RC Interview: Lisa Sallstrom, CEO, NARI

In the fall issue of Residential Contractor, Sallstrom discusses her goals as CEO, 2026 takeaways and outlook

Residential Contractor: You assumed the role of Chief Executive Officer of the National Association of the Remodeling Industry (NARI) on June 30, 2026. Please describe your career journey leading up to your role as CEO. 

Lisa Sallstrom: I’ve spent more than 20 years in association leadership, much of that focused on strategy, membership, professional development, certification and organizational growth. Prior to joining NARI, I spent many years with the Association for Supply Chain Management, where I ultimately served as Executive Vice President of Products and Services and led a significant portfolio of membership, certification, education and corporate programs.

Most recently, I worked as a consultant helping associations with strategy, credentialing, governance and growth. What attracted me to NARI was the opportunity to bring those experiences together in an industry with tremendous potential. Remodeling is an enormous part of the housing economy, and NARI has an opportunity to become even more valuable to remodeling professionals, more visible to consumers and an even stronger voice for the industry.

RC: Please describe what your goals are for leading a new chapter of the association:            

LS: My goal is to build on NARI’s strong foundation while positioning the association for its next chapter of growth and relevance. That means continually strengthening the value we provide to our members, expanding awareness of NARI and the professionalism our members represent, strengthening our chapter network and building relationships across the industry that create new opportunities for our members.

I also want to make sure NARI is looking ahead, at changes in technology, workforce, consumer expectations and the business environment, and helping our members navigate those changes successfully. Ultimately, I want NARI to be an organization that remodeling professionals see as essential to their success and that consumers recognize as representing professionalism and trust in remodeling.

RC: The National Association of the Remodeling Industry traces its roots to 1935 and became NARI in 1982. How has the organization evolved to serve the evolving needs of its members? 

LS: NARI has evolved from being primarily a professional community for remodelers into an organization that supports many dimensions of running a successful remodeling business. Today that includes education and certification, business resources, industry connections, advocacy, consumer awareness and the tremendous peer network and local engagement opportunities available through our chapters.

The next evolution is particularly exciting. Remodelers don’t simply need an association; they need an ecosystem that helps their businesses thrive. That means connecting members with market intelligence, workforce resources, technology, business solutions and strategic partners while continuing to strengthen the trust & brand awareness associated with the NARI name among homeowners.

RC: Recent data has proven that remodeling and home improvement have been consistently driving residential construction throughout 2026. What have been the greatest takeaways of this year, so far? 

LS: The biggest takeaway for me is the resilience of the remodeling market. Even in a challenging housing environment, homeowners still have reasons to invest in the homes they already own. 

An aging housing stock and demand for aging-in-place improvements create a long-term need for remodeling. I also want to point out that over the last 10 years, according to the Leading Indicator of Remodeling Activity ((LIRA), Home Improvement/Repair has grown from $340 billion to a forecasted $517 billion. That represents a steady 4.3% growth rate.

At the same time, we shouldn’t confuse resilience with unlimited growth. Harvard’s Joint Center for Housing Studies’ latest LIRA index projects remodeling and repair spending of approximately $519 billion through mid-2027, though growth is expected to slow to 0.5%. 

So, I think the lesson from 2026 is that the market remains immense, but successful remodelers should work to become increasingly sophisticated operators; something that NARI is poised to support and help develop.

RC: How have you seen remodeler sentiment and consumer behavior evolve throughout 2026?

LS: I would describe both as cautiously optimistic. Consumers are more thoughtful about where and how they spend, and affordability and economic uncertainty certainly influence project decisions. But many homeowners are also considering the cost of moving given current mortgage rates and choosing to improve the home they already have.

For remodelers, that means the conversation is increasingly about value. Homeowners want transparency, professionalism and confidence that they’re making a good investment. That’s an important opportunity for NARI members because those are exactly the attributes that we help reinforce.

RC: Evolving consumer expectations and workforce shortages in the skilled trades continue to pose challenges for remodeling professionals nationwide. How do you expect the industry to navigate these challenges in the coming future?  

LS: On the consumer side, remodelers will need to continue improving communication, transparency, project management and the overall customer experience. Technology will increasingly help with everything from estimating and visualization to project communication and productivity.

Regarding workforce, we need to expand the pipeline into skilled trades and make remodeling a more visible and attractive career path. That requires partnerships among employers, schools and organizations that support early career professions.

RC: Where can the industry find relief?

LS: We need stronger pathways into the trades, better retention and development of the people already in the industry and thoughtful adoption of technology that allows skilled professionals to accomplish more. No single solution exists, so collaboration across the industry will be essential.

RC: Looking ahead to 2027, what makes you optimistic about the future of the remodeling industry? 

LS: America has an enormous existing housing stock that continually needs to be maintained and modernized. People are living longer and increasingly want homes that allow them to age in place. Homeowners want greater energy efficiency, smarter technology and spaces that better accommodate how they live and work. And when moving isn’t economically attractive, improving your existing home becomes an increasingly compelling alternative.

RC: Is there anything else you’d like to add that we haven’t touched on? 

LS: I would add that this is an important moment for the remodeling industry because we have an opportunity to redefine what it means to be a professional remodeler.

Consumers have more information and more choices than ever before, but that also makes trust increasingly valuable when choosing a remodeler to work on their home. NARI plays an important role in helping homeowners recognize the value of working with professionals committed to education, ethics, and proven expertise.

At the same time, we need to help remodeling businesses prepare for what’s next, whether that’s workforce, technology, AI, shifting consumer expectations or new business models. I see NARI’s role as bringing the industry together around those opportunities and helping our members not only respond to the future but also help shape it. 

This is the full interview. Read the print version here.