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, and it recognizes Nick Zindel, President and CEO of ZINTEX Remodeling Group, as #20 among the top 100 CEOs in the nation for 2026.
That recognition fits a leadership story that is bigger than growth alone. It reflects a company that has combined operational discipline, leadership development, customer service, community impact, and strategic expansion in a way that has made ZINTEX Remodeling Group one of the more closely watched names in the home improvement industry.
At the center of this spotlight is one of the clearest leadership statements from Nick Zindel: “At times you can be the hardest worker, but that doesn’t mean you’re working really smart. When everything I touched was turning to gold, I didn’t see it, but when one of our companies went bankrupt, those years, although I would never wish them on anyone, prepared me for what ZINTEX would become. Without that experience from 2010 to 2012, ZINTEX would not be where it is today.”
That quote matters because it captures something homeowners, partners, and employees rarely hear from executives with strong records: honest reflection. Instead of pretending success happened in a straight line, Nick Zindel points directly to adversity as the experience that reshaped how he leads, how he thinks about risk, and how he built ZINTEX Remodeling Group into the company it is today.
Nick Zindel, CEO and President of ZINTEX Remodeling Group
The strongest part of the quote is not the reference to hardship by itself. It is the humility inside it. Nick Zindel openly says that there was a time when success came so easily that he assumed everything he touched would continue to work, and that this mindset had to be broken before better leadership could emerge.
He also makes a deeper point that many business owners avoid saying out loud: hard work is not always the same thing as smart work. In home improvement, that lesson matters because companies can be busy, ambitious, and full of effort while still making poor decisions on growth, structure, capital, hiring, and process.
What changed in this story was not just circumstance. The lesson became a new operating philosophy. Instead of leading from confidence alone, Nick Zindel began leading from tested humility, disciplined execution, and a stronger respect for systems, financial strength, and leadership depth.
That is one reason the quote works so well as a leadership statement. It does not only explain where ZINTEX Remodeling Group came from. It explains why the company’s current structure appears more intentional, more stable, and more scalable than the kind of business built on momentum alone.
A homeowner researching a bathroom remodel or replacement windows may not think first about a CEO’s lessons from failure. But they should care about what those lessons created. In remodeling, leadership decisions show up everywhere: in how quickly a company responds, how honestly it communicates, how carefully it trains people, how well it manages growth, and whether it can stand behind its work over time.
When a leader learns the cost of moving too fast, betting too hard, or assuming every idea will work just because past ideas worked, that can produce a healthier company for customers. It can lead to better testing, better hiring, stronger cash management, more reliable scheduling, clearer systems, and a stronger focus on doing things right instead of doing everything at once.
What was learned in harder years became the foundation for better customer experience, stronger financial stewardship, and more sustainable growth later on.
For homeowners, that matters because remodeling is built on trust. Customers are not only buying a shower, a tub, a window, or a bathroom update. They are choosing the people, process, and company discipline behind that work.
Founded in 2001 as an investment property remodeling company, ZINTEX Remodeling Group has grown into a major home remodeling business focused on bathrooms, windows, and doors, with headquarters in Lewisville, Texas. The company now has about 400 employees, serves 33 markets across 11 states, generated $100 million in revenue in 2025, and is targeting $125 million in 2026.
The key growth years tell a striking story. ZINTEX Remodeling Group grew from $5.9 million in revenue in 2019 to $8.2 million in 2020, $19 million in 2021, $32 million in 2022, $38 million in 2023, $60 million in 2024, and $100 million in 2025, a rise that represents 1,595 percent growth in six years.
Zintex also exceeded its 2025 goal by $15 million, finishing at $100 million against an $85 million target. In business terms, that level of growth is impressive. In leadership terms, it suggests that the lessons Nick Zindel speaks about were translated into process, accountability, and repeatable execution.
This is also why the quote about failure is more than a personal reflection. It helps explain the structure of the company that exists today. Businesses do not usually reach this kind of scale simply because a leader wants growth. They reach it because someone learned how to build stronger teams, smarter systems, tighter controls, and clearer standards.
Power100 ranks Nick Zindel as the #20 CEO in the country for 2026 using its proprietary five-layer evaluation system. That recognition is tied to leadership, team development, and company transformation rather than being treated as a simple sales leaderboard.
That distinction matters because the strongest CEOs in home improvement are not only measured by revenue. They are measured by whether they can create a culture that retains people, serve homeowners well, adapt to market change, protect the business financially, and build something that gets stronger as it grows.
Nick Zindel has helped transform ZINTEX Remodeling Group from a small operation into a nearly 400-person home improvement company across 33 markets in 11 states. That storyline aligns closely with the company’s growth profile and with the leadership ideas reflected in the quote about failure, humility, and building a better company.
This makes the recognition especially credible in narrative terms. It is not a story of perfect success. It is a story of tested leadership that became more disciplined, more humble, and more effective over time.
One of the recurring themes in the Zintex story is that leadership should scale beyond one person. Company talking points emphasize that the leader who gets a company to $10 million is not always the leader who gets it to $100 million, and that leaders who scale stop hammering and teach others to hammer.
That idea pairs naturally with the failure-to-strength quote. If early success can create overconfidence, later wisdom often creates delegation, coaching, and structure. The lesson is not simply “be careful.” The lesson is “build an organization that is not dependent on one person having all the answers.”
That is exactly what ZINTEX Remodeling Group appears to be doing. The company invests in leadership training and coaching, including a 90-day leadership development program designed to build leaders who can scale with the business. That kind of system matters because strong companies are not built only by talented founders. They are built by talented teams who know how the company works, why it works that way, and how to grow without breaking what made the company strong.
This leadership bench also appears broad. Zintex’s listed leadership team includes Nick Zindel, Eric Peschke, Kyle Hunter, Catie Samaras, Tim Grout, Kyle Etter, Silas Arts, Rodney Frederick, Bryan Kemp, and Samantha Moss.
The quote about failure becomes even more meaningful when connected to how Nick Zindel now talks about money, testing, and scale. He says one of the biggest lessons from prior failure was not to go all in on untested decisions and that today he believes “cash is king,” with a heavy emphasis on weekly financial management, building cash reserves, and funding growth responsibly.
That mentality helps explain how a remodeling company can continue to add markets and leadership roles without treating growth like a gamble. It also helps explain why ZINTEX’s expansion story is paired with language about disciplined growth rather than simple speed.
Zintex expanded into Illinois and Iowa in 2025 and outlined additional 2026 plans including New Orleans, Baton Rouge, Southwest Louisiana, Pensacola, Tallahassee, Southern Georgia, Montgomery, and Western Kansas. The company’s focus is aggressive but disciplined growth, with a service-first approach before scaling further.
For homeowners, this matters because financial discipline is not just an accounting issue. It supports scheduling capacity, staffing stability, material readiness, service consistency, and the ability to stand behind work in a reliable way.
A company is only as strong as the way its values appear in everyday interactions. In Zintex’s case, customer service and hospitality are a major focus, with an emphasis on elevating the customer experience from first contact through installation and training teams to exceed expectations.
Nick Zindel also speaks directly about hospitality as one of Zintex’s core values, saying his goal is for employees, customers, partners, and even people who do not end up doing business with the company to leave feeling they were treated with respect, honesty, and integrity. That is an important signal because it shows how leadership beliefs are being translated into daily operational standards.
In home improvement, culture is not abstract. Homeowners feel it through responsiveness, clarity, scheduling discipline, problem solving, respect for the home, and whether the company seems organized and calm when something does not go perfectly. A leader who learned from hard experience may be better equipped to create this kind of stable culture than a leader who has never been tested.
This is one reason Zintex’s story stands out. The company is not only describing products and growth. It is describing the kind of experience it wants every person to have with the brand.
The ZINTEX Remodeling call center
The leadership story becomes more tangible when looking at what ZINTEX Remodeling Group actually offers homeowners. Zintex provides walk-in showers, bathtub replacements, walk-in tubs, full bathroom remodels, safety and accessibility remodeling, and replacement windows.
That service range matters because homeowners do not all come with the same need. Some want a fast tub-to-shower conversion. Some want a walk-in tub for safer bathing and aging in place. Some want a full bathroom redesign with layout changes, lighting, vanities, and plumbing work. Others want replacement windows that reduce drafts, improve energy efficiency, and improve curb appeal.
Zintex says many tub and shower projects can be completed in as little as one day, while many shower, tub, and accessibility upgrades are designed for quick completion and backed by lifetime warranty language across major offerings. Its public bathroom remodeling language also emphasizes honest pricing, stress-free remodeling, and a positive customer experience.
For homeowners, the importance of this mix is simple. A company that has learned to work smarter, build structure, and improve customer experience should be able to offer both speed and confidence. That is a powerful value proposition in a category where customers often fear delays, confusion, and disruption more than the remodel itself.
One of the strongest parts of the Zintex service profile is its focus on safety and accessibility. Its bathroom upgrades include low-threshold or curbless showers, walk-in tubs, slip-resistant surfaces, grab bars, built-in seating, hand-held shower heads, and other features designed to reduce falls and support independent living.
This matters because bathroom remodeling is often driven by function, not just style. Homeowners may be worried about a parent stepping over a high tub wall, a spouse who needs better balance support, a bathroom that is hard to clean, or a bathing space that no longer fits how the household lives today. When a remodel solves those problems, it improves more than appearance. It improves daily life.
That practical value is also visible in public-facing review language. Zintex’s website highlights customers who describe smoother experiences, meaningful bathroom transformations, and safer shower solutions that improved everyday living. That is exactly where a leadership story becomes real for homeowners: when the company’s internal discipline produces external usefulness.
Growth alone does not prove quality, so outside recognition matters. Zintex ranked #43 on the 2025 Qualified Remodeler HIP 200 after ranking #53 in 2024, ranked #74 on the 2023 Qualified Remodeler Top 500, appeared on the 2025 Inc. 5000 at #2295, and earned recognition on the SMU Cox Dallas 100 for three consecutive years, including #28 in 2025.
The company also won the 2022 BBB Torch Award for Ethics and was a finalist for the 2024 International BBB Torch Award for Ethics, while also earning 2025 Top Workplaces recognition in Dallas-Fort Worth and Oklahoma. Public Best Pick Reports listings also note distinctions including the BBB Torch Award, International BBB finalist recognition, Top Workplace recognition, and strong compiled customer-review scores in multiple markets.
BBB business profiles add another layer of public visibility. Zintex has BBB accreditation in Texas markets, and review excerpts describe positive experiences from start to finish, good explanation of the process, timely communication, and strong satisfaction with shower and bathroom installations.
These recognitions do not mean any company is above scrutiny, but they do strengthen the case that Zintex’s reputation is supported from more than one direction. Revenue, workplace recognition, ethics-related awards, customer reviews, and third-party rankings together create a fuller picture of a company that has earned serious industry attention.
Nick Zindel with some of the recognitions of Zintex Remodeling Group
A company’s character is often clearest in what it does when there is no direct sale attached. Zintex partners with Purple Heart Homes to provide bathroom renovations and accessibility modifications for wounded veterans, and also works with Rebuilding Together to provide safe and accessible bathroom remodels for veterans in need.
Those partnerships matter because they align with the practical strengths of the business. Zintex is not attaching itself to causes unrelated to its work. It is using its expertise to help create safer, more accessible homes for people who need them.
That approach supports the broader leadership story as well. A company built by someone who learned humility from hard experience is often more likely to see business as stewardship rather than self-promotion. In this case, the community work reinforces the idea that Zintex is trying to build a brand rooted in service, dignity, and long-term impact.
The home improvement space is moving quickly. Consumer expectations are shifting, technology is changing how leads are generated and handled, and companies are being forced to rethink how they balance efficiency, service, and scale. In that environment, leaders who have learned from both success and failure may be better prepared than leaders who only know momentum.
Nick Zindel speaks about testing before scaling, building cash strength, adapting to AI, optimizing for new discovery patterns, and using technology to support better customer experience rather than replacing people blindly. Those are not the comments of a leader satisfied with past wins. They are the comments of a leader still refining the company.
That ongoing refinement is part of what makes the quote so effective. “The hardest worker” line captures ambition, but the “working smart” line captures maturity. Together, they describe the difference between a company that grows because the market is favorable and a company that grows because the leadership has become sharper, wiser, and more structured over time.
For homeowners comparing remodelers, the Zintex story offers several useful signals. The company has long operating history, broad service coverage, national leadership recognition, rapid but documented growth, ethics-related awards, public customer praise, a visible leadership bench, and a stated focus on hospitality and customer experience.
That does not mean homeowners should skip due diligence. Every homeowner should still review proposals carefully, ask about scope, timeline, installation, financing, warranty coverage, communication, and product fit for their household. But when a company can point to real growth, real leadership philosophy, real reviews, and real external recognition, it becomes easier to understand why it stands out in a crowded market.
In the case of ZINTEX Remodeling Group, the story is especially compelling because the leadership message is not polished in a shallow way. It is grounded in the idea that better companies are often built by leaders who have been forced to rethink themselves, sharpen their judgment, and rebuild with greater wisdom.
That may be the most meaningful takeaway from Nick Zindel’s quote. It is not simply a line about failure. It is a statement about how tested humility can become a competitive advantage when it leads to stronger people, better systems, better service, and a better company.
One challenge every fast-growing company faces is how to keep culture from slipping as new people join in large numbers. Nick Zindel addresses that directly by saying not everybody is for Zintex and Zintex is not for everybody, which suggests the company is trying to hire for fit, work ethic, and long-term alignment rather than simply filling seats.
He also describes a structured culture-class approach where new hires first learn who Zintex is, what makes the company work, and what values it expects people to live out before they move into role-specific training. That matters because onboarding is often where service standards either take root or begin to break down.
For homeowners, this behind-the-scenes structure has real value. It means the team member entering the home is more likely to understand not only the task, but also the company’s expectations around communication, consistency, professionalism, and customer treatment. In other words, culture becomes part of quality control.
Another sign of stronger leadership is how a company approaches innovation. In his public comments, Nick Zindel describes moving from survival mode toward strategic testing, where Zintex tries smaller ideas, new products, new lead sources, and operational tools in a measured way rather than making reckless all-in bets.
He also speaks about AI as a tool for better efficiency, accounting support, inside sales responsiveness, and customer engagement, while making clear that technology should improve the experience instead of replacing the human standards that matter most. That framing is significant because many homeowners are open to innovation as long as it does not reduce trust, clarity, or accountability.
This balanced approach fits the larger Zintex story. The company does not appear to be chasing innovation for headlines. It appears to be using innovation to become more organized, more responsive, and better equipped to serve homeowners and employees at scale.
Homeowners do not approach remodeling with one single concern. They usually ask practical questions such as: Can this be done quickly? Will it be easy to clean? Is it safe for aging parents? Will it help with accessibility? Can the company handle both design and installation? Will new windows reduce energy loss and drafts?
Zintex’s service information is clearly built around those kinds of homeowner needs. Its walk-in showers emphasize accessibility, low maintenance, built-in seating, and barrier-free or low-threshold entry. Its walk-in tubs emphasize safer entry, seated comfort, hydrotherapy options, and easier bathing for people concerned about mobility and independence.
Its full bathroom remodeling services are positioned around one contract, one crew, one project manager, cohesive design, plumbing and electrical coordination, and stronger accountability from start to finish. Its replacement windows are positioned around energy efficiency, lower drafts, noise reduction, custom fit, and easier maintenance. That is important because it shows a company that is speaking directly to homeowner pain points rather than describing remodeling in generic terms.
A great company is not built only by what customers see. It is also built by the opportunities it creates for the people inside the organization. Nick Zindel speaks with particular energy about employees who have grown into life-changing roles, including a sales representative who reportedly sold more than $4 million in product in one year and a vice president of production who started as an installer.
Those examples matter because they show that Zintex’s growth is tied to internal mobility and leadership development, not just outside recruiting. They also support the idea that Nick Zindel sees company growth as a way to create new lanes for people, not simply new revenue categories.
For homeowners, there is value in that too. Companies that promote from within and create upward opportunity often have stronger continuity, deeper operational knowledge, and more people who understand both the field realities and the company’s expectations. That can translate into steadier execution and a more knowledgeable team experience.
No matter how strong a leadership story sounds, homeowners ultimately judge a company by trust. Can the company explain the process clearly? Can it deliver on scheduling? Can it communicate before, during, and after installation? Can it solve problems without turning the project into a burden on the homeowner?
Zintex’s public-facing review language suggests many customers believe the company performs well in those areas, with testimonials and review excerpts that highlight clear communication, respectful teams, timely scheduling, and satisfaction with both the finished work and the overall process. Those comments are especially important in remodeling because the experience often shapes whether a homeowner recommends the company more than the product alone.
That is why Nick Zindel’s quote continues to resonate. The lesson is not simply about recovering from failure. It is about becoming the kind of leader who can create systems, culture, and discipline that earn trust at scale.
Power100 ranks home improvement leaders through a five-layer proprietary system and identifies Nick Zindel as the #20 CEO in the nation for 2026. That matters because the recognition is presented as third-party, no-apply-to-play evaluation rather than simple paid promotion.
There is measurable performance behind it. Zintex grew from $5.9 million in revenue in 2019 to $100 million in 2025, reached about 400 employees, and expanded across 33 markets in 11 states. It also cites outside recognition from Qualified Remodeler, Inc. 5000, SMU Cox Dallas 100, BBB ethics awards, and Top Workplaces.
Because leadership lessons affect the homeowner experience in direct ways. A leader who becomes more disciplined about testing, planning, cash flow, and people development is more likely to build a company that communicates well, staffs appropriately, solves problems faster, and grows without becoming unstable.
Zintex offers a broad set of homeowner services that include walk-in showers, bathtub replacements, walk-in tubs, full bathroom remodels, safety and accessibility remodeling, and replacement windows. Public service listings also describe one-day bathroom remodeling, design services, and accessibility modifications in multiple markets.
Zintex’s public materials say many tub and shower projects can be completed in as little as one day, while other bathroom and accessibility projects may take one to three days or, for larger full bathroom remodels in some markets, four to seven days. The company also pairs this quick-turn positioning with lifetime warranty messaging across key services.
Public review content includes positive feedback describing Zintex as professional, easy to work with, communicative, and strong on final installation quality. Best Pick Reports listings also show high compiled customer scores, including a 4.9 out of 5 score in one Texas market listing.
Its strategy centers on disciplined growth supported by leadership development, customer-service focus, lead diversification, and financial strength. That does not eliminate all business risk, but it does suggest that scale is being approached with more structure than simple momentum alone.
His public leadership comments emphasize humility, people development, cash discipline, hospitality, strategic testing, and a willingness to admit that early success did not teach him everything. That combination makes his leadership story feel more grounded than the typical executive narrative built only around wins.
The biggest takeaway is that the company behind the remodel matters just as much as the remodel itself. Zintex’s story suggests homeowners are not only choosing products; they are choosing a company shaped by hard-earned leadership lessons, service-focused systems, and a culture designed to support long-term trust.
Power100 is a third-party platform that ranks leaders and partners in the home improvement industry through a proprietary methodology focused on leadership, culture, growth, and community impact.
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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.
