As CFO, Tyler is Responsible for the Bathroom Remodeling Franchise’s Financial Operations
David Tyler has been named chief financial officer (CFO) of Re-Bath, a leading bathroom remodeling franchisor. Tyler brings decades of financial experience into his new role. He is responsible for Re-Bath’s financial operations, including cost benefit analysis, forecasting needs, budget management, and more. Tyler previously worked at Cadence Education, a private preschool and daycare. In addition to Tyler’s new role, Re-Bath recently added Tina Thousand to its leadership team as CTO.
“I’m excited to join the Re-Bath team at such a crucial time where the company is seeing a surge in systemwide sales. I was initially intrigued about this opportunity after seeing Re-Bath’s strong model and strategic business plans. In this new role, I look forward to continuing to drive growth and extending the brand’s strong franchisee support efforts across finances,” Tyler said in a statement.
Tyler was attracted to Re-Bath because of its “proven economic model that is offered to franchisees. But on a personal level, I always want to have a role that allows for further growth and development, and Re-Bath has just that.” Tyler’s position came about when David Japhet, the former Re-Bath CFO, retired after the company was sold to private equity firm TZP Group in November 2021.
Tyler and Franchising
Tyler got his start in franchising with Cadence Education, which has a mix of company-owned locations and franchises. “I spent more than 10 years working in multi-unit geographically- distributed shared services for businesses that provide back-office support, systems, and guidance to owners and other management,” Tyler added. His prior experience also includes working at BASIS.ed, Dolce & Companies Corporation, and New Suns Homes.
For entrepreneurs with the franchising bug, Tyler advises trusting the system, learning who the top performers are, and being cognizant of best practices for success. To improve financial planning strategy, Tyler suggests that franchisors know why they’re in business. “Put a 5-year model together and understand your exit options.”
