Pool News
Exit Interview With Fluidra President – Troy Franzen
Troy Franzen chats one-on-one with Pool Magazine about his tenure as President of Fluidra North America
Fluidra announced that Troy Franzen would be retiring and that Lennie Rhoades would be stepping up as the new president of Fluidra North America. We had the opportunity to catch up with Troy to conduct an informal exit interview on the Pool Magazine podcast.
(Pool Magazine) PM: So are congratulations in order Troy, are you officially retired right now?
(Troy Franzen) TF: I am officially retired right now as we speak. This is my first week at home where I’m not looking at my phone every five minutes. It’s a different feeling, but yes, it’s kind of official as we speak.
PM: That’s terrific. 12 years with the company was a real achievement. You’ve had a great run and some big milestones with Fluidra. You were with them a long time, can you talk to us a bit about your experience with them?
TF: It was fantastic. I look back and twelve and a half years seem like it’s flown by. The last three years, as we know, kind of put time into a different kind of context.
PM: What changed in your life while you were president of Fluidra?
TF: What changed in my life? Oh, boy. Well, when I started with this company, I had three young children. Now, twelve and a half years later, I have three adult children that are almost all through school or working in post-grad school and so that’s made me proud. That’s been a big change in my life. I’ve learned a ton about certainly the industry, our company, and the pool business. It’s been a pleasure along the way.
PM: We know you played a significant role in the transition from Zodiac to Fluidra. I mean, you were there at the very start. Can you talk to us a bit about that and some of the other acquisitions, mergers, and changes that you saw happen during your time with the company?
TF: In 2010, I would say that we were then owned by Carlyle Private Equity. We were under the label of the company name Zodiac Pool Systems. If you go back and think about what occurred leading up to that time period with the housing market and of course the great recession that took place, it was a dramatic time frame not only for the industry but for our company.
The company changed dramatically as the economy kind of took a turn for the worse. A lot of under-investment or no investment or stripping of costs was taking place when I came on board. I would say the company was a little bit rudderless and lacking in direction. It needed some investment in key areas like customer service and quality and sales. It was a difficult time, but on one hand, it was nice to come in when things were at the bottom. There was only one way to go with that.
Bruce Brooks, our current CEO, and I were of like mind having worked together in the past. We set our sights on building a great company and not thinking about the short term and not thinking about flipping the company. We started thinking about building out a brand. Building out a quality infrastructure. Putting together a sales and customer service strategy that was focused on the customer. Y’know? Really saying ‘Hey, what do we want this company to be today?’ That was twelve and a half years ago, and the results speak for themselves.
PM: You’ve had a few big milestones over the last couple of years. Taylor Technologies, SR, Smith, CMP. There are some big acquisitions there.
TF: If you can go back before that, we weren’t doing a ton of acquisition work early on because we were still building out the foundation and fundamentals. We bought a company called Savi Lights years ago. Nicheless LED technology had some early quality challenges, but that acquisition kind of put us into the lighting category. We went on to buy a small company called Grand Effects, which kind of got us into that high-end decorative fire and water feature space.
When the pandemic kicked in was when a lot of companies kind of went into hiding or thought things were going to turn really bad. Not only did the market start to turn for the good, but Fluidra doubled down. The board gave us a lot of support not only financially, but gave us the leeway to go get aggressive.
We started with CMP custom molded products out of Atlanta, which kind of got us into a different vertical of spa OEM products, which we’re excited about. We also expanded our offering with alternative sanitizers, white goods, and some other products that fit in nicely with our Jandy and Polaris bundle. Then we moved on and bought eventually bought S.R. Smith up in Oregon. That got us into a lot of the deck equipment like slides, rails, diving boards, and then also allowed us a nice baseline of business to expand the commercial portfolio. Wrapping up with Taylor Water Technologies out of Maryland. It’s been a nice little bolt onto the family.
PM: These are some tremendous milestones. Troy, now that we’re getting to the point in our conversation where we’ve got to ask you, what made you decide to take this moment to retire?
TF: Oh, boy, I don’t know that there was one AHA moment. I always said I wanted to retire early, and I was naive enough to say when I was 21 that I’m going to retire when I’m 50. In fact, I missed my goal. I’m a little bit late but I always wanted to take time to do the things that I want to do; while I could do them, on my own schedule. I love sports, so to use a sports analogy, I didn’t want to go out on a low. I didn’t want to get carried out off the field on a stretcher and I wanted to make it my decision.
Fluidra had this incredible run of success. I would lie if I didn’t say the last couple of years have been incredibly rewarding, but they also have been challenging and especially when you throw the acquisition work on top of just the day-to-day heavy lifting that took place to service our customers.
It was time to take a break. I think late last year Bruce and I started talking about succession planning. As a public company, one of our jobs is to be stewards for the future, not just for now. How do you have a successful transition of power? So I said I’m ready to take a break, let’s start thinking about a handoff. That’s kind of when this started, almost about ten months ago. I know it kind of just was recently announced, but in fact, in my mind, the plan has been going on for some time now.
PM: Lennie Rhodes is going to be moving into your role. His previous role was CEO for Big Ass Fans. I saw he was VP at Husqvarna and before that Director of Marketing for Electrolux. This kind of unexpected move of bringing in a company outsider to the role, what was the strategy behind that decision to look outside the organization?
TF: Well, some people may call that an unexpected move or unconventional move, but I actually came from outside the industry when I came on. He’s got an incredible background. I think if you look at the companies he’s worked for, he’s worked in very similar kinds of channels and industries that we’re dealing with. Working through distribution is in his background. So I think Bruce thought that that was an important aspect. We wanted someone that would bring a new perspective, and diversity of ideas if you will. I think that’s why we landed on Lennie. I’m pretty excited. I spent a lot of time with him and in fact, I think the company is going to be in fantastic hands.
PM: Usually when there’s a change at the top, there’s a lot more change coming. What does the change in leadership look like for the rest of the executive organization as well as the rank and file of Fluidra North America?
TF: People have asked what I’m proud of leaving behind. I think that’s the leadership team we have in place at Fluidra. Twelve years ago we were always kind of the green, inexperienced, kind of rudderless management team. We have turned the corner and I would say over the last seven years, there’s been kind consistent, solid leadership, and a strategic plan. We’ve been a stable group in the industry. I’m very pleased and proud of the team we have in place. We’ve got a really solid, stable, mature executive leadership team and frankly, I don’t anticipate any changes in leadership.
PM: Lennie Rhoades is stepping in at a particularly challenging time. What advice as parting president, were you able to offer Lennie about what obstacles lie ahead?
TF: I started in 2010 so I kind of started, I don’t want to say a similar time period, but because I don’t think what’s going on now is going to have the same curve or the same kind of decline that occurred in 2008. Certainly, we are in a period of softening. We can debate whether we’re in or heading toward a recession, but I think the fundamentals are sound. My advice to him has been, don’t overreact. Don’t do anything in the short term that will impact a business that’s really stable.
Of course, he’ll have his own leadership style and he’ll have his own approaches, but I advised not to let the short-term media cycle or what’s going on with the economy affect what’s a pretty good organization with a good strategy. Stay the course. Look for ways to improve. Look for ways to drive more efficiency and unique ways to go to market. But don’t overreact to a short-term economic downturn.
PM: What are your plans now? What involvement, if any, do you plan to maintain with Fluidra as you exit the organization?
TF: On a personal note, I plan on taking a break, traveling with my wife, and spending some time with my three grown children. I’d love to get involved with volunteer charity work in my community. I do intend to help Bruce and the board and the leadership team in any way possible.
If there’s any future consulting or outside work that they need help; I don’t know, maybe it’s due diligence or looking at any future acquisitions. I’ve kind of signed on to help as any special projects come along and in the very short term plus help Lennie steer the way. Any questions he has or any doors he needs to open, I’m happy to help because it’s in my and everybody’s best interest to.
Y’know, I think the best has yet to come from the company. Although there’s a little bit of a soft spot in the economy, the future is really, really bright and I think you’re going to see big things out of Fluidra in the future.
Listen to our entire conversation with Troy Franzen on the Pool Magazine podcast
Landmark Aquatic is pleased to announce that three of its aquatic facility projects received 2026 PHTA Awards of Excellence from the Pool & Hot Tub Alliance (PHTA), one of the pool and spa industry’s premier design competitions.
- Doris Roznovak Aquatic Center, Taylor, TX — Merit Award, Commercial Aquatic Facilities
- Danville High School Natatorium Danville, IN — Merit Award, Commercial Aquatic Facilities
- Astra Tower Apartments, Salt Lake City, UT — Silver Award, Elevated Pool and Spa Structures
PHTA is the trade association representing the swimming pool, hot tub, and spa industry. Its annual International Awards of Excellence is one of the industry’s largest and most respected design competitions, recognizing the most creative and innovative pools, spas, hot tubs, and water features built each year. Hundreds of entries are submitted annually by professionals across the U.S. and around the world.
“PHTA is proud to recognize our members for their craftsmanship, inspired design, and dedication to elevating the industry,” said Sabeena Hickman, CAE, President and CEO of PHTA.
“These awards reflect what it takes to design, build, operate, and maintain a truly successful aquatic facility,” said J. Ryan Casserly, Chief Executive Officer of Landmark Aquatic. “That level of commitment shows up in the work of everyone on our team, and we’re proud to keep investing in serving our customers and the communities who enjoy these facilities.”
About Landmark
Landmark Aquatic is a nationwide provider of commercial aquatic facility design, construction, and maintenance services, with more than six decades of industry experience. Landmark supports clients across most of the U.S. through construction-led solutions and its AquatiCare maintenance program — delivering excellence “for the life of your pool” and building long-term partnerships through exceptional service and forward-thinking solutions. Learn more at www.landmarkaquatic.com
NORRISTOWN, Pennsylvania – Women in the Industry (WITI), an initiative of the Northeast Spa & Pool Association (NESPA), is proud to host its 3rd Annual WITI Walk on Sunday, October 11, 2026, beginning at 10:00 a.m. at scenic Norristown Farm Park in Norristown, Pennsylvania.
Participants may also join virtually from anywhere in the country, allowing supporters nationwide to walk, run, or donate in support of a shared mission: ensuring every child has the opportunity to learn the life-saving skill of swimming.
The walk benefits Every Child a Swimmer (ECAS), a national nonprofit dedicated to preventing childhood drowning by providing swim lesson scholarships to children from low-income families, promoting water safety education, and advancing legislation that expands access to drowning prevention resources. Drowning remains the leading cause of death for children ages one to four, making access to swimming lessons and water safety education more important than ever.
The partnership between NESPA, WITI, and Every Child a Swimmer reflects the pool industry’s unwavering commitment to safety. While WITI exists to empower, mentor, and elevate women throughout the industry, its members also recognize the important role they play in protecting families and promoting the safe enjoyment of water. Together, these organizations help educate communities, expand access to swim lessons, and work toward a future where every child has the opportunity to learn to swim.
“We are incredibly proud to partner with Every Child a Swimmer,” said WITI leadership. “As women in the pool industry, we understand that our work extends beyond building and maintaining pools, it includes educating communities, promoting water safety, and helping save lives. Together, we can make a meaningful difference.”
Leading Every Child a Swimmer is Executive Director Casey McGovern, whose commitment to drowning prevention is deeply personal.
After losing her 19-month-old daughter, Edna Mae (“Em”), to drowning in 2009, McGovern dedicated her life to ensuring other families never experience the same tragedy. Today, her leadership has helped grow Every Child a Swimmer into a national network of more than 430 participating swim school locations across 46 states, providing nearly $1 million annually in swim lesson scholarships for children in need.
“Our mission is simple,” said McGovern. “Every child deserves the opportunity to learn this life-saving skill, regardless of their family’s financial circumstances. Through partnerships like WITI, we’re expanding access to swim lessons, measuring outcomes, and helping ensure more children gain the skills they need to stay safe around water.”
Participants of all ages and abilities are encouraged to register, walk, run, sponsor the event, or donate. Those unable to attend in Pennsylvania can participate virtually from anywhere in the country by walking in their own communities while supporting the cause online.
Register Today
https://nespa.users.membersuite.com/events/683a8c52-0078-ce39-202f-0b49bfa98b74/details
Event Information:
2026 WITI Walk
Sunday, October 11, 2026
10:00 a.m. – 1:00 p.m.
Norristown Farm Park
2500 Upper Farm Road
Norristown, PA 19403
Virtual participation is available nationwide.
Every registration, sponsorship, and donation helps provide life-saving swim lessons to children who otherwise could not afford them. Thanks to generous matching support, every dollar donated will be quadrupled, significantly increasing the impact for children and families.
About Women in the Industry (WITI)
Women in the Industry (WITI), an initiative of the Northeast Spa & Pool Association (NESPA), is dedicated to empowering, connecting, mentoring, and supporting women throughout the pool, spa, and outdoor living industry. Through education, networking, philanthropy, and leadership opportunities, WITI fosters professional growth while giving back to communities through charitable initiatives such as the annual WITI Walk.
About the Northeast Spa & Pool Association (NESPA)
The Northeast Spa & Pool Association (NESPA) is a regional trade association serving the pool, spa, and outdoor living industry throughout the Northeast and Mid-Atlantic. For more than 65 years, NESPA has supported its members through education, advocacy, professional development, networking, and consumer outreach while promoting the highest standards of safety, professionalism, and industry excellence.
About Every Child a Swimmer
Every Child a Swimmer is a national nonprofit dedicated to reducing childhood drowning by providing swim lesson scholarships to children from low-income families, promoting water safety education, and advocating for legislation that expands access to drowning prevention initiatives. The organization believes every child deserves the opportunity to learn the life-saving skill of swimming.
Media Contact
Phone: 609.689.9111
Email: [email protected]
Website: www.nespapool.org
Drone delivery may be the future of getting everyday purchases to your doorstep, but apparently Amazon still has a few kinks to work out — particularly when swimming pools are involved.
A video making the rounds on social media this week shows what should have been a routine Amazon drone delivery going very wrong. Instead of safely depositing the customer’s order on dry ground, the package winds up in the backyard swimming pool.
The incident is funny enough when viewed through the lens of an unexpected pool delivery. But it also highlights a very real challenge Amazon faces as it prepares to dramatically expand its Prime Air drone delivery program across the United States.
And remarkably, this isn’t the first time an Amazon drone has put a customer’s package in the pool.
Amazon Has Already Made This Mistake Before
In July 2025, Arizona resident Daniel Muniz decided to try Prime Air after seeing drone delivery available for his order in Avondale.
The delivery was captured on video.
Amazon’s drone successfully reached the property and released the shoebox-sized package over the designated area. There was just one problem: the downward force generated by the drone’s propellers pushed the package several feet across the yard and directly into Muniz’s swimming pool.
Fortunately, the contents weren’t particularly vulnerable to water. Muniz had ordered vitamins.
The incident was especially notable because Amazon’s delivery system is designed to identify suitable drop locations around a customer’s property. Amazon explains that its mapping technology identifies “delivery zones” free of obstacles and establishes appropriate delivery points within those areas.
The company even specifically acknowledges swimming pools as something the technology needs to recognize.
According to Amazon, a swimming pool can appear to be a flat surface in satellite imagery despite obviously being an unsuitable location for a package delivery. Once the drone reaches the designated location, the aircraft descends to approximately 13 feet above the ground, checks that the area is clear and releases the package.
In the Avondale incident, the package wasn’t intentionally dropped into the water. It initially landed on dry ground before the drone’s prop wash sent it into the pool.
Amazon apologized to the customer at the time, characterizing incidents like it as rare.
A year later, however, another swimming pool has clearly managed to intercept an Amazon delivery.
Pools Aren’t the Only Problem
Swimming pools haven’t been the only unexpected destinations for Amazon’s drones.
In another widely reported incident, an Amazon delivery drone came down in a residential garden after experiencing problems during operation. Other incidents have been considerably more serious than a wet package.
In February 2026, an Amazon Prime Air drone struck the exterior of an apartment complex in Richardson, Texas, before the damaged aircraft fell to the ground.
Amazon’s drone program has also faced scrutiny following collisions involving infrastructure. These episodes underscore the complexity of operating autonomous aircraft at scale in residential environments where drones must contend with buildings, trees, utility infrastructure, changing weather conditions and other obstacles.
Amazon says its latest MK30 drones use a sophisticated perception and “Detect-and-Avoid” system designed to identify obstacles and make navigation decisions autonomously.
That technology is going to become increasingly important because Amazon isn’t backing away from drone delivery.
It’s doing the opposite.
Amazon Plans a Massive Drone Delivery Expansion
Amazon announced this week that it intends to expand Prime Air to nearly 500 U.S. cities and towns by the end of 2026, a dramatic increase from the 11 locations where the service currently operates. New markets are expected to include areas around Chicago, Atlanta, Cleveland, Syracuse and Boise.
The company says each Prime Air location can serve communities within roughly a 7.5-mile radius. Its MK30 drones can transport eligible packages weighing up to five pounds, with Amazon targeting delivery times of roughly an hour or less.
Amazon has already completed hundreds of thousands of drone deliveries this year, according to Prime Air Vice President David Carbon.
The long-term ambitions are considerably larger.
Amazon CEO Andy Jassy has said the company believes drone delivery could eventually reach 30 million customers and handle as many as half a billion packages annually by 2030.
The appeal isn’t difficult to understand.
For small, lightweight purchases, a drone potentially eliminates much of the traditional last-mile delivery process. Instead of waiting for a delivery van to work its way through dozens or hundreds of stops, an individual aircraft can carry an order directly from a nearby fulfillment facility to a customer’s home.
Need sunscreen before heading outside? Batteries for a poolside speaker? A replacement part or bottle of test strips?
Amazon envisions those types of purchases arriving from the sky in less time than it might take someone to drive to a store and back.
The company says more than 60,000 products are already eligible for drone delivery in supported markets, ranging from household necessities to electronics.
That’s a compelling vision of where residential delivery could be headed.
The technology just needs to become consistently boring.
Right now, the occasional drone crash, unexpected landing or package taking a swim makes for an entertaining viral video. As Amazon expands Prime Air from a relatively limited program into hundreds of communities, however, the margin for these mistakes becomes increasingly important.
Delivering a bottle of vitamins into someone’s swimming pool is inconvenient and a little funny.
Doing the same thing with a smartphone probably isn’t.
Judging by the occasional package ending up at the bottom of a swimming pool, there are still a few bugs left to work out first.
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