A remodeling chief executive officer decides which homes, project sizes and markets a kitchen, bath and whole-home remodeler goes after, then funds the designers, project managers and crews to deliver them. Owners or a board judge them on profit, backlog, licensing and the company's name in each neighborhood.
By the HireBus team · Updated · Pay data: BLS, May 2025
Median pay, residential builders and remodelers · BLS, May 2025
Provides visionary leadership to drive overall strategy and foster sustainable growth in the remodeling sector. Ensures the organization’s profitability through strategic planning, innovative business development, and operational excellence. Collaborates with key stakeholders to continuously enhance market competitiveness and brand reputation.
2. Essential Duties and Responsibilities
Develops and implements strategic plans that align with company objectives and market opportunities.
Guides financial planning, budgeting, and forecasting to maintain and improve profitability.
Leads the executive team in operational management and long-term business development initiatives.
Establishes and maintains relationships with customers, suppliers, and industry partners.
3. Key Tasks / Daily Activities
Reviews daily operational and financial performance reports to ensure alignment with strategic goals.
Meets with senior leadership to evaluate current market trends and adjust business strategies.
Engages with key clients and partners to discuss project progress and future opportunities.
Coordinates with various departments to ensure excellent service delivery and customer satisfaction.
4. Key Performance Indicators (KPIs)
Revenue Growth: Achieve a minimum annual increase of 15%.
Net Profit Margin: Maintain above 12% on an annual basis.
Customer Satisfaction Rating: Exceed an average rating of 4.7 stars.
Project Completion Rate: Ensure on-time project completion at a rate of 95%.
5. Required Qualifications and Skills
MBA or equivalent advanced degree from an accredited institution.
Minimum of 10 years’ leadership experience in a senior management role.
Strong strategic planning, financial acumen, and business development skills.
Excellent communication, negotiation, and stakeholder management abilities.
6. Preferred Experience
Proven track record in the remodeling or broader home services industry.
Experience with large-scale project management and operational oversight in a growing business.
Successful history of developing and executing innovative business strategies.
Prior experience in managing cross-functional teams in a dynamic environment.
7. Physical Requirements
Ability to travel frequently for meetings, site visits, and industry events.
Occasional need to visit job sites under various weather conditions.
Adequate mobility to navigate office and site environments comfortably.
Standard office workstation use with extended periods of computer work.
8. Work Environment and Schedule
Typical work hours: Monday to Friday, 8:00 AM to 6:00 PM.
On-call availability during critical business periods or emergencies.
Frequent travel to multiple sites and industry events is expected.
Flexible schedule to accommodate board meetings and strategic planning sessions.
9. Compensation and Benefits
Annual salary range: $200,000 - $300,000 USD, dependent on experience.
Performance-based bonuses with targets aligned to revenue and profit growth.
Comprehensive health, dental, and vision insurance.
401k retirement plan with company match and additional fringe benefits.
10. Company Culture and Overview
We are a forward-thinking, innovative remodeling company committed to excellence and growth.
Our inclusive culture fosters creativity, collaboration, and continuous professional development.
We value transparency, integrity, and a relentless pursuit of customer satisfaction.
Join a company where your vision and leadership can make a direct impact on our future success.
11. How to Apply
If you meet the above criteria and want to be part of a growth-oriented company focused on customer satisfaction, please send your resume to [INSERT EMAIL HERE] or apply online at [INSERT WEBSITE LINK HERE].
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What's different about a CEO at a remodeling company
A remodeler sells one custom project at a time to a family who keeps living in the house. The CEO's choices about job size, location and reputation decide how much risk the company carries.
Job size sets the Louisiana license
Louisiana's contractor licensing board counts work on an existing home as home improvement once the project reaches 7,500 dollars, and requires a residential license for home improvement projects above 50,000 dollars, labor and materials included. A company that grows from baths into whole-home remodels crosses that second line. Get the license in place before sales quotes the bigger jobs. Other states draw these lines in other places. Source: Louisiana State Licensing Board for Contractors: Types of licenses.
Flood zones can change the whole scope
Federal flood rules call a remodel a substantial improvement when it costs half or more of the building's market value before work starts. Towns in the flood insurance program must then require, in zones A1-30, AE and AH on the flood map, that the home's lowest floor, basement included, sit at or above the base flood level. In south Louisiana that can turn a whole-home remodel into a house raising, so have designers check the flood map at the first visit. Source: eCFR: 44 CFR 60.3, floodplain management criteria for flood-prone areas.
Star ratings can't be bought
The FTC's rule on consumer reviews bars a business from offering money or other rewards for reviews that must take a positive or negative stance. A CEO who owns a star-rating goal has to grow it by asking every homeowner once the job is done, not by offering discounts or gifts for reviews. Source: eCFR: 16 CFR 465.4, buying positive or negative consumer reviews.
Backlog tells you about next season
A remodeler signs contracts weeks or months before a crew shows up, because design and selections come first. Ask for a weekly report of signed backlog, measured in crew weeks, plus the jobs still in design. When that number falls, the fix belongs in marketing and sales right away, because the field won't feel the drop until later.
Past clients are the cheapest leads
Neighbors watch a remodel for months: the dumpster, the trucks, the way the crew parks. Treat clean sites, quick warranty fixes and a tidy yard sign as part of the sales budget. Track how many signed jobs come from past clients and the people they send, and fund whatever keeps that number climbing.
How much remodeling chief executive officers make
The closest BLS group for remodeling chief executive officers is chief executives. Chief executives who work for residential builders and remodelers earned a median of $213,510 a year ($102.65 an hour) in May 2025, according to the Bureau of Labor Statistics. That’s about the same as the $213,990 median for chief executives in all industries. About 520 of the 204,350 chief executives in that survey work for residential builders and remodelers.
Pay is mostly salary, with the template's bonus keyed to yearly revenue and profit. At a company this size, some boards add a profit share or a small ownership stake.
Residential builders and remodelers
$213,510$213,510 median Middle half $157,070–$315,530 10th–90th $91,200–$392,560
All industries
$213,990$213,990 median Middle half $129,540–$356,200 10th–90th $75,700–$507,730
10th–90th percentileMiddle halfMedianAnnual pay, May 2025. Source: BLS Occupational Employment and Wage Statistics.
Annual pay by percentile
Group
10th
25th
Median
75th
90th
Residential builders and remodelers
$91,200
$157,070
$213,510
$315,530
$392,560
All industries
$75,700
$129,540
$213,990
$356,200
$507,730
BLS reports remodelers and home builders together. Post a real range for your market in the ad.
The pay line in the template above is an example from our Role Blueprint. Set yours from these figures and what local companies pay.
Skills to hire for, and what you can teach
Hire for these
Reads a job-cost report and a backlog report and asks the right next question
Has run a business where projects get sold before they are designed
Hires and holds accountable a COO, a CFO and a sales leader
Stays calm in a homeowner's kitchen when a large job has gone wrong
Sets prices and margins that still hold after change orders
Teach these on the job
Your design and estimating software
Contractor licensing details in Louisiana, Kentucky or your own state
Local flood maps and how your parishes or counties use them
Your lenders, suppliers and showroom partners
A remodeling CEO works from the monthly financials, the CRM that follows a lead from first call to signed contract, and the backlog and schedule views in the project management system. In the interview, ask how they have compared job costs across a whole year of projects, and in which systems.
Two of the 6 questions we'd ask, and what a strong answer sounds like. Ask every candidate the same questions, and rate each answer on your own before you compare notes.
Situational · Growth versus production capacity
Leads are up, but your lead carpenters are booked well into next season, and good ones are hard to hire. Sales wants to keep selling. Walk me through what you decide.
A strong answer: Looks at backlog, margin and close rate, then raises prices or the minimum job size, sets honest start dates, and invests in developing new leads. Protects quality and schedule over volume.
Behavioral · Removing a key person
Tell me about a time you removed someone from a key role, like a top salesperson or a long-time lead, because of how they treated people. How did you handle it?
A strong answer: Set clear expectations, documented what happened, gave a fair chance to change, made the call, handled the exit with respect, and covered the work and the team's questions afterward.
Your own past jobs and margins should set the real targets; the template's figures are just examples.
Revenue Growth
Compare this year's completed revenue with last year's, and watch signed contracts and backlog next to it, since a remodeler's revenue trails its sales by months.
Net Profit Margin
Take net income after owner pay and overhead, divided by revenue, from year-end financials your CPA has reviewed. Check it against job-level gross margin to see where profit slipped.
Customer Satisfaction Rating
Average the scores from a survey sent to every homeowner at project close, and report how many were asked next to how many answered.
Project Completion Rate
Share of jobs finished by the completion date in the signed contract, after approved change orders moved it. Pull it from the project system each quarter and ask about every late job.
Career path
Sales managerLeads the design consultants and learns how jobs are priced and won.
General managerRuns sales and production together for a region or the whole company.
Chief executive officerSets the company's markets, capital plan and leadership team.
Owner or investorBuys into the company or joins its board after stepping back from daily work.
A paid design agreement can make sense once demand is steady, since free design for jobs that never sign uses up your designers' weeks. The fee can be credited to the contract when the homeowner builds with you. The CEO decides this with the sales manager. It changes how many leads move forward, so watch close rates for a few months after any change.
How much does a remodeling chief executive officer make?
Chief executives who work for residential builders and remodelers earned a median of $213,510 a year ($102.65 an hour) in May 2025, according to the Bureau of Labor Statistics. The middle half earned between $157,070 and $315,530 a year. Pay also depends on your local market, experience and bonus terms.
Should a Louisiana remodeler take storm repair work after a hurricane?
Storm work brings a wave of calls, but it pulls crews and project managers away from homeowners who already signed and are waiting. Decide before the season how much capacity you will give it, which crews go and who handles the insurance paperwork. Have counsel check your state's rules on contractors and insurance claims before anyone on staff speaks to an adjuster for a homeowner.
When should a remodeler open a second market?
Open a new area only when you can staff it with a proven project manager and lead carpenters, and line up trade partners who already work there. A remodel needs someone on site often, so long drives eat into margin. Test the area with a handful of jobs run from the main office before you sign a showroom lease.
Does a remodeling CEO need a construction background?
Not always. The template asks for senior leadership experience and treats remodeling experience as preferred, not required. A CEO from outside the trades can succeed if a COO or general manager owns production and the CEO learns the job-cost report well enough to question it. What they can't skip is time in homeowners' houses during jobs, to see what the company really sells.
What physical tasks are behind the remodeling CEO template's travel and site lines?
They mean driving between the office, the showroom and job sites, and flying or driving to industry events. On site, the CEO walks through rooms under construction with a project manager, steps over floor protection and around stacked cabinets, and goes up to a second-floor bath to see the work. Some visits happen in rain, heat or cold weather. List the site tasks in your posting, along with the gear the company hands out.
