pittsburgh.
PJ Fitzpatrick’s core service lines, bath and shower remodeling, roofing, window and door replacement, siding, gutters, and home repairs, all depend on a sales force capable of translating technical craftsmanship into a homeowner’s peace of mind. The company is the exclusive Jacuzzi® Bath Remodel dealer across much of the Mid-Atlantic, offering one-day shower and bath installations backed by a lifetime warranty on both materials and labor, and its sales teams are the first point of contact homeowners have with that promise. Placing a leader like Miller, someone who has personally sold, coached, and managed within that exact product suite, into a regional oversight role is intended to preserve the consistency of that customer experience even as the company adds new markets and new faces to its sales organization.
Jeremy McKinney, who oversees the sales function that Miller now helps lead at the regional level, has been explicit that the company’s growth strategy depends on this kind of internal succession. His stated approach, valuing character and trainability over resumes, is precisely the model that elevated Miller, a former HIC with no prior management title, into a role overseeing an entire region’s sales performance.
Companies across the home improvement industry often struggle to retain sales talent, given the commission-driven, high-turnover nature of door-to-door and in-home consultative sales. PJ Fitzpatrick’s response has been to treat employee development not as an HR nicety but as a core business strategy, one that its own leadership credits with supporting the company’s expansion into new markets without sacrificing the culture that built its reputation in the first place.
That strategy has not gone unnoticed externally. PJ Fitzpatrick was named a 2026 USA TODAY Top Workplaces Winner, an award based entirely on employee feedback, reflecting what the company describes as a culture centered on respect, growth, and doing right by both customers and colleagues. The company has stated that it invests in its people by providing opportunities to develop skills, build careers, and be part of a supportive team environment, a description that reads almost as a preview of Kyle Miller’s own five-year journey from HIC to Regional Sales Manager.
Employee testimonials echo that same theme across departments. Patrick McGuigan, a decade-long member of the PJ Fitzpatrick Service Department who rose to Service Department Manager, has said, “I took every opportunity that came my way and the leadership of this company saw that and they promoted me” a sentiment that could just as easily describe Miller’s own path through the organization.
Beyond internal culture, PJ Fitzpatrick has built its brand around measurable customer trust. The company has cited a customer satisfaction rating above 4.8 stars across more than 15,000 reviews, a figure company leadership attributes directly to the consistency and accountability that come from developing sales and service leaders internally rather than relying on frequent external hires who may not yet understand the company’s standards. That customer-first culture also finds expression in the company’s community commitments, including work with Habitat for Humanity through its “PJ’s Giving Hammer” community partnership program, along with support for organizations like the Ronald McDonald House, Exceptional Care for Children, and AIDS Delaware, as well as involvement with children’s wish-granting organizations such as Make-A-Wish. Leadership has described this community investment as a natural extension of the same “customer comes first” philosophy that Pete Fitzpatrick instilled from the company’s earliest days in Northern Delaware.
Kyle Miller‘s promotion is the latest chapter in a longer story of internal advancement at PJ Fitzpatrick, not an isolated exception. In 2024, the company elevated Morgan Wagner to Quality Assurance Analyst after she began her career in the Call Center earlier that year. In a comparatively short tenure, Wagner had become known internally for an infectious positivity that lifted the people around her, consistently motivating teammates even in the high-pressure environment of inbound customer communications. Colleagues described her as a walking embodiment of one of the company’s five core values, “Embrace The Team,” which the company defines simply as “bring it together, keep it together, together.” Outside the office, Wagner is a proud dog mom to her pup, Moose, a detail her teammates are quick to mention when describing what makes her such a well-liked addition to the quality assurance function.
That same year, Andrew “Andy” Williams was promoted to Sales Manager for the company’s Pittsburgh market. Williams started with PJ Fitzpatrick in April 2023 as a Home Improvement Consultant, the same entry point Kyle Miller once used to launch his own career. In just over a year, Williams built a reputation as a consistent performer and a steady source of support for his fellow HICs, distinguishing himself through a positive attitude and an unwavering commitment to what the company internally calls the “PJ methodology” the customer-first sales approach that has defined the brand since Pete Fitzpatrick first put it into words decades ago. Williams is a graduate of Indiana University and an avid golfer who leads the Pittsburgh sales team as it continues to grow within one of the company’s newer markets.
Taken together with Miller‘s advancement to Regional Sales Manager, these moves offer a snapshot of a company where career paths run in multiple directions, from the Call Center to Quality Assurance, from Home Improvement Consultant to Sales Manager in a market hundreds of miles from headquarters, and from HIC to regional leadership over a multi-year climb. Jason Phillips, Vice President of Production at PJ Fitzpatrick, has spoken to the broader philosophy that makes such varied paths possible: “What makes PJ Fitzpatrick different is that leadership is built on trust, not control. You are empowered to lead, to make decisions, and to grow.” That empowerment, he suggests, is what allows employees entering through very different doors, sales, customer service, quality assurance, to all find a route upward.
Reaction to the promotions from within PJ Fitzpatrick’s leadership ranks has been consistent in tone: pride in individual achievement, paired with reinforcement of the broader message that internal growth is the company’s preferred path to filling leadership roles. James Freeman has repeatedly tied individual advancement to the company’s larger cultural identity, noting that “culture is not a slogan. It is how decisions are made when no one is watching” a standard that promotions like Miller’s, decided after years of demonstrated performance and mentorship rather than a single interview, are designed to meet.
Amanda Kleiman has similarly framed these moments as validation of the company’s people-first hiring and development philosophy: “It is not just about hiring. It is about building careers, creating pathways, and helping people grow into who they are capable of becoming.” For a company managing rapid multi-state expansion, that philosophy also functions as a practical retention tool, giving high performers a visible reason to build long careers with PJ Fitzpatrick rather than seeking advancement elsewhere.
For Kyle Miller, the moment is also one of reflection on how far a single decision, joining PJ Fitzpatrick as an HIC in September 2020, has carried him. “It’s funny how quickly time passes when you’re focused on learning, growing, and showing up every day,” he said. “I’m incredibly excited, and humbled, to share that I’m stepping into this new role. I’m proud of how far I’ve come, but I’m even more excited about what’s ahead.”
As PJ Fitzpatrick continues to expand its footprint across the Mid-Atlantic and into newer markets like Pittsburgh, the company’s leadership has signaled that internal promotion will remain its default approach to staffing new and expanded leadership roles, rather than an occasional exception. That approach places pressure on the company’s development infrastructure, PJ University, the Emerging Leaders Program, and ongoing coaching relationships like the one that turned Kyle Miller from an HIC into an HIC Coach, to keep producing leaders at the same pace the company adds markets and customers.
For homeowners considering a bath remodel, window replacement, new roof, or siding project in Delaware, Maryland, Pennsylvania, New Jersey, or the Pittsburgh region, the practical significance of these promotions is continuity: the sales manager overseeing their project, or the regional leader setting standards behind the scenes, is increasingly likely to be someone who started in an entry-level role at the company and has been trained, tested, and promoted specifically because they embodied its customer-first values. That continuity, company leadership argues, is what separates a home improvement company that simply grows from one that grows while staying trustworthy.
PJ Fitzpatrick says it will continue to look inward first when its next leadership need arises, a stance reinforced by a steady record of promotions spanning sales, quality assurance, and its growing regional markets. As Miller put it, summarizing both his own journey and the culture he now helps lead: “I’m so grateful to the leaders who believed in me, the teammates who challenged and supported me, and everyone I’ve had the privilege to work alongside throughout this journey.”
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