Rebrands, like floors, can’t be rushed –– not if you want to do the job right. Placing a shiny new logo on top of a struggling culture won’t cut it. Leaders have to grind, patch, clean and prime every square inch of their business, so when their new brand is launched, it’s a reflection of who they are, inside and out.
It’s hard, unglamorous work that few people ever see. But for our team at Xtreme Coating Solutions, it’s been worth it.
Jessica’s journey
Years before the logo concepts, customer journey maps or video shoots, our Owner & Chief Visionary Officer Jessica Wuchterl had been navigating her own version of a rebrand. Over the years she had worked at Xtreme, her role had evolved from background support to executive leadership. Before she knew it, she was spending most of her time managing conflicts –– of which there were many –– and making high-stakes decisions. It wasn’t what she had planned. It was hard, and thankless, and tiring. Burnt out and unhappy, she was forced to take a good hard look at her life and the business and ask herself what she really wanted. It was a branding exercise on a personal level, and the stakes were her happiness and the success of the company she had built with her family.
A culture reborn
For four years, Jessica did the work, and a few things became extremely clear. First, she needed to shift her role from conflict management to strategic vision. Second, Xtreme’s culture needed to change –– drastically. And third, she needed a leader who could help her make both things happen at once.
Jessica watched a recording of Lisa Stephens’ interview in the bedroom of her family camper during fall break. She knew almost immediately that had found who she was looking for. Lisa was hired as our CEO in January of 2025.
Our new leader was no stranger to structural change and struggling cultures. Lisa challenged our team to be honest and vulnerable. We were encouraged to accept mistakes as normal, have hard conversations, and find solutions together instead of pointing fingers.
It didn’t go well at first. Old habits, like old floors, are something you get used to over time.
So, like Jessica, we did the work. Step by step, we became better leaders, communicators and teammates. If you would’ve asked us last year if we would read The Five Dysfunctions of a Team together, we would have told
you, “Absolutely not.” But we have. We’ve also read Believe, the Ted Lasso book. And yes, there’s now a blue and yellow “Believe” sticker in our office.
Today, we believe in ourselves and our teammates. We know that there’s nothing we can’t accomplish, and we’re starting to see that belief translate into business outcomes we can all be proud of.
Belief, by the numbers
In 2024, our revenue had dropped to $3.4 million. When we invested in our culture, that number started to grow. 2025 saw us reach $6.5 million in revenue. Next year, we’re aiming for $15 million –– and we believe we can reach it. We’re growing so much that we’ll soon outgrow our 5,000 sq. foot facility. Belief is powerful, and we’ve discovered that success follows quickly.
A brand worthy of our growth
So much at Xtreme has changed for the better, but we’ve kept the things we love. We’re still a family-owned business, but today, we’re proud to share that we’re officially a Woman-Owned Business, too. It’s a change that officially marks the shift from a rigid, aggressive culture to one that’s more flexible and understanding.
You can see that shift in our logo. Our original sharp edges have been replaced by curves that flow one into the next. It’s a nod to the floors we install, but it’s also reminiscent of us –– the people who’ve come to value collaboration over competition. The same is true of our new tagline, Bridging
Durability and Style. As a company and a team, we’re stronger than we’ve ever been before.
But we’ve learned to balance that strength with softness. We’re built to last, but we’re also built to care.