From Regional Player To $1.6 Billion Titan

Ed Weinfurtner has a reputation for turning complex, fragmented businesses into dominant national platforms.

He is currently the executive chairman and lead investor of Great Day Improvements, a home improvement company based in Macedonia, Ohio. Weinfurtner led the transformation of a regional sunroom installer into a $1.6 billion direct-to-consumer company with more 300 locations and major brands like Champion Windows, Universal Windows Direct and LeafGuard.

This savvy business sense started young. When Weinfurtner was just 26, he and his brothers acquired Gateway Megatech, a small electronic interconnect distribution business. With Weinfurtner as CEO, they grew an average 20 percent per year for 13 years and transformed it into a multi-regional distributor, achieving $52 million in revenue with 250 employees.

They also founded Maverick Electronics in 1994, which grew into a mid-market international electronic cable assembly business. Weinfurtner led the sale of both these businesses to Heilind Electronics in 1998.

This early success put Weinfurtner on a path as a business operator and investor focused on lower mid-market businesses that he felt could benefit from his operational expertise and financial support. He acquired Great Day Improvements in 2014.

Weinfurtner spoke with Chief Executive to share how he was able to scale Great Day Improvements, and lessons learned from his years of entrepreneurship.

How has Great Day grown under your leadership?

When I led the acquisition in 2014—then primarily known for Patio Enclosures and Stanek Windows—it was a solid regional player with untapped potential. Over the next five years, we doubled the company organically to $70 million in revenue, thanks to operational improvements, a strong internal culture and a refined direct-to-consumer approach.

Starting in 2019, I engineered a bold national roll-up strategy. Since then, we’ve completed eight major acquisitions, including Champion Windows, Universal Windows Direct, The Bath Authority and LeafGuard. Our footprint has grown to more than 300 locations across the U.S., and we’ve added more than 4,500 employees—all while building a robust national operating platform.

We’ve also been strategic with our branding. Great Day remains the parent brand, but we leverage the local recognition of acquired regional brands to maintain trust in local markets. That gives us a key competitive edge.

Today, we generate $1.6 billion in annual revenue. We’re among the top two largest professional remodelers in the country and the fastest-growing large-scale private remodeler in America over the past five years according to Qualified Remodeler, and have been recognized by Crain’s Cleveland Business as one of the 20 largest private companies in Northeast Ohio.

You have a long history of entrepreneurship. What key lessons have you learned?

A few core principles have stuck with me over the years. First, bet on people, not just ideas. I’ve always focused on aligning with motivated, high-performing teams, and I believe in rewarding them with real equity—not just incentives. Ownership creates commitment.

Second, growth should be earned through sound execution and then amplified through strategy. I’ve built a proven playbook that uses disciplined M&A to multiply value, but only after we’ve built a strong organic foundation.

Third, I approach every venture with a builder’s mindset. From my early days at Gateway Megatech to my recent days at Great Day, I dive deep into operations and am not afraid to roll up my sleeves.

Fourth, culture drives results—especially in blue-collar industries. At Great Day, we’ve built a culture around trust, craftsmanship and delivering on promises.

Strategic patience has also been critical. I’ve led more than 25 transactions, but I always prioritize timing and fit over volume. I believe in building businesses that last.

It’s also imperative to know your customer. In the home improvement space, that means understanding that homeowners value simplicity, trust and results. Our brands are built around that clarity.

And finally, I believe in staying curious and humble. I’m always learning—whether it’s experimenting with AI tools, testing new growth channels or challenging outdated assumptions. That mindset has been a competitive edge.