The Inc.

CEO Survey
Leaders on wins—
and woes—now
The Power
of the List
10 ways the 5000
boosted
10 businesses

Brains, Secrets of World-

Beating Growth
27 founders share

Bravery & the good stuff

Optimism
THE FASTEST-GROWING
COMPANIES IN AMERICA
AND HOW THEY MADE OUR 2021 LIST
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CONTENTS SEP TEMBER 2021

150 73
The Inc. 5000
The fastest-growing
Keeping It Clean companies in America.
Working in the male-
dominated janitorial
industry, Carolina 102
A Tall Order
Alvarez saw
companies cut corners Sprucing up water towers
and exploit workers. is a high-level business.
She bet that with her
own firm, J&S
Building Maintenance 126
Coveted Crustaceans
(No. 417 on the 2021
Inc. 5000), she could This family shop ships
compete by doing Maryland crabs to fans.
things differently. It’s
working: J&S grew
1,158 percent in the 129
How They Did It
past three years.
Founders tell their stories.
132 Knock
A scrappy startup found a
winning sense of humor.
134 Shiftsmart
Turning gig workers into
PPP experts.
136 Yensa
Embracing her heritage helped
her business thrive.
138 Trove
His team quit. He pivoted.
140 Wisely
After he hit rock bottom, the
vulnerability was freeing.
142 CurlMix
She turned down a deal—and
then crowdfunded millions.
144 Eon
Better diagnoses with tech.
148 Force of Nature
ON THE COVER
Illustration
An EPA snafu had an upside.
by Eddie Guy

160
Moving Right Along
When sports stars get traded,
they call him.

PHOTOGRAPH BY PHILIP CHEUNG ● SEPTEMBER 2021 ● INC. ● 3

CONTENTS SEP TEMBER 2021

157
The No. 1
Company
Staffing firm Human Bees
reached a 48,345 percent
growth rate by placing
swarms of workers.

104
Logistics for All
Two students started Stord
(No. 42) with a bold pitch:
a platform connecting
companies to every part
of the supply chain. The
pandemic did the rest.

120
Healing the
System
Eren Bali built Udemy
to fix online education.
With Carbon Health
(No. 2), he’s tackling an
even huger task: fixing
American health care.

130
Marketing
Magic
When their 15-second
anthem for a cosmetics
husbands Geoffrey
Goldberg (near right) and
Evan Horowitz seized the
moment. Their marketing
(No. 78), flourished—to
the tune of $6.7 million
in 2020 revenue.

4 ● I NC . ● SEP T EM BER 202 1 ● P HO T O G R A P H B Y NOLW E N C I F U E N T E S

CONTENTS SEP TEMBER 2021

9 A Note From Inc.

5,000 examples of how to thrive.
Inc. Insider
Advice from founders who’ve
been there.
13 Competitive
Advantage
Ignoring the enemy.
15 Tip Sheet
Making the most of
business awards.
18 Against a Wall
146
Fashioned With Care
Cassandra Morales
Thurswell developed
When demand spiked,
Peloton delivered. a love for handcrafted
20 The Future
products while making
of Privacy retainers for her stepdad’s
What’s next for data orthodontics office. Then
protection. she founded a company,
22 I Can’t Live Without … Kitsch (No. 370), that sold
When this founder simple hair ties, designed
gets stressed, he takes to delight people she
a skate break. knew. Now, it’s an
24 I Was Wrong $87 million brand.
A CEO learns to
cede control.
28 Path to Purpose
Their father’s advice
helped them make a
crucial decision.
30 Exit Interview
Sticking around after a
private-equity sale.
43 Carey Smith
Focusing on growth means
focusing on what matters.
48 Phyllis Newhouse
Going it alone has its
advantages.
50 Jerry Jao
Three rules for selling
your business.
58 Founders Project
Compass CEO Robert Reffkin
mentors Liz Young, the
founder of real-estate data
startup Realm.
64 What Comes Next
How these Inc. 5000 alumni
made it to the top 10—and
what happened after.
74 CEO Survey
Top leaders share what’s
on their minds.
165 Power Growth
Success secrets from
Inc. 5000 honorees.

6 ● I NC . ● SE P T E M B E R 2 0 2 1 ● P H O T O G R A P H B Y A L LY G R E E N
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 A NOTE FROM INC.

HOCKEY STICKS,
PEARS, AND
REALLY BIG PLANS

When I arrived at Inc. in the beginning of I don’t know that it’s made me 5,000 times
2020, I had plans. Big plans. Of course, they more optimistic. But I’m making new plans.
went pear-shaped as the pandemic went And one of them is to be with you here next
hockey stick, and most had to be radically year when we finally, after all this time, trium-
altered, if not scraped altogether. phantly, raise a glass, face to face, to your
I think most of you know what that was like. continued success. Cheers!
In fact, when I think about it today, so many
problems came through the door so fast, I’m not
sure I remember them all, though I definitely still
feel the body aches and emotional pains of being
hit with each of them—sort of as if at some point
there had been a real hockey stick involved. Scott Omelianuk
scotto@inc.com
I know you know what that is like, too.
And, yet, despite all that, here we are, still
standing.
And, more important, here you are, in the How the 2021 Inc. 5000 Companies Were Selected
2021 Inc. 5000 issue! Congratulations! Companies on the 2021 Inc. 5000 are ranked according
to percentage revenue growth from 2017 to 2020. To
Building one of the fastest-growing compa- qualify, companies must have been founded and generat-
nies in America in any year is a remarkable ing revenue by March 31, 2017. They must be U.S.-based,
achievement for you and your team. Building privately held, for-profit, and independent—not subsidiar-
one in the crisis we’ve lived through is just plain ies or divisions of other companies—as of December 31,
2020. (Since then, some on the list may have gone public
amazing. The accomplishment comes with hard or been acquired.) The minimum revenue required for
work, smart pivots, great leadership, and the 2017 is $100,000; the minimum for 2020 is $2 million. As
help of a whole lot of people, and that’s some- always, Inc. reserves the right to decline applicants for
subjective reasons. Growth rates used to determine com-
thing we see throughout this commemorative pany rankings were calculated to three decimal places.
issue of Inc. Even if you aren’t featured in its There was one tie on this year’s Inc. 5000.
pages, I know you’ll recognize yourself in them.
Speaking of recognizing, 2021 is, as I write
this, starting to look a bit too much like 2020. I
think, though, I’ll flinch a little less at the hockey
stick this time. Not because the trouble, the
disruption, and the sickness and even death
caused by anti-vaxxers and political opportun-
ists are any less real, but because I have 5,000
examples of how to not only survive, but thrive
as well. I’ve seen 5,000 ways you solve problems,
push forward, and carve a path for a better
business, a more successful team, a more satis-
BRYAN DERBALLA

fied group of clients—even a better community.

● SEPTEMBER 2021 ● INC. ● 9

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10 ● INC. ● SEPTEMBER 2021 ●

 P U B L I S H E R’ S L E T T E R k k R I C H RU S S E Y

NEVER HAS OUR

economy needed small
businesses more to
survive—and thrive.
We’ve heard the phrase over and over again,
because it’s true: We have lived through unprece- ESSENTIAL
dented times. Almost overnight, we had to rethink
and reimagine every aspect of our daily lives
because of the pandemic, and endure hardship BUSINESSES IN
and uncertainty. Still, our country and its people
remained resilient. Our businesses pivoted to meet
the challenges before them. They helped one
UNPRECEDENTED

TIMES
another and found purpose in their missions. In
turn, they found new revenue streams to rebound
and even grow.
This is why the 2021 Inc. 5000 list feels like one
of the most important rosters of companies ever
compiled: These companies grew because they
became elemental to the very fabric of this country
and what makes it amazing. When the world was
shutting down, Inc. 5000 leaders did more than
keep the lights on: They created jobs and gave back
to their communities. They became essential.
During the global pandemic, as business owners
searched for information and insight, we at Inc.
increased our coverage. After all, our mission from
the beginning has been to inspire and guide found-
ers, innovators, influencers, and leaders as they
start, manage, and build the businesses that shape
our future. The Inc. 5000 companies represent the
success that 32 million small businesses endeavor is always a tremendous energy when you bring
to reach, and, as their leaders would probably tell these business builders together. Just imagine what
you, no founder can do it alone. They need partners it will be like when we go live again in 2022.
and advisers to take the journey with them. They At Inc., we are and have always been dedicated
need support, which many of our great marketing to helping business builders start and scale their
partners provide—from financial services to tech- companies, and we remain committed to leveraging
nology to human resources management and even that passion for marketers whose products and
vehicles to support the logistics needed for prod- services support that very growth. This year’s list is
ucts and services. filled with remarkable businesses that grew in a
I want to thank all of our marketing partners, pandemic and are poised for continued success as
especially those that stayed the course in helping we emerge and move forward with renewed pur-
small businesses make it through the pandemic pose. We hope marketers will continue to join us on
and those that continue to support them as they this path to growth, because we are all stronger
get back to growth. We speak to many companies, when we come together. Together, everybody wins.
and they tell us they are most appreciative of the
people and firms that have been there for them
throughout this difficult year.
Now we share their excitement as we begin
the road to a new normal and look forward to
celebrating the fastest-growing private companies
in America at our annual Inc. 5000 Vision Confer-
HALIE CHAVEZ

ence in October. It will be our second virtual Inc.

5000—and, as we know from last year’s event, there

● SEPTEMBER 2021 ● INC. ● 11

The Essential Resource
for Starting, Running,
and Growing a Business
 EXPERT
ADVICE
FROM INC.’S
INNER CIRCLE

Peloton CEO John

Foley on the one thing
that’s more important
than revenue. p. 18

Michael Dell decided to

take his PC company
private—here’s why.
p. 24

OneTrust founder Kabir

Barday on the future of
C O M P E T I T I V E A DVA N TAG E
privacy. p. 20

IGNORING THE ENEMY

FROM TOP: COURTESY COMPANY; PEYTON FULFORD

WHEN LATE JULY co-founder Nicole Bernard Dawes
started her second company, Nixie Sparkling Water,
PLUS in 2018, she decided to adopt a novel approach toward
MAKING IT COUNT her competitors: Ignore them. Instead of trying to prove
How to make the Nixie was better than myriad other sparkling water
most of your Inc. brands, the seven-time Inc. 5000 honoree chose to
target the shelf space given to soda. She pulled research
5000 status. p. 15 on that category’s decline in sales and presented her
findings to grocery-store buyers: “You have to build a
data story—these are the brands that are growing; this
is the part that is shrinking.”
Dawes’s strategy was simple: a shift to generate more
in-store sales by taking space from the soda brands and
using it for what consumers actually wanted—healthier
options. And stores drank it right up. By year’s end, Nixie
expects to be in 6,500 stores nationwide and to garner
more than $10 million in sales. Now that’s what we call
sparkling. —LINDSAY BLAKELY

EDITED BY TIM CRINO (tcrino@inc.com) PHOTOGRAPH BY KELSEY MCCLELLAN ● SEPTEMBER 2021 ● INC. ● 13
 Are you an experienced business leader with a
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TIP SHEET
feature a list of accolades, starting with the ence, recalls founder and CEO Robert

YOU MADE company’s 2020 Inc. 5000 ranking (No.

105). And some folks who encounter those
pages will invariably want to buy more than
Brill. Liz Hawkins Tahawi, director of
marketing at logistics software company
Onfleet in San Francisco (No. 124 in

THE INC. just air fryers; Revich says he receives a few

inquiries every week from potential investors
who discovered his company via Amazon.
2019), relied on blog posts and press
releases. John Hall, co-founder of
Columbia, Missouri-based content
marketing agency Influence & Co. (No.

5000. NOW MAKE EACH AWARD PART OF

YOUR COMPANY’S STORY
The most important thing to do when you
239 in 2016), advises making a checklist
of the relationships you want to build—
with customers, investors, and new

WHAT?
receive an award, according to past Inc. recruits—and identifying ways to use
5000 honorees, is publicize it like crazy. the award to remove “trust barriers”
And the options for doing that are limitless. for each audience. “Any time you have
Los Angeles-based Brill Media, an adver- an opportunity to build trust with an
tising agency and two-time Inc. 5000 audience, be thoughtful about it,” Hall
Earning a spot on the Inc. 5000 is honoree (No. 155, 2019; No. 370, 2020), says. “It’s not just an ego boost. It’s
proof you’re doing something right. served hyperlocal ads about its ranking to an opportunity to build trust in your
“It just elevated us that one extra attendees at a nearby advertising confer- brand.” —SOPHIE DOWNES
level,” says Glenn Langberg, whose
Clifton, New Jersey-based company,
Seaman’s Beverage and Logistics,
has made the Inc. 5000 three times
and cracked the 500 in 2019 (No.
485). But being ranked doesn’t just
mean joining an exclusive club. It
can also help gain investors’ trust,
build your client roster, attract talent,
and boost morale. Here’s how to
leverage your Inc. 5000 status—or
any recognition—to achieve your next
business goal.
USE AWARDS AS A LAUNCH
PAD FOR FUNDRAISING
Past honorees attest that once you’re on
the list, investors will come to you even
if you don’t seek them out. “As soon as
that issue of Inc. came out, I probably got
a hundred different inquiries via email
from new investors who wanted to get
on the phone and talk to us,” says Rachel
Tipograph, founder and CEO of MikMak,
a New York City-based e-commerce
analytics platform that made the list at
No. 222 in 2019. “Timing your round
with just that moment will create a lot
of momentum for your business.”

TURN PRODUCT LISTINGS

INTO BILLBOARDS
If your company makes physical products,
use your selling platform to trumpet your
success, says Matt Revich, co-founder
and CEO of Los Angeles-based Yedi
Houseware Appliances. Adds Revich:
“We have so much valuable real estate on
Amazon with our product listings,” which

I L LU ST R AT ION B Y C H R I ST I A N MON T E N E G R O ● SEP T EM BER 202 1 ● I NC . ● 1 5

NEW ROUTES TO
NEW CUSTOMERS
E-COMMERCE AT THE SPEED OF NOW

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AG A I N S T A WA L L

PELOTON PULLS THROUGH

When Covid-19
began confining
people to their
homes last
March, panicked
urban dwellers
sent demand for
the company’s
bicycles and
treadmills
through the roof.
In some areas,
sales soared as
much as 400
percent
compared with
the year prior.
The only
problem? Supply
chains started
drying up—and
customers
started getting
antsy. Here’s
how co-founder
and CEO John
Foley, president
William Lynch,
and the rest of
the Peloton team
dealt with the
crunch.
—kevin j. ryan

18 ● INC. ● SEPTEMBER 2021 ● COMIC STRIP BY KOREN SHADMI

Innovation lives here. 
THE FUTURE OF ...
PRIVACY: THE
PRICE OF TRUST
In just five years, OneTrust
CEO and founder Kabir Barday
has grown his company into
one of the world’s leading
privacy management plat-
forms—and the top-ranked
company in last year’s Inc.
5000. It’s little wonder: State-
sponsored hacking is on the
rise, while complex privacy
laws are proliferating in the
U.S. and abroad. Inc. asked
Barday about the future
of privacy.
How will cybersecurity
and data privacy evolve
over the next decade?
We’re hearing from our
customers that cyber-
security and data privacy
are increasingly becoming
board-level conversations.
Companies will start to
think about privacy, secu-
rity, vendor risk, and ESG,
not as siloed efforts in
the organization, but as
a broader effort to build
trust in their brands.
How can businesses
protect themselves from
hackers?
Getting attacked isn’t just
about tech infrastructure
and security. Humans are
the most exploitable part
of any system; they can be
manipulated to intention-
ally or unintentionally give
access to hackers. Employ-
ees need training—to spot
20 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPH BY PEYTON FULFORD
“GETTING
ATTACKED ISN’T
JUST ABOUT TECH
INFRASTRUCTURE
AND SECURITY.
HUMANS ARE
THE MOST
EXPLOITABLE PART
phishing attempts, yes, but
also on the ethical use of
OF ANY SYSTEM.”
data to prevent inadvertent
abuses. It’s also vital to
implement third-party risk
management—to have an
ongoing understanding
of your vendors’ security
practices, and contingency
plans for when any vendor
gets hacked. KABIR
What areas of cyber- BARDAY
security and data privacy
are ripe for innovation? Relevant Experience
Though many businesses OneTrust
are global, sharing data 2016–present
across borders is com-
Founder, president,
plex—some countries
and CEO
require all data to stay
local and never be shared VMware Airwatch
to a third country. Entre- Director, Product
preneurs should work on Management
solutions to the legal and 2015–2016
logistical challenges that Award
come with transferring
Inc.’s Fastest-Growing
data across borders.
Company (No. 1,
There’s also a big need
Inc. 5000)
for third-party risk man-
2020
agement—where vendors
are monitored and audited. IAPP Fellow of
There are also big Information Privacy
opportunities for those 2017
who can build privacy
and ethics into artificial
intelligence and machine
learning algorithms; these
technologies are prone to
repeating the inherent
biases of their creators
and making unethical Learn how privacy
decisions as a result. laws affect your
business at
—amrita khalid inc.com/magazine.
I CAN’T LIVE
WITHOUT ...

MY OFFICE
HALFPIPE
WHEN COLBY BAUER
suggested installing a halfpipe
in the Provo, Utah, offices of his
company, Thread (No. 442 on
the 2021 Inc. 5000; No. 104 in
2020), it was not as well received
as, say, Tony Hawk’s first aerial
900. In fact, Bauer’s idea led to
a fight with his co-founder and
wife—who was, he admits, quite
right to be worried about the hit
to their startup’s budget. But
they ultimately agreed to build
the ramp, and Bauer now con-
siders it his secret productivity
hack—and a key to the breakout
success of his wallet and ap-
parel company.
Bauer, who struggles with
anxiety and depression, says the
easy access to an activity that
requires his full attention has
helped him cope with the stress
of being a founder: “I think about
the business all day and night,
and it’s so hard to find release,”
he says. “But with skateboard-
ing, you can’t afford to focus on
anything else—because you’ll
break your arm.” These days,
when Bauer is feeling anxious
or unproductive, he’ll grab
his board and hit the halfpipe
for a few minutes to reset. He’s
usually joined by a few skaters
on staff, and says that the half-
pipe is also a hit with visiting
clients: “It’s a signal to everyone
in the office that you need to
take care of yourself and clear
your mind.” —ANNA MEYER

Find the best

productivity hacks
at inc.com/
magazine.

2 2 ● I NC . ● SEP TEMBER 2021 ● PHOTOGR APH BY RYAN E . YOUNG

● SEPTEMBER 2021 ● INC. ● 23

CONTROLLING
IS NOT COACHING
David A. Steinberg was riding
high when his wireless phone
company, InPhonic, earned
the No. 1 spot on the 2004 Inc.
5000 on annual revenue of
$119.4 million. Three years
later, Steinberg left, and
InPhonic filed for Chapter 11.
2 4 ● I NC . ● SEP T EM BER 202 1 ● P HO T O I L LU ST R AT ION B Y NAT E K I T C H
I WA S W R O N G
But he didn’t sit still. That
same year he launched mar-
keting technology firm XL
Marketing (now Zeta Global).
Here, Steinberg reflects
on what went wrong with
InPhonic—and how he’s doing
things differently this time.
I started my first company
at 16. Now I’m 52, and what
comes with maturity is the
understanding that I don’t need
to prove myself every hour of
every day. When I was a young
entrepreneur, I thought I had
to do everything. I had to be
the head of every division and
know every detail. But when
you have your hands in every
single thing and are telling
people specifically what to do
all day long, not only are they
not going to do their best, but
you’re not able to recruit the
best people, either.
Today, my focus is on my
company’s strategy. That
includes hiring the best people
and coaching them—not
controlling them. I let people
know it’s OK to fail and to ask
questions. But I’m not doing
their jobs for them. That
would inhibit their growth.
Having the best people
and seeing them grow is the
foundation of a much more
stable business. Zeta Global
has now become one of the
world’s largest data-analytics
companies, with 1,000 global
clients and 1,300 employees
in 15 offices in 11 countries.
And we are newly listed on the
New York Stock Exchange. It’s
such a difference from the last
time around.
—as told to christine
lagorio-chafkin
THE BEST
PARTS
DELL’S BIG BET
When I first began
to explore taking Dell
from publicly held,
multibillion-dollar
business back to
private company
a decade ago, there
were many naysayers.
They said the PC
market was dead, and
that there would be
grave risks in relying
on it to fund the
growth of our new
businesses. But I
believed new mobile
devices would com-
plement the PC rather
than replace it. And
I saw going private
as the best way to
liberate the company,
reinvigorate its entre-
preneurial spirit, and
allow us to get more
aggressive on gaining
share, investing in
R&D, and adding sales
capacity. So I ignored
the experts. Read
more about how that
decision paid off in
my new book,
Play Nice but Win.
—MICHAEL DELL
COURTESY PUBLISHER
Small business is no small task.
So Progressive offers commercial auto and business
insurance that makes protecting yours no big deal.
Local Agent | ProgressiveCommercial.com
Logistics Automation Company
Charts Its Growth Course
 MGN’s TMS provides next
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 PAT H T O P U R P O S E

THE POWER OF A

CHICKEN SUIT AND A MOP

SUNEERA MADHANI, CEO
OF STAX (NO. 436 ON THE
2020 INC. 5000)
Every day of my life was a business lesson. My
dad came from nothing and used his settlement
check from losing his thumb in a Chicago factory
to buy his first gas station. From there, he dab-
bled in everything: convenience stores, restau-
rants, a marketing call center—and I worked in all
of them. When we owned a Church’s Chicken, my
NEVER DO brother, Sal, and I wore chicken suits to bring in
THIS: customers and hand out balloons. By 15, I was
MAKE AN writing payroll checks and cleaning bathrooms.
EMOTIONAL By 17, Sal and I were managing one of Dad’s
DECISION pizza places in Orlando on our own.
“I always take a In 2014, Sal and I launched our own com-
pause—and even pany, Fattmerchant (now called Stax), which
get a good night’s processes direct payments and creates analytics
sleep—before software for midmarket businesses and
reaching a verdict.” SaaS companies. Our dad was our most
—MARK NELSON, annoying customer, because he uti-
CEO OF PERISHABLE lized the platforms so much and had
SHIPPING SOLUTIONS feedback all the time. But he was
(NO. 315 ON THE 2020 also our biggest cheerleader.
INC. 5000)
Unfortunately, most of my dad’s
businesses ended in failure in one
way or another. But he never let
failure set him back or diminish his
confidence. He always said, if you
can do it once, you can do it again.
And he would always tell my
brother and I every day
growing up that “we have
‘it.’” Having “it” means
having confidence in our
ability to be OK—that
we can take a risk and
we’re going to be fine, no matter what.
We took that advice to heart in 2017 when
another payments company offered us a full
buyout for $17.5 million. We were two young
kids and had just done our Series A at a $3 mil-
lion valuation. Our board encouraged us to take
the deal. And we needed the money; we had
about four months of payroll left at that point
and were only just starting to see customer
validation. It was a perfect opportunity—and
that’s why we realized it was too early. The
other company knew we were going to be a
threat down the road.
So we took out a loan for $500,000 and
raised $15 million in capital six weeks later.
Today, we’ve raised $200 million in total capital.
And we have been on the Inc. 5000 list twice—
something I’m glad my dad got to see at least
once before he passed away in May
2020. He was the proudest
father, watching his kids
make the list.
—as told to gabrielle bienasz
COURTESY COMPANY (2)

Suneera Madhani
and her father,
Ike Rehmetullah.

28 ● INC. ● SEPTEMBER 2021 ●

 %XVLQHVVRZQHU*UDQGPRWKHU7UX HKXQWHU
A life well planned allows you to

While you may not be transitioning your business and sharing a new passion with your
granddaughter — your life is just as unique. Backed by sophisticated resources and a team of specialists
in every field, a Raymond James financial advisor can help you plan for the dreams you have,
the way you care for those you love and how you choose to give back. So you can live your life.
E X I T I N T E RV I E W How did being on Shark system to keep growing. It was
Tank affect your the two of us and five others

SERIOUS company’s growth?

Demand exploded overnight.
running the company and we
were in almost 10,000 stores.
We grew to $8.5 million in It was crazy. We got a bunch

DOUGH 2016 revenue from less than

$1 million the year before. If
of interest from private equity
groups. We weren’t wanting to
we’d been able to shift gears just raise more money and take
Junea Rocha launched Brazi Bites over a decade ago more quickly, we would have on more risk, so we felt that
with a single snack. Since then, the better-for-you Latin- made even more, but in the food deal was ideal as a next step.
inspired foods brand has grown every year—and it’s on industry, that’s tough to do.
We moved as fast as we could. Were you hesitant to give
pace to approach $30 million in revenue in 2021. Rocha up the CEO role?
stepped down as CEO to become chief marketing officer How did the deal with San It wasn’t very hard. I was the
after a private equity sale, but she and her co-founder Francisco Equity Partners CEO and also overseeing all
come about? sales and marketing. That was
husband, Cameron MacMullin, still own a minority stake. Cameron and I saw massive a lot. It was a constant juggle to
We caught up with Rocha to talk about what it takes to potential in the brand, but we prioritize what would move the
let new chefs into your startup kitchen. —GRAHAM WINFREY didn’t have the team and the needle for the company more.
I looked at where I could add
the most value and where I had
Junea the most enjoyment day to day.
I’m very connected to the con-
Rocha sumer side, so it was more like,
A TASTE OF BRAZIL “Wow, I get to focus only on
Rocha co-founded this? That sounds pretty great.”
Portland, Oregon-based
Brazi Bites in 2010. Its What advice do you have
first product, a gluten- for entrepreneurs thinking
free cheese bread that’s about a sale to a PE firm?
sold frozen, is wildly
popular in Rocha’s native Organize your business and start
Brazil and comes from talking to people and testing.
a family recipe. We had three paths—raising
money, selling to a strategic
REPEAT PERFORMANCE
Brazi Bites claimed the buyer, or private equity—and
No. 81 spot on the Inc. as we explored those options,
5000 in 2017. Continued the choice became clear. If you
fast growth landed decide to partner with a PE
the company at No. 219 group, spend as much time with
the next year. them as you can having really
BEYOND THE TANK honest conversations. You’re
In 2015, Rocha made a going to be working with them a
deal for $200,000 on lot and you need to be prepared
Shark Tank. It ultimately to go in any direction whatsoever.
fell through, but three
years later, Brazi Bites
sold a majority stake
to the private equity firm
San Francisco Equity
Partners. 

Selling a company is
complicated. Get advice
from the founders of
companies like Qualtrics,
Bonobos, and Chewy at
inc.com/exit-interview.

30 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPH BY MASON TRINCA

Take a closer look
inside the
industry cloud
VISIT EPICOR.COM/INDUSTRY

SOLUTIONS FOR:
 Don’t settle for canned HR.
Get a PEO instead.

PEOs provide custom support for:

employee onboarding multi-state payroll compliance assistance

Leading to even better growth:

vs. 28% of small business overall

Find your way forward: napeo.org/youdeservebetter

PEOS SIMPLIFY
THE PATH
FORWARD
FOR SMBS
I N C . B R A N DV I E W/ H R : P EO

A
s the COVID-19 pandemic created one of the most
serious business disruptions in recent memory, many small
and midsize businesses (SMBs) struggled to stay afloat.
An onslaught of new laws, regulations, and programs
compounded the challenges they faced. Five states
(California, Hawaii, Minnesota, New Jersey, and New York) alone
accounted for almost 2,400 new pieces of pandemic-related
legislation affecting businesses.

Every state enacted some new laws
and programs, and there were
Just 28 percent of dozens more at the federal level.
“An overload of information
all small businesses
that was frequently changing was
reported growth in one of the most notable HR-related
2020, but it was concerns among small and midsize
69 percent for businesses during the pandemic,”
says Chad Sorenson, president of
PEO clients.
HR Florida State Council, the state
-Pat Cleary affiliate for the Society for Human
President and CEO
National Association of Resource Management (SHRM).
Professional Employer Trying to keep employees
Organizations (NAPEO) safe while still maintaining a
functioning business was an
overriding concern for SMBs,
which often lack the cash reserves
or access to additional funding
that large companies have. “A
small interruption can have lasting
repercussions, and this held true
during the pandemic,” he says.
PEO clients
outperformed their peers
There was an eye-popping disparity
in performance between SMBs
that were clients of a professional
employer organization (PEO)
during the early months of the
pandemic and those that were not.
PEO clients were 91 percent less
likely to have temporarily closed
and 60 percent less likely to have
permanently closed, according
to a September 2020 McBassi &
Company report for the National
Association of Professional
Employer Organizations (NAPEO).
PEO clients were also 119 percent
more likely to have received
Paycheck Protection Program (PPP)
loans and 72 percent more likely
to have received them in the first
round of funding.
P at Cleary, NAPEO’s president
and CEO, says growth is
the most compelling metric
demonstrating PEOs’ positive
impact on their SMB clients during
the pandemic. “Just 28 percent of all
small businesses reported growth in
2020, but it was 69 percent for PEO
clients,” he says, citing NAPEO-
commissioned research conducted
by Povaddo. “We all wish it hadn’t
taken a pandemic, of course, but
last year absolutely proved the value
of PEOs to small businesses in the
most dramatic fashion imaginable.”
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Insperity offers competitive benefit
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I N C . B R A N DV I E W/ H R : P EO
In the 35 years I’ve
been in business, I’ve
never seen such a
series of severe HR
issues come up in such
a short period of time.
-Paul Sarvadi
Chairman and CEO
Insperity
SMB leaders using outsourced
HR services from PEOs rely
heavily on them for refined
information specific to their
industry. “PEOs have more
resources to parse the influx of
data and recommend solutions
and actions,” Sorenson notes. In
contrast, SMBs with in-house
HR must do it all themselves
or rely on outside counsel and
consultants to help navigate
changing directions and
individualized processes.
A tidal wave
of S.O.S. calls
PEOs were inundated with
requests for help from SMBs
during the early days of the
pandemic, and in many cases,
they reached out to their clients
proactively. NAPEO served as a
clearing house for information
and solutions.
“For us it was all about speed
as an organization,” Cleary says.
“We had to be first to market
with what the PEOs needed to
help their clients. In some cases,
that meant getting a webinar
together literally within a day of
new legislation or a significant
rule change.” Webinar attendance
skyrocketed, from an average of
100 to 300 pre-pandemic to 1,000
to 1,500 for the initial series
of webinars on the Paycheck
Protection Program (PPP).
T he pandemic raised
awareness of just how
important it is for SMBs to have
a sophisticated HR function,
and that is exactly what a PEO
provides. “It sits there, ready to
go for whatever challenges arise,”
says Paul Sarvadi, chairman and
CEO of Insperity. “In the 35 years
I’ve been in business, I’ve never
seen such a series of severe HR
issues come up in such a short period
of time. So much of what happened
during the pandemic landed in the HR
department.”
SMBs needed immediate help
in transitioning employees to a
work-from-home environment,
restructuring in response to the
economic contraction, converting
employees to new ways of accessing
their health care benefits, and
navigating PPP and other programs
created by the CARES Act. Social
unrest later in the year added to the
emotional strain employees felt, and
many SMBs turned to their PEOs for
help with issues around diversity and
inclusion.
Increased awareness
of PEO value
The frequency, length, and nature
of the interactions Insperity PEO
had with its clients during the early
months of COVID-19 changed
dramatically. Beginning in March
2020, the number of interactions
tripled, and their length doubled.
“Now our conversations were more
frequently with the business owner or
CEO, and that level of interaction has
continued,” Sarvadi says. “Awareness
of all we can do for them as a PEO and
the range of issues where we can offer
advice has increased at the top level of
our client organizations.”
The pandemic highlighted and in
some cases accelerated foundational
shifts already underway in the
employment landscape. Three big ones
are remote work, changed expectations
around benefits, and increased
penetration of digital technology
and automation. As society and the
economy continue to reopen, PEOs
can help SMBs deal with these issues
more effectively.
PEOs are evolving from a scale play
enabling SMBs to mirror the cost-
effectiveness and benefits offerings of
larger companies to a more expansive
concept that can provide solutions
Why ADP TotalSource® could be
the best rebound relationship ever
As your small business bounces back, it’s time to look
forward. And a PEO like ADP TotalSource® could be just
what you need to move ahead:


• +LJKYDOXHEHQHƶWVWKDWGRQųWEUHDNWKHEDQN Small businesses

• 'DWD WHFKWROHYHOWKHSOD\LQJƶHOG love us!
• Top-notch employee experience from day 1
4.5/5 stars on G2 Crowd
• ([SHUW+5FRPSOLDQFH EHQHƶWVVXSSRUW

Let’s get to know each other:

ADP, the ADP Logo, ADP TotalSource and Always Designing for People are trademarks of ADP, Inc. All other marks
belong to their owner. Copyright ©2021 ADP, Inc. All rights reserved.
 I N C . B R A N DV I E W/ H R : P EO

to “the HR hierarchy of needs,” says

Teresa Carroll, president of Oasis, a
Paychex company.
Payroll and compliance support are
the foundation of that hierarchy, but
it also includes benefits and insurance
options, talent attraction and
retention, performance management,
employee relations and development,
and even culture development.
“PEOs have the scale and
sophistication needed to meet
clients wherever they are on this HR
hierarchy of needs,” Carroll says.
“We can help with the differing
expectations around benefits in multi-
generational workforces, leveraging
digital transformation and automation
to control costs, succession planning,
and much more.”

Opportunity sprung
from challenge
As challenging as the pandemic has
been for many SMBs, it has also
created an important opportunity for
them to rethink their talent strategy.
“Operating in old ways won’t work in
a new world,” Carroll stresses. SMBs
need to find ways to support not just
the physical and financial wellness
of their employees, but also their
mental and social wellness. Among
millennials and younger generations of
workers, there is a strong expectation
of personalized self-service for HR
services and a hankering for a mobile-
first approach. “The labor market was
already shifting before COVID, and
that shift is accelerating,” she says.
“PEOs can help SMBs with brilliantly
simple solutions to these challenges.”
THE PEO INDUSTRY
FOOTPRINT IN 2021
PEOs deliver comprehensive HR solutions to SMBs by
SURYLGLQJDEURDGDUUD\RIFRVWHHFWLYHVHUYLFHRHULQJV
and expertise through a co-employment agreement with
the client company and its worksite employees (WSEs).
Typically, the PEO handles meeting critical challenges. As
payroll and withholding awareness of what PEOs have to
for WSEs and reporting, offer has grown among SMBs,
collection, and deposits of so has the industry itself. It grew
employment taxes with local, 7.6 percent annually from 2009
state, and federal authorities. to 2020 (7 percent higher
Many PEOs also provide than the compounded
complete HR and benefit annual growth rate in the
packages, including 401(k) overall economy during the
plans; health, dental, and same period), according to a
life insurance; dependent May 2021 report by
care; and other benefits not McBassi & Company.
typically provided by small
businesses.

At the close of 2020, 487

M eeting challenges for its SMB
clients is always at the top of the
agenda for FrankCrum, says Anna Leo
Holder, the PEO’s vice president of client
services and operations. “The biggest
difference in the challenges brought on
by the COVID pandemic versus those in
‘normal’ times was the speed and degree
Without day-to-day
responsibility for many HR
functions, SMB leaders are freed
up to concentrate on growing
their businesses and, as in the
case of the recent pandemic, to
focus their time and energy on
PEOs were providing HR
services to 4 million WSEs at
173,000 client companies
with combined annual wages
of $216 billion. More than 15
percent of all U.S. businesses
with 10 to 99 employees are
PEO clients.
 I N C . B R A N DV I E W/ H R : P EO
The biggest difference
in the challenges
brought on by the
COVID pandemic
versus those in ‘normal’
times was the speed
and degree to which
change occurred. It was
unprecedented.
-Anna Leo Holder
Vice President of Client Services
and Operations
FrankCrumm
to which change occurred. It was
unprecedented,” she says.
With many of its clients just
fighting to survive, the PEO’s
consultants spent “countless
hours” counseling clients on
employee furlough options to
ensure the continuity of employee
status and benefits and dealing
with the CARES Act and PPP
loans, Holder says. She views the
positive client feedback received
throughout the process as an
affirmation that the PEO value
proposition is stronger than ever.
The likelihood that remote
work will remain a part of the
workforce equation going forward
bodes well for PEOs, Holder says.
“Though you often hear how
nimble small businesses can be,
they can have trouble adapting to
changing conditions as quickly
as businesses with extensive
resources,” she notes.
R emote work’s challenges
for employers include
performance management,
communication, technology,
security, distractions, and
workplace health and safety.
Helping them meet remote work
challenges is “an opportunity for us
to showcase just how much better
running a business can be when
you have a PEO partner in your
corner,” Holder says.
Competition for talent
on the rise
As offices and worksites reopen,
businesses will face unique
challenges around talent
acquisition, says Kristen Appleman,
SVP at ADP TotalSource. Lingering
fears about health and safety may
make some employees hesitant to
return to a physical workspace.
Others have adopted new lifestyles
or are pursuing career changes.
“We have to help our SMB clients
figure out how they want their
employees to engage,” Appleman
says. “Some will want everyone back
onsite, some are fine with remote
work, many will likely adopt a hybrid
approach. All are okay, but we must
help them identify and attract the
type of talent that understands their
culture and expectations.”
D uring the pandemic, ADP
TotalSource quickly became
adept at using technology to
communicate with clients in their
favored channels. That meant chat
and text capabilities, access to HR
and payroll professionals outside
normal business hours, more
webinars, and a single place where
clients could access COVID-related
tasks and information. Appleman
believes SMBs can benefit by
adopting similarly flexible strategies
for talent acquisition and retention.
“This kind of multichannel
approach will give SMBs access to
a greater diversity of employees,
especially among the younger
generations,” she says. “There’s a
fresh new wave of talent coming in
Generation Z, and their expectations
around mobility and technology
are pronounced. Employers must
provide the training and tools
needed to assimilate them into
the organization with a sense of
belonging or risk the high costs of
churn-and-burn hiring.”
In the months and years to come,
the value that PEOs provide to SMBs
is only going to increase, Cleary
predicts. “With a new administration
in Washington, businesses can expect
the flow of regulations and programs
to continue or even increase,” he
says. “Word is spreading among the
small business community about
the tremendous source of help PEOs
have been to their clients throughout
the pandemic. The numbers speak
for themselves, and we believe more
and more SMBs are listening.”
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them become indispensable, driving success at higher
and higher levels.

swaythebook.com
AN INC.
ORIGINAL
 R I G H T, YO U ’ R E W R O N G k k C A R E Y S M I T H
GROW LIKE
YOU MEAN IT
My company spent a decade-plus on the Inc. 5000. Of course, I’m proud of
that. More important for your company, increasing the top line gives you
better opportunities to focus on the things that matter more than money.
Every day, my colleagues and I meet with
young entrepreneurs seeking funding and
expertise to help grow their businesses. All of
them have one goal in common: to achieve the
kind of success that might one day land them
on the Inc. 5000. It’s an honor we’re familiar
with, as the outfit I founded and ran for nearly two
decades, Big Ass Fans, appeared on the Inc. 5000
for 11 consecutive years. That’s a feat matched by
few companies.
Behind that accomplishment was a deter-
mination to increase revenue and put profits
back into the business to expand product lines
and markets; a firm belief that excessive profits
at year-end meant missed opportunities; and a
Big Ass Fans founder
steadfast refusal to accept outside investment.
Carey Smith led And, honestly, after making the list the first time,
the fan and light I always wanted to climb higher in the rankings
maker from $0 to the next year.
its $500 million sale.
He started working at This focus on top-line growth accomplished a
age 9 and has never couple of important things: First, it allowed us to
stopped. His “secret” operate the kind of business we wanted, one that
to success is common
delivered quality products and service and that
sense, and he’s happy
to share it. His firm, took good care of its people. And, second, when
Unorthodox Ventures, we decided to sell, we had plenty of suitors. Pri-
focuses on finding vate equity firms find nothing more enticing than
small companies
with big potential.
a company with lots of potential for cost cutting.
It all worked out fine, but were we to do it
over again, would we make the same decisions?
Maybe not. And while I much prefer to look
ahead, hindsight (never mind the notion that it’s
always 20-20) can be an excellent teacher. So
it’s useful to reflect on what we might have done
differently.
COURTESY SUBJECT
But, before getting into that, I’ll give a quick
and tidy version of the Big Ass Fans story for any-
one who might not know it.
MOVING A LOT OF HOT AIR
You’ve no doubt seen a Big Ass Fan. These very
large, very slow-moving overhead fans are now
everywhere, from arenas to zoos and all kinds of
food-related facilities. One of our tag lines used to
be that everything you ate for breakfast had spent
time beneath a Big Ass Fan.
We launched in 1999 with six people, funded
with the proceeds from the sale of a roof-based fan
business and a lot of credit cards. From the start,
we knew we had a great product that solved a real
problem—keeping people (and animals) comfort-
able in buildings too large for air conditioning. We
were convinced that it was only a matter of time
before the world recognized this.
Our first year, we sold 146 fans. By our fourth
year, the number had jumped to 1,900. I remember
someone asking how large I thought the market
might be, and I said, “Maybe 50,000.” Little did I
know. We sold our 100,000th fan in 2013, and every
year after that we sold hundreds of thousands.
From 2002 to 2008, our revenue increased
around 45 percent annually on average. Then the
recession hit. Sales took a dive, but I was damned
if I was going to lay off anybody. So we launched
a new installation service and did a little penny
pinching. Everyone kept their jobs, and we even
eked out a tiny profit. As soon as the economy
picked up, we had the people we needed to keep
growing. The rest of the time I owned the company,
sales grew at a minimum 30 percent annual pace.
Constant development of new products and
services played a huge role in that growth. After the
recession, installation turned into a lucrative divi-
sion. Our R&D efforts paid off as we expanded from
simply manufacturing and selling industrial fans
to developing silent, elegant fans for commercial
spaces. And when we learned about work being
done by an innovative motor designer in Asia, we
brought the man and his home ceiling fan into the
● SEPTEMBER 2021 ● INC. ● 43
 ON THE OTHER HAND
AT BIG ASS FANS, We may have gotten involved in some areas we

OUR PRIMARY shouldn’t have, but keeping a foot on the growth

pedal paid off. If we hadn’t put so much money and
FOCUS WAS effort into new product development, we would
have almost certainly run into scaling problems. If
ALWAYS ON we’d kept all our eggs in one basket and sold only
industrial fans, we would have had a hard time
QUALITY. BUT keeping up the pace of growth while maintaining a
WE WERE ALSO company. After some tweaks,
high-quality product. As it was, our gearbox sup-
plier had to expand its facility to meet our demand.
DETERMINED TO we christened it Haiku and
made it smart—the first
At Big Ass Fans, our primary focus was always
on quality. But we were also determined to increase
INCREASE SALES, ceiling fan to join the internet sales, because we believed in our way of doing
of things, as it was quaintly business—and the more we grew, the greater the
BECAUSE WE called. The Haiku quickly impact we could have on our community. I always
BELIEVED IN OUR grew into a $60 million divi-
sion. Sales poetry.
said we weren’t in business to make money; we
made money to stay in business. If we had money at
WAY OF DOING LEARNING FROM MISTAKES
the end of the year, I truly believed that meant we’d
missed an opportunity to invest it in the company.
BUSINESS—AND There were misses, too. I We always made a profit—just not as much as we
was loath to venture into might have if profit had been our top priority.
THE MORE WE M&A territory, and that If I had it to do over, I would’ve sought more
GREW, THE probably held us back. For
example, at the end of the
advice—assuming I’d found anyone I believed
worth listening to. Maybe they would have told
GREATER THE recession, a competitor—
one that sold more than
us to acquire more companies, as I would tell
my former self today. Our acquisition of Haiku
IMPACT WE just fans—was looking for worked out great. But I was reluctant to make
a buyer, and at $40 million, other deals because we lacked the expertise on
COULD HAVE ON the cost was quite reason- staff; because when we did consider them, the
OUR COMMUNITY. able. If I had pursued that
deal, we might have more
companies either had bad products or too much
baggage; and because we would have had to bor-
than doubled our revenue. row money, which I did not want to do.
As time went on, we Our success tells you that, for the most part, we
also saw opportunity in made good decisions. Focusing on revenue growth
some shiny objects we probably shouldn’t have allowed us to spend on the things we believed
approached. If we’d rethought these, we might were more important and interesting than money.
have improved the bottom line while not detract- Our customers loved us, as evidenced by a net
ing all that much from the top. promoter score that would be the envy of any
For example, our customers told us they company. We owned the market. And when it
needed brighter, more energy-efficient lighting, came time to sell, we were an enticing property to
so we took a deep dive into industrial LEDs. From private equity and VC firms. I got my asking price
there, we added more lighting products and even of $500 million, and because of a plan in place to
ventured into home lighting. Our lighting division share the wealth, more than $50 million of it went
was profitable, and we made a good product, but to colleagues. Twenty of them became instant
it took longer than anticipated, and it diluted our millionaires. Several have used that money to start
focus. Worst of all was the fact that we were con- businesses of their own—and they each have a
stantly chasing leaders like Philips, the Dutch game plan of their own for reaching the Inc. 5000.
electronics giant, in a very competitive market. 
The large, existing companies regularly improved
their offerings and benefited from size efficiencies.
Kabir Barday, co-founder In that respect, we were out of our comfort zone.
of OneTrust, No. 1 last We were used to being ahead of everyone with our
year on the Inc. 5000,
bootstrapped his fans. The lighting venture also led us to change
company to be able our name from Big Ass Fans to Big Ass Solutions,
to develop products
without having to meet something we soon regretted.
investors’ aggressive
targets. See inc.com/
magazine.

44 ● INC. ● SEPTEMBER 2021 ●

How a Mission-Driven
Lender Leverages Resiliency
and Scale to Drive Growth
Freedom Mortgage
senior management
in 2019
F I R S T A N D O N LY k k P H Y L L I S N E W H O U S E
HOW TO “GOAT”
IT ALONE
They say it’s lonely at the top. But here’s what they don’t say: Knowing
how to go it alone is the secret to getting you there.
When Athena Technology Acquisition Corp.
listed on the New York Stock Exchange earlier
this year, I became the only Black female CEO
of an NYSE-listed SPAC. When I launched
Xtreme Solutions in 2002, I became the only
Black woman CEO of a cybersecurity company.
Before that, I spent 22 years in the Army, includ-
ing three stints at the Pentagon, where I was often
the only Black woman in the room when crucial
decisions were being made.
Being “the only” in any situation can be lonely
for some, but it doesn’t bother me. Some of this
year’s Inc. 5000 honorees are “the only” in their
fields, and, as they likely know, it’s a unique posi-
Phyllis Newhouse
tion with distinct advantages. There have been
is the co-founder and more than 820 SPAC IPOs since 2009, but Athena
CEO of Athena Tech- is the only one with a Black woman as CEO—so
nology Acquisition everybody knows who I am. I embrace the oppor-
Corp., a special
purpose acquisition tunity to share a perspective others don’t have.
company that recently Several colleagues on Athena’s leadership team
merged with renew- have also achieved notable firsts as “the only” in
able energy tech
their positions. We want to enable other women to
firm Heliogen in a
$2 billion IPO. She’s wield real economic power and social impact by
also the founder-CEO investing in, leading, and growing their businesses.
of cybersecurity firm To that effect, something I try to pass on to other
Xtreme Solutions
and the co-founder of
“Onlys” is that it’s all about the game.
ShoulderUp, the first People often talk about business and finance in
women-founded and sports terms, because there are so many parallels.
-led influencer fund.
I think of most aspects of life as being about the
game. And if you understand the game, even as an
Only, you get to play it—but it requires courage,
strategy, confidence, and understanding.
To gain an understanding of any game, you
have to first be a student of it. Finding qualified
people who can coach, mentor, and advise you is
key, as is learning about the rules and common
plays. You have to identify the strategies that will
48 ● INC. ● SEPTEMBER 2021 ●
work best for you, given your strengths.
When I was 19, I left college early and joined
the Army, intending to serve five years and see
Europe. I ended up staying for more than two
decades, specializing in cybersecurity issues. I had
strong female mentors along the way, including a
great brigadier general who made everyone feel
a little intimidated. When I had to brief her on
something one day, she told me, “Never lose your
confidence.” That was an aha! moment for me as a
leader—it helped me recognize my potential and
made me want to improve my game even more.
Later, when I founded my own companies, I
wanted to be the greatest of all time—the GOAT—
in my field. When I assumed leadership of a SPAC,
I wanted to become the GOAT in the SPAC world,
too. I set my sights high, because the GOAT always
has a strategy, always looks to see who’s playing
better, and always seeks to improve her game. If
you’re aiming to be anything other than the GOAT,
you’re less likely to be around when decisions that
count are being made.
There’s one other factor that’s important to
every player in every game: character. It always
opens doors. I’ve been able to recruit top-notch
talent because my character spoke for me. If
there’s ever a moment when you find yourself in
a room where others—or maybe even you—are
questioning how you got in, know that your char-
acter went in first and helped earn you a spot at
the table.
And if you’ve played the game well enough to
land a spot as an Only in the room, rather than
looking at the situation as a lonely one, embrace
the advantages it gives you and use your position
to pull others into the room with you. Maybe one
day, you’ll look around and see a few of your “first
COURTESY SUBJECT
and only” peers on the Inc. 5000 next to you,
changing the game today so that others will play
by your example tomorrow.
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F O U N D E R P H Y S I C S k k J E R RY JAO
WHEN THE MONEY
COMES CALLING ...
I sold my third company in the middle of the pandemic. It went so well, I now help my
buyer acquire new companies—and I have three essential tips for getting to “Sold.”
Five years after my co-founder and I launched
our A.I. marketing firm, Retention Science, we
made the Inc. 5000 for the first time, in 2018,
and offers began rolling in to purchase our
business. We weren’t ready to sell—more and
more brands were turning to us to develop and
deploy marketing insights from big dives into
their sales data—but it was clear even more offers
would be coming our way. A few months after
we made the Inc. 5000 for a second time, in 2019,
we started discussing an offer in earnest, from
Constant Contact, in January 2020.
Of course, the world closed down around us
months later as the pandemic raged, complicating
the sale and giving our buyer a temporary case
Jerry Jao is a serial
entrepreneur and, of cold feet.
most recently, co- At the time, something I heard often from
founder of Retention bankers was that companies aren’t sold, they’re
Science, an award-
bought. Meaning, when you sell your business,
winning marketing
software company there’s little you can control. The acquiring com-
that uses A.I. to help pany determines the timeline, the price, and the
some of the world’s terms, and it puts up the legal documents. That’s
biggest brands engage
with their customers.
all true—however, I’ve since learned there are
In 2018, it was No. 894 rules any seller should observe to encourage a
on the Inc. 5000; in positive outcome.
2019, it was No. 697.
In 2020, Retention
Science was acquired RULE ONE: BUILD A TRUST FUND
by Constant Contact. The selling process is ultimately a test of how well
you and your buyer can work together; you want
to be able to have honest conversations with them
every stressful step of the way. I cannot emphasize
enough the importance of trust. Without it, every
conversation starts to feel like a negotiation, and
it gets tougher and less enjoyable. It’s not how
you want to form a new relationship.
So my first rule, and something I believe I actu-
ally did well during the sale, is to work to build an
50 ● INC. ● SEPTEMBER 2021 ●
authentic, trusting relationship with the deal spon-
sor or the decision maker. As soon as it looked like
we were engaging seriously with the offer, I flew
to Boston to meet our buyer in person. Just sitting
down, having a meal, looking each other in the eye,
and sharing our initial ideas in person made a huge
difference as issues arose later.
A buyer hires lawyers and auditors to find issues
with the seller’s company, which has the potential
to end the deal, or at least to impact the deal
terms. A few months into negotiations, an auditor
flagged a purchase I’d made on eBay several years
before—for used laptops we’d bought for the team—
but I couldn’t find the receipt. If there’s no trust
between teams, a little thing like that can be a
deal breaker. But because Constant Contact and
I already had a good relationship, the buyer felt
comfortable taking my word on the purchase, and
we were able to move on quickly.
RULE TWO: KNOW YOUR GOOD REASON
My second rule—and one I wish I had followed
more closely: Expect the unexpected and prepare
for it by knowing your buyer and their reasons for
engaging with you. Do they want your product?
Your team? You? What does success look like to
them? A buyer’s interests can change quickly, and
then it’s important you know how to keep them
engaged. This is more art than science, but it helps
immensely if you can also build a long-term vision
of combining your operations.
So, it’s critical for you to gather data about your
buyer, just as they will about you. Listen attentively
and ask questions to help you anticipate, or at the
very least understand, what they’re thinking at
every point in this constantly evolving process.
In my case, our deal was all set to get underway
COURTESY SUBJECT
when the pandemic started and Constant Contact
pulled out. They offered me no definitive details
about resuming the sale, and I didn’t have a good
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 NO MATTER
HOW FAR
ALONG YOU
THINK YOU
ARE IN THE
SALE PROCESS,
NOTHING IS
reason ready for why they like. As a business owner, you should go into these
EVER FINAL should. As the deal was put conversations with a plan to help your buyer reach
UNTIL THE on pause, I had to lay off 13
people. And I learned that
their strategic goals and show them a clear path to
success. If you can demonstrate, respectfully, that
BUYER’S no matter how far along
you think you are in the sale
you’re already coming up with solutions for them,
it’s an even easier sell.
SIGNATURE IS process, nothing is ever final
until the buyer’s signature
ON THE BOTTOM is on the bottom line and the
RULE THREE: IT TAKES A VILLAGE TO CLOSE A DEAL
To sell a business, you need an accurate valuation
LINE AND THE money is in the bank.
Eventually, I was able to
for it, signed confidentiality agreements, countless
buyer and seller meetings, issue offers and counter-
MONEY IS IN articulate my good reason: I
knew that Constant Contact’s
offers, due diligence, and a legal closing. At mini-
mum, a sale can involve about 20 people.
THE BANK. main competitor had just Which brings me to my third big rule: Do not
acquired a company like underestimate the time and effort required to
ours, which also serviced manage this small army of people.
e-commerce brands. Dollar Unsexy things like scheduling and time man-
Shave Club uses our software. agement—whether the right people on the buyer’s
So do Figs, Draper James, side show up for a call, for example—can make or
Perfect Bars, and other recognizable DTC brands. break your deal.
We offered Constant Contact a big, competitive I sold Retention Science without the help of a
market opportunity, but the clock was ticking: They banker, so I was the contact person for all aspects
had to act quickly. Once I was able to articulate that of the sale. This was on top of still running the
to them, they were on board again by May. company. I would not do that again. If you’re still
Looking back, I wish that I’d had this idea handy running the business while you’re selling it, con-
right away, because time kills deals. I also wish I’d sider hiring a banker or project manager to help
gone a step further and offered my buyer not just make sure nothing gets dropped. In general, don’t
the reason we had to act quickly but also a plan, be afraid to ask for help when you need it.
driven by data, articulating a vision for our shared By the time you’re more than halfway through
e-commerce strategy. your due diligence—at which point the buyer has
Most of us don’t go that extra mile during a sale, hired third-party firms to evaluate your company,
because there are so many things happening. But negotiated financial deal terms, and started dis-
as any real estate agent will tell you, you’re more cussing the integration of your teams—they want to
likely to sell a house if you stage it properly. Busi- close as much as you do. So when the process inevi-
nesses tend to buy other businesses because they’re tably drags on with additional requests from audi-
looking for something they don’t know how to do, tors, lawyers, and anyone else, remember: There will
and they’re looking to start doing it six to 12 months be calm after the storm.
down the road. A well-articulated combined vision However, this is a warning: Don’t get too com-
will excite your buyer, and might even inspire them fortable just because you’re hearing the words
to write a bigger check! “getting close” or “strategic buy.” It’s important
Even if we had created a blueprint that didn’t that you continue to demonstrate the same level
exhibit a complete and accurate understanding of of excitement for captaining the ship.
Jerry Jao, co-founder Constant Contact’s business, it would have shown Treat every call and meeting like a job inter-
of Retention Science,
began charting his own our ability to take initiative and think ahead. view. Stay focused, optimistic, and confident—but
course at a very young Remember, in these early discussions, your not cocky. At the end of the day, a buyer wants to
age—emigrating alone
from Taiwan to the potential buyer doesn’t fully know your business. buy—even in the middle of a global catastrophe.
United States at age 13.
For more on his story, go But no company is purchased without a thorough All you have to do is give them a sound reason to
to inc.com/magazine. blueprint of what the combined company can look keep going.

52 ● INC. ● SEPTEMBER 2021 ●

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 I N C . B R A N DV I E W / T H E A B R A H A M G R O U P

As Founder and CEO

of The Abraham
Group, Inc., Jay
Abraham has
counseled over
10,000 clients in more
than 1,000 industries.
Widely recognized as
a leading expert in
sales and marketing,
Abraham has spent
his entire career
solving complex
problems and fixing
under-performing
businesses. In this
series of articles,
Abraham speaks
about three topics at
the heart of his overall
business philosophy.

5 Strategies for Conveying

Preeminence in the Marketplace

W
Reaching the top hat does it efficiencies, or outperforming similar
mean for your competitors as a trusted advisor and
of your game isn’t company to be thought leader.
easy, but it’s the most preeminent in Today’s success in business depends,
its field? And in great measure, on not only developing
effective path to why should preeminence but in your ability to
sales success. Here’s current and potential clients care? convince prospects of your preeminence
The answers are simple, but reaching in your field. To gain absolute advantage
how to get there. preeminence is not. Being preeminent in the eyes of your target market, you
means being better than everyone else must be seen as the only viable source
in every way. When it comes to business, and solution to fulfi ll their goal, solve
it means being the supplier or provider their problem, or make their opportunity
of choice. Preeminence strategies a reality. Becoming the superior choice
include creating something entirely new, among all others in the category is always
mastering a niche, developing pricing your goal.

So how do you get there?
1 | Always sell leadership
People are inherently begging to be
led, but only by someone that they
feel has their best interests solidly at
heart. The key is to demonstrate with
integrity that you feel the same way
about their issues and challenges as
they do. Demonstrate that you truly
understand and possess/offer the only
solution for fi xing them.
2 | Selfish vs. Selfless
Businesses make the mistake of falling in
love with their product or services, and
that’s what becomes the emphasis of their
sales pitch. Instead, they should be falling
in love with their prospects, wooing them
with a sincere desire to enrich, entertain,
protect, and bring maximum benefits to
their lives.
3 | Show, don’t tell
Your prospects don’t want to hear how
great you are or be charmed merely
by your thought leadership in your
field. They want (and demand) tangible
evidence of what you can do for them.
Make sure all of your communications
clearly present what you can do for them,
what you’ve done for others, and why
what you do is infinitely better (on their
behalf) than what your competition does.
4 | Deliver your “mission statement”
Clients and prospects want to do business
with someone/something that not only
provides a product or service but are
passionate about what they do. You
need to convey a sense of responsibility,
even a moral imperative, to deliver the
best possible results for those you serve.
Buyers must be left with the feeling that
not working with you will be detrimental
to their lives, their careers, even their
happiness and well-being.
5 | Light a fire
It’s one thing to convince prospects
they are in need for your solutions, it’s
another to convince them that they need
to employ you now! Language must be
emphatic and make the powerful case for
why they should not wait another second
to choose your solution. 
I N C . B R A N DV I E W / T H E A B R A H A M G R O U P
Land More Sales
by Eliminating
Your Prospect’s Risk
A blueprint for building meaningful business
relationships and dramatically increasing sales
I
f you are in the business of
selling—whether its goods or
services—nothing can more
potently affect your sales
than mastering the art and
science of Risk Reversal.
Risk Reversal is making it hard
for the potential or current client to
say “no” by taking as many reasons/
restrictions off the table as possible.
Whatever you sell, to whomever you
sell, there is always some perceived
risk, uncertainty, or apprehension.
The key to closing the deal (and
building a lasting relationship) is to find
a way of removing those concerns from
their plate and putting them squarely on
yours. At the very least, you can strive
to mitigate those risks or guarantee a
minimum resulting level of outcome/
satisfaction. This process and practice
of reversing risk puts you way ahead of
competitors who fail to do so; it gives
you advantage. To illustrate this practice,
I like to tell the story of the father
looking to buy a pony for his daughter.
When a man took his daughter to look
at ponies with the intent of purchasing
one for her, they approached the seller
of a beautiful palomino pony. The first
seller said, “$500. Take it or leave it.”
The father moved along to the second
seller, who was selling his pony for $750,
a price substantially higher than Seller
No. 1. But the second man told the farmer
he wanted the farmer’s daughter to try out
the pony for a month before the farmer
had to make any purchasing decision.
Beyond that, he offered to bring the pony
out to the farmer’s home along with a
month’s worth of hay to feed the pony.
He further said he’d send out his own
stableman once a week to show the little
girl how to groom and care for the pony.
Finally, he said, at the end of 30 days
he’d drive over to the farmer’s and either
take back the pony and clean up the stall
or ask, right then, to be paid the $750.
Which pony do you suppose the
farmer decided to purchase for his
daughter?
This illuminates the enormous
power of risk reversal. It worked for
the sale of a pony and can and will
work for most any transaction. Risk
reversal takes work. To remove risk
from your prospect’s plate, you have to
understand the perceived risks holding
them back. This requires some serious
due diligence and old-fashioned, hard-
nosed questioning. Are they considering
going to a competitor? Is price an issue?
Are your products/services necessary
for them to advance their goals?
I have performed this kind of risk
reversal analysis with thousands of
clients. (Yes, I’ve been doing this for a
while). I give my clients “homework”
designed to get them to ask these
critical questions, making them do
the real work necessary to win their
business while laying the foundations
for a long-term, mutually beneficial
relationship. Two of the simplest and
most effective forms of risk reversals
I’ve found are solid guarantees and
actual offers of compensation. By
taking the price or performance risk
off of their plate, you give them a far
stronger reason to do business with you.
Mitigating your prospects’ risks as
a practice serves two important goals:
closing more deals while simultaneously
providing the satisfaction of having
been a trusted supplier or advisor and
having served your client well. 
 I N C . B R A N DV I E W / T H E A B R A H A M G R O U P
Roadmap to
Greatness
Greatness isn’t just something for others.
It needs to be your guiding principle.
O
ver decades of advising
business leaders,
through thousands
of engagements,
across hundreds of
industries, it has
become clear to me that the great
majority of businesses function at well
below optimum performance levels.
Sadly, mediocrity is not only tolerated
but almost seems to be embraced.
But there is a path to greatness, and
I have seen dramatic turnarounds in
literally thousands of client businesses
over the years. Leaders willing to
think decidedly differently to change
the way they approach business can
improve their fortunes, dramatically
and quickly. Through a broader “value”
worldview, a genuine desire to be more
to your clients, and a healthy dose
of humility, you can effect a massive
transformation of your business.
I believe with all my heart, though,
that greatness is programmed into our
DNA, and we just need to figure out a
way to unlock our genetic treasure trove.
So why do so many of us fall short?
Most of us don’t really understand
that there is a roadmap to greatness.
I’ve made a career of helping to map
out that escape route with my clients.
This is a cooperative journey that
demands my client’s introspection,
dedication, and a willingness to put in
the work necessary to improve the way
they do/see business. The first step is to
take this “greatness personal inventory:”
 Ask yourself what does great look like,
especially as it relates to your life,
business, clients, and goals?
 Develop your self-awareness confidence.
Years of disappointment and
frustration can have a significant
and painful blow to your self-
confidence and belief in your (and
your business’s) inner greatness.
 Get a roadmap to greatness. You
can’t make the journey without
a start, middle, and end.
 Stay the course! And while that may
seem simple, if you think this kind of
transformation is easy, think again.
My explorations of greatness have led
me to examine the role of preeminence
in separating your business from the
competition. I’ve learned preeminence
begins and ends with a simple thought:
your purpose in life is to serve
others. While this may seem strange,
even awkward, the key is to fall in
love with your client or customer.
It’s about being passionate in your
mission to serve your client better
than anyone else can possibly do.
There are several common
approaches, strategies and tactics that
are common to the businesses that
have achieved preeminence in their
fields. Ask yourself these questions:
 Do you look outside your organization
for new ideas, fresh approaches and
innovative ways to motivate, maximize
and grow/develop your people and your
relationship with your clients/prospects?
 Are you recognizing and understanding
completely the possibilities to
grow and support the ability and
effectiveness of your team?
 Are you open minded and humble
enough to take breakthrough ideas and
concepts from within your organization?
 Do you make everyone around you feel
smarter, appreciated, or more capable?
Ironically, the more selfless you are
and the more devoted to serving your
customers, the more you will be rewarded
financially. They will not only value you,
they will also richly reward you. 
If this advice has captured your
attention, and you are serious about
taking the steps necessary to multiply
your revenue and broaden your
customer base, please reach out to Rob
Colasanti at RobColasanti@abraham.
com, or call directly (727) 480-8853 to
get the ball rolling.
ƒƍƱ)-v$oѲ rѲ
uoC|;u=oul-m1;
u7;uv=-]mb|7;

 










It’s easier, faster, safer, less costly, and more
results-certain to grow bottom line profits than
top. Plus, you can grow them disproportionately
larger than your current profit levels deliver. He’s the mind behind:
Jay Abraham is the world’s expert in doing it, •
having stimulated an estimated $30 billion of •
newfound, outsized profit increases for companies,
worldwide. He sees windows of opportunity for
generating asymmetrical profit returns - few of •
your competitors even grasp. •
Jay’s work has been a profit catalyst for icons
such as: Icy Hot, Entrepreneur Magazine, Planet •
Fitness, Agoura, Bulletproof Coffee, Tony Robbins, •
Shark Tank’s Daymond John, the late Stephen R. •
Covey, and Keller Williams (to name a few!). His
methods frequently produce the equivalent of •
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companies in ways (and at speeds) technological •
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•
He works with clients on the basis of a one-time •
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If you’d like to learn more and explore the
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Partnerships: RobColasanti@abraham.com
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www.abraham.com
DREAMS
OF AN IPO
Liz Young, founder of real estate
startup Realm, talks scaling up with
Robert Reffkin, founder and CEO of
Compass (No. 71, 2018 Inc. 5000), the
largest independent real estate brokerage
in the U.S. By Graham Winfrey

The Mentor and

the Mentee
Liz Young and Robert Reffkin
share a passion for real estate,
but both admit that the size of the
industry can be a blessing and a
curse. “The opportunity is so
large and so wide that it’s easy
to not be focused,” Reffkin says.

58 ● I NC . ● SEP T EM BER 202 1 ● PHO TO GR A PH S BY M E RON M E NGH I STA B

 For most entrepreneurs, launching
a startup three months before a global
pandemic would just be bad luck.
Not so for Realm founder Liz Young,
whose real estate platform helps
homeowners maximize the value of
their home by guiding them through
decisions like how much to spend on
a kitchen renovation or when to refi-
nance. During the pandemic, when
millions of Americans began working
remotely from their homes, Realm
started receiving hundreds of inquir-
ies per week from homeowners look-
ing for advice.
“We’ve had a really captive audi-
ence of people sitting in their biggest
asset and not spending on travel and
other discretionary expenses,” Young
says. “They’re saying, ‘Help me figure
out how to interact with my home
in its new use.’”

HE KNOWS HOW
TO MAKE THEM

● SEPTEMBER 2021 ● INC. ● 59

 Young, 33, first took an interest in
real estate at the age of 6, when her
parents bought their first home. From
then on, during every trip to the grocery
store, she would pick up all of the real
estate listings magazines. Prior to
founding Realm, she served as the
head of growth at Reonomy, a com-
mercial real estate data and technology
company that helps investors make
better decisions.
“The whole time I was there, I
thought, how do I put this in the hands
of the average person?” Young says.
New York City-based Realm recently
raised a $12 million Series A round led
by GGV Capital, an investor in Airbnb,
but Young isn’t letting a splashy fund-
raise get to her head. She’s determined
to grow Realm into a household name
and focused on making key hires.
When it comes to dreaming big and

growing fast, few real estate founders
have more experience than Compass
CEO Robert Reffkin. Over the past
eight years, he’s built that New York
City-based company into the largest
independent brokerage in the nation.
In April, Compass went public, raising
$450 million in its IPO.
Today, when the 42-year-old Reffkin
isn’t running the business, one of his
greatest passions is mentoring other
entrepreneurs. “You actually get more
from mentoring than you give,” he says.
In 2009, he founded the mentorship
nonprofit America Needs You (formerly
New York Needs You), which helps
ensure that first-generation college
students earn their degree and find
employment after graduation.
A former White House Fellow in
the Department of the Treasury who
later spent six years at Goldman
Sachs, Reffkin credits much of his own
success to seeking out advisers. Having
a mentor can be pivotal for help with
issues like carving out a career path,
he says: “It’s one of the fastest ways
to learn where you should go and
how to get there.”
Reffkin brought his experience on
both sides of the mentoring relation-
ship to bear in his recently published
first book, No One Succeeds Alone:
“T
he weeks and the months are fine. It’s the
intraday roller coaster.” —Liz Young
Learn Everything You Can From Every-
one You Can. In Young, he has a like-
minded mentee who’s eager to learn
and has a vision of growing Realm into
a large, publicly traded company—but
who first needs to hire an executive
team and establish her brand’s identity.
Young I’m 18 months into building this
business and it’s an emotional roller
coaster. I’m constantly switching from
one thing to the next. I read that you
don’t believe in multitasking. How
do you stay true to that when you’re
running a company?
Reffkin What I try to concentrate on are
results, not activities. Results are things
that drive the financials of the company
or drive customer values. What I focus
on most is the customer and really
knowing what they value and how I
can deliver that value for them. So the
question is, how can you—throughout
the day—organize the company to give
the customer more and more in as
scalable a way as possible?
Young Talk to me about how your role
evolved. Were there certain phases
where you thought you really thrived?
Are you the best CEO you’ve ever been
right now?
Reffkin In the early days, I was out there
renting apartments as a licensed agent
and I was doing basically every job. As
time goes on, you hire people to do
those jobs. You’re always pushing your-
self out of your last job as the company
progresses. You have to know what your
strengths are and not try to make your
weaknesses strengths. Hire people who
can take care of those weaknesses. It’s
going to be very hard to build a truly
world-class company from nothing if
you’re not doing what you’re best at.
Young We have all this really interesting
data, and sometimes a big company will
ask to license it. My response is that
our customer is the homeowner, and if
we start focusing on someone else, it
will change everything that we do day
to day.

60 ● INC. ● SEPTEMBER 2021 ●

Reffkin It’s amazing to me how easy it
is for people to lose focus. You have so
many stakeholders trying to take your
focus away, whether it’s competitors,
investors, or other potential partners.
We have a lot of people who want to
do strategic partnerships with us.
They’re all distractions. Why would
we do a strategic partnership that our
agents aren’t asking for? I take the
position that they know what they
want, and the more we can build for
that, the better.
Young I read that you said, “A clear,
compelling vision will give everyone
the courage to leave comfort behind
and leap into the unknown.” I think
I’m getting better at pitching Realm to
prospective hires, but you have to be
really good if you’re trying to persuade
someone to leave a big company and
join your little startup. Our vision is
really big and exciting, but we’re a
13-person company and stuff breaks,
so how do you balance that?
Reffkin There are people who get energy
from building things that don’t exist,
and there are people who get energy
from scaling things that already exist.
In the early days, I focused on the
people who I knew really wanted to
be builders and who wanted to create
something from nothing. It’s not trying
to convince people that it’s something
it’s not. It’s trying to find people who
are inspired by what it is.
Young Without asking for names, who
were the best hires you made in the
early days?
Reffkin Our head of marketing really
helped contribute to the culture of
Compass. Early on, hiring the kind of
people who can help create the cultural
identity and brand identity really mat-
ters. I also think most founders don’t
understand how much they need HR.
You want to overinvest in HR, because
you want to make your employees
happy and help them run fast. In a
“Y
ou want to
overinvest
in HR, because
your primary
client is your
employees.
They can
best support
the customer.”
—Robert
Reffkin
way, your primary client is your
employees. They can best support
the customer.
Young What’s an example of something
you wish you had known earlier?
Reffkin One is to get an executive coach
who focuses on founders. I actually
think it’s almost irresponsible to not
have an executive coach. They have
pattern recognition from other people
who have done what you’re doing and
are basically sharing insights on how
to solve your problem. They’re also
listening to you over and over in a way
that’s kind of hard for you to do to
yourself. They might say something
like, “I don’t think this person is going
to work out and you should find some-
one else.” You might respond that you
think the person’s great, but the coach
might say, “Well, you’ve been complain-
ing about this person every time I’ve
met you for the past year.” And you
didn’t hear that before.
Young A lot of founders talk about the
ups and downs of running a startup, like
having a bad week or a tough month. In
my personal experience, the weeks and
the months are fine. It’s the intraday
roller coaster. How do you handle that,
both personally and professionally?
Reffkin One of the most important
things as a founder is to maintain your
positive energy. There can be so many
ups and downs in an average day. You
have to be really good at putting the
past behind you, being present in the
moment, and moving forward. What
empowers me with positive energy are
dreams. I like to dream big and think
about what we can do and how we can
be better. When something difficult
happens, if I’m in another meeting after
that talking about creating new prod-
ucts for the 22,000 agents we have now
and the 100,000-plus we’re going to
have in the future, that gives me energy.
I say goodbye to all the negativity from
the last meeting and move on.
● SEPTEMBER 2021 ● INC. ● 61
Technology Gives This
Payments Company Its Edge

Michael Nardy, CEO

 ARE THEY
6 NOW?
Leading the Inc. 5000 is a
ON THE 2015 INC. 5000
milestone but hardly the end of
the road. Through acquisitions
Kamakshi Sivaramakrishnan or takeovers, funding challenges
DRAWBR ID GE or windfalls, continued growth
Since landing on the 2015 Inc. 5000 as the fastest-growing woman-led
or retrenchment, the lessons are
company that year, Drawbridge, the San Mateo, California-based data- not only plentiful—they’re also
connectivity firm founded by Kamakshi Sivaramakrishnan, has closed two powerful. Here are 10 companies
rounds of financing and doubled down on its core line of business—helping
clients learn about customers, even across multiple devices. In 2019, Draw-
that landed in the top 10 of the
bridge sold itself to a partner, LinkedIn, which is owned by Microsoft, for an Inc. 5000 over the past 10 years,
estimated nearly $300 million. —as told to christine lagorio-chafkin and what happened after.
We had been discussing a potential acquisition over the course of 2019.
In spring, things kicked into overdrive. I was actually pregnant at the
time. My company was my first child, and LinkedIn was conscious of that

6 4 ● I NC . ● SE P T E M B E R 2 0 2 1 ● P H O T O G R A P H B Y C A R O LY N F O NG
fact. We had to get the product, the business, and the strategy right. But also the hinges on the company’s performance
human element involved. over the next few years.
We sat down for a six-hour-plus meeting. I was due to give birth in two days. I said to him, “If you can do that
The level of sensitivity was so impressive; every 15 or 20 minutes they were doing with a wireless company, it’d be worth
a health check-in on me: “Are you OK?” Then, when I went into labor, I was on tens of billions of dollars. Why don’t
the delivery table and got news that everything seemed in order. The nurse said, you just come in here and do that with
“Put your phone down. Let’s get going!” I will remember this with so much delight. Mint?” I’m still the CEO of both
It was a lot happening at once, but it was the best experience. My daughter is now companies, but he created all the Mint
2 years old, and the business is thriving in a way that it wasn’t before. I wouldn’t Mobile marketing you see—whether
have done this with any other partner. he’s in it or not. He demands that we
An acquisition is a moment of growth for a founder-CEO. You’re running the have the highest level of customer care
show; you’re calling the shots as the leader of an independent company. Naturally, in the entire wireless industry. We say
you struggle with letting go. You wonder: Are you going to get lost in a larger we have the lowest customer churn of
organization? We went from almost 150 people to a more than 16,000-person anyone in the industry because, as Ryan
company within LinkedIn, which itself is within Microsoft, a more than 175,000- likes to say, “we don’t hate you.” It’s
person company. But rather than shy away from the vastness, harness it. Think not just a celebrity endorsement; he is
about your current sphere of influence, and stay calm. The fear that you are going the owner, and I’d partner with him on
to get lost in an ocean is not necessarily warranted; I was able to stand out in the a business venture if his celebrity
ocean and have a deep sphere of influence. Q brought nothing to the table.
When I’m building a team, tackling
a market, and putting a business plan
together, it’s hypergrowth or bust—

1
nothing budget and had to do it all
on his own—and it became the
highest-grossing R-rated movie at
the time. Then, he did it again with
Aviation American Gin, which was
almost unheard of when he bought
an ownership stake in 2018. Last year,
ON THE 2015 INC. 5000
alcohol giant Diageo bought it for
up to $610 million; the final sale price
because after doing that with Ultra
Mobile, I know we can do it again. Mint
had 91,044 percent revenue growth
from 2016 through 2020, with annual
revenue over $100 million. If it had
been eligible for last year’s Inc. 5000,
it would have been No. 1. So we don’t
say, “Let’s test this and see how it goes.”
Instead, we just say, “Let’s go big.” Q

David Glickman
ULT RA MOBI LE

A year after topping the Inc. 5000, tele-

com Ultra Mobile launched a discount
wireless service called Mint Mobile.
In 2019, co-founder and CEO David
Glickman spun Mint Mobile off as
a subsidiary company and announced
actor Ryan Reynolds as its co-owner.
But Reynolds is not simply a face. Here,
Glickman describes how the duo’s busi-
ness partnership has helped Ultra scale.
—as told to cameron albert-deitch

We spun off Mint Mobile only because

Ryan Reynolds wanted to buy an
ownership stake in it. For several years,
Ryan and I were both board members
of the Michael J. Fox Foundation for
SPREAD: COURTESY SUBJECTS (3)

Parkinson’s Research. I watched him do

his unique brand of guerrilla marketing
on Deadpool, a movie he starred in and
co-produced. He was given a next-to-

66 ● INC. ● SEPTEMBER 2021 ●


6
ON THE 2016 INC. 5000
Nicole Sahin
G LOBA L IZ ATIO N PA RT NE RS
With a business that digitally places
talent all over the world, Nicole Sahin
was, perhaps oddly, a stickler for face
time. Her Boston-based global employ-
ment firm had more than 80 offices
around the world. “I always liked
people going into our hubs,” Sahin
says. “That was before the pandemic.”
Now, Globalization Partners is
almost entirely virtual, “and we’re not
going back,” she says. A perfectly timed
$150 million investment, which Sahin
raised right before Covid-19 locked
down businesses, helped the company
digitize its operations, including bol-
stering its recruitment team. And it’s
hiring not just for its clients, but for
itself—at a clip of 100 to 150 people a
month. At 500 staffers now, it’s targeted
to employ 1,000 by the end of the year.
Not to say that there aren’t chal-
lenges: “Half of our people have never
met each other,” says Sahin, though she
remains bullish that more tech com-
panies will continue to embrace virtual
working. “The talent market is so tight.
Everybody wants to hire people every-
where they can find them.” Q —c.l.-c.
3
ON THE 2013 INC. 5000
Ricky Caplin
H CI G RO UP
After his co-founder felt a higher
calling and decided, in 2017, to enroll
in a seminary, Ricky Caplin began
looking for buyers for their Jackson-
ville, Florida-based health care con-
sulting firm. The partners found one
in Indian tech giant Tech Mahindra,
which bought HCI Group for $105 mil-
lion. Most of HCI’s employees made
the transition, and Caplin is currently
CEO of Tech Mahindra’s health care
and life sciences arm. While his
co-founder has sought spiritual clarity
through the church, Caplin has sought
a moral clarity of his own.
“As a founder, you’re going to have
opportunities where you deal with a
lot of gray areas—things that you may
or may not be OK with, but you could
probably rationalize,” Caplin says.
“The one lesson I’ve learned is: Always
do what’s right. You might have some
short-term pain for that, but in the
long term you’re always going to be
better off.” Q —kevin j. ryan
● SEPTEMBER 2021 ● INC. ● 67
 6
ON THE 2019 INC. 5000

Marlow Hernandez
CA NO H EA LT H

“We’re really just getting started. This
is the next step to take Cano across
the country.” —Marlow Hernandez,
co-founder and CEO of Cano Health, in
June, after the Miami-based primary
care practice went public via SPAC. At
close, Cano was valued at $7 billion.
Hernandez says the infusion of cash from
the deal will be used to build 15 to 20 new
facilities this year. Q
9
ON THE 2020 INC. 5000
Nooshin Behroyan
PAXON ENERGY &
IN FR AST RU CT U RE
Between a global pandemic, wide-
spread social unrest, and devastating
wildfires along the West Coast, the
Pleasanton, California-based energy
management consultancy had a stress-
ful but highly profitable year after
landing on the Inc. 5000 in 2020. It’s
on the list again at No. 9 this year. And
to do that two years in a row requires
more than luck. Founder and CEO
Nooshin Behroyan says Paxon had no
choice but to excel. “It’s not a forgiving
industry,” she says of the energy sector.
“If there are mistakes or shortcomings,
there could be fatalities, and because
of that everyone on our staff needed

1
“It’s always challenging when you sell something
you’ve built. But a critical skill as an entrepreneur
is knowing that looking back and having regret of any
kind is a waste. It was the right decision at the time
FROM LEFT: COURTESY SUBJECT; ANASTASIIA SAPON
to step up.”
And sometimes it cost them. Sending
engineers to places where protocols
around the pandemic varied and many
were engulfed in protests, Behroyan

with the facts that we had. So you make your choice
and you keep moving.” —Paul Hurley, whose women’s
ON THE 2011 INC. 5000 fashion company, Ideeli, topped the list in 2011 and
sold to Groupon for a reported $43 million in 2014.
Today, Hurley is co-founder and managing partner
Paul Hurley of Exacti.us, a growth consulting firm that counts
IDE EL I Major League Soccer among its clients. Q
says, proved difficult. In Atlanta, she
says, some employees were accosted for
not sheltering in place. “I think in hind-
sight,” she says, “everyone really did
an amazing job facing this year with the
utmost seriousness and highest level
of responsibility.” Q —brit morse

PHOTOGR APH OF PAUL HURLEY BY ANDREW M ILLE R ● SEP TEMBER 2021 ● I NC . ● 69


9
ON THE 2015 INC. 5000
Javier Ferreira &
Walter Driver
SC OP E LY
Integrity Funding co-founder and CEO
Greg Roper was told he had Stage IVB
esophageal cancer days before his com-
pany hit No. 4 on Inc.’s 2012 list. He still
leads the financial services firm, but with
renewed perspective. —as told to k.j.r.
I was having radiation five days a week
and chemo once or twice a week. You
go sit in a chair and see people way worse
off than you. Early on, when you still
have all that ego and lack of empathy, you
look around at everybody else and say,
“Oh, my god, I’m glad I’m not that guy—
he looks terrible.” And then, throughout
the process, you become that guy.
I wouldn’t wish that on anybody. But
I wouldn’t go back and choose the other
path. It was an extraordinarily uncom-
fortable and extraordinarily rewarding
experience. I always saw myself as an
70 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPH OF LOREN ROCHELLE BY PHILIP CHEUNG
Since landing on the Inc. 5000
in 2015, Scopely has turned into a
mobile gaming behemoth, with
1,200-plus employees and offices in
nine cities, including Los Angeles,
London, Dublin, Tokyo, and Shang-
hai. Co-founded by Javier Ferreira
(far left) and Walter Driver, the firm
hit $900 million in revenue in 2020,
a year when users played 1.6 billion
hours’ worth of its games. That isn’t
to say growth has been easy.
“The nature of building a busi-
ness is that most of the time you’ll
fail to achieve what you want to
achieve,” says Driver. “And across a
series of failures, you’ll make some-
thing that looks like success. Often
the difference between the two is
the time scale you’re measuring on.”
Ferreira agrees: “If what you
were trying to build was easy, it
would already exist. So it’s impor-
tant to build a culture where failure
is thought of as part of the process
instead of as something to avoid.” Q
—k.j.r.
4
ON THE 2012 INC. 5000
Greg Roper
I NT EGRI TY F UN DI NG
10
ON THE 2019 INC. 5000
Loren Rochelle
N OM
“As an entrepreneur, you are the
visionary and the catalyst for inno-
vation, but your business is nothing
without your team. Find the right
people and empower them, take
the time to understand, show them
gratitude. Help them grow, and
your company will do the same.”
—Loren Rochelle, co-founder of NOM,
who sold the Los Angeles-based
digital advertising company in 2017
to then-ad partner MTM for an
undisclosed amount. She continued
running NOM as CEO until April
2020, when she stepped down. Q
alpha male. Looking back, I was just a
giant ego with feet. I was insecure. That
was all stripped away. With cancer, you
don’t get to be the alpha. You don’t get to
choose. You don’t get to make the rules.
The liberation I felt afterward was
bizarre. Letting go of all of that baggage
I’d carried around most of my life was
incredibly freeing. Now I’m much more
empathetic. Maybe one of my employees
is facing a challenge. I understand that
now in a way I didn’t before.
I’m still very motivated, but I no
longer believe in sacrificing something
more valuable. I know people who
literally devote 20 hours a day, seven
days a week to their business. I don’t. I
devote only as much time as my business
absolutely needs. We’re not nearly as
indispensable as we sometimes like to
FROM LEFT: COURTESY SUBJECTS; MICHAEL KINSEY
think. I don’t care if you’re a server or a
founder or a member of Congress. If
you’re not here tomorrow, tomorrow still
happens. So worry a little more about
today. Do the best that you can today.
We’ll deal with tomorrow tomorrow. Q
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 2021

UNSTOPPABLE
Timing. In the history of startups, nothing does more to divine good or bad fortune than
the moment an entrepreneur touches down in the market on the wings of a new idea.
Nicola Tesla was disastrously premature with his brilliant idea for distributing electricity
via alternating current. A century later, Elon Musk’s Tesla Motors nearly died before the
EV market sparked to life. Last year’s No. 1 Inc. 5000 company, OneTrust—which helps
businesses comply with new consumer privacy laws—showed what kind of magic can hap-
pen when an idea and the need for it glide into the market in total synchronicity. • A rare
event such as Covid-19 only underscores how determinative timing can be. If you carefully
planned the opening of a restaurant, store, hotel, or cycling studio in 2020, you found that
fate was dealing from the bottom of the deck. • Which makes the 2021 Inc. 5000 different
from any other in the list’s history. Today’s fastest-growing privately held American com-
panies proved resilient and flexible during 2020’s unprecedented challenges. Among the

I L LU ST R AT ION B Y E DDI E GU Y ● SEP T EM BER 202 1 ● I NC . ● 7 3

top 500 companies, the median
three-year growth rate soared to
1,819.6 percent, and mean revenue
reached $33.4 million. Those com-
panies represent 43,162 jobs.
Some sectors proved more

2021
fruitful than others. Computer
hardware firms among the top 500,
for example, showed median
growth of 4,687.8 percent, thanks
in part to changes in how people
worked.
The fates seemed to go all in for
Force of Nature, No. 405 on the list,
maker of an electrolyzed water-
based virus-killing machine that it
developed long before anyone had
heard the word Covid. Likewise,
Aakash Kumar built Shiftsmart,
No. 280, to match gig workers with
the employers that fit them best,
and when the pandemic scrambled
the gig market, Shiftsmart’s match-
making was never more relevant.
As that great baseball philosopher
Branch Rickey put it, luck is the
residue of design.

That’s not to say that the 2021
Inc. 5000 companies didn’t have to
make hard choices. They were not
immune to layoffs, belt tightening,
or the vagaries of an out-of-whack
supply chain. But there’s far more
certainty and optimism as we look
toward 2022—even as vaccination
hesitancy stymies efforts to fully
reopen, the Delta variant spreads,
and Washington gridlock persists
no matter who’s holding power.
Consumers are sitting on some
$2.5 trillion in excess savings, says
Ian Shepherdson, founder and
chief economist of Pantheon
Macroeconomics. And he esti-
mates that at least a third of those
dollars will be converted to spend-
ing as supply chains get unkinked,
employment increases, and pent-
up demand gets footloose. “The
recovery,” he says, “is unstoppable.”
Having thrived in last year’s
social, economic, and political
calamity, “unstoppable” might also
describe the companies of the 2021
Inc. 5000. As long as they continue
to nail their timing. —Bill Saporito
D
espite the extreme challenges
business owners have lived
through since the world
stopped in 2020, the rallying
cry attributed to Winston Churchill has
never rung more true for the fastest-
growing companies in the United States:
They don’t waste a good crisis. So it’s not
surprising that when we polled the CEOs
of the Inc. 5000 this June, as we do every
year, their second-biggest concern was
continuing to manage fast growth as they
emerged from the pandemic and recession.
Their chief worry? Their people. Man-
aging the crisis took a steep toll on Inc.
5000 honorees because, for this group of
entrepreneurs, business is personal—and
it always has been. Thirty-six percent of
these founders cited worry for employ-
ees’ livelihoods as one of the biggest
factors in weighing the decision to start
their businesses in the first place. “There
were a lot of tears,” says Jennifer Rotner,
founder of Baltimore-based content and
publishing services company Elite Crea-
tive (No. 2,127), which has a majority-
women staff. “There was a lot of pressure
put on my employees when schools
closed, and every day was an emotional
struggle. My role became about offering
support and resources to keep everyone
going during a very-high-growth period
for the company.”
In many ways, these founders defined
the real victories—and heartbreaking
losses—of the past year by how effectively
they could care for their people, and told
us they were more likely to cut executive
pay or costs in other areas of the business
than they were to lay off employees. And
while shoring up capabilities like main-
taining a supply chain and managing the
demands of growth are now top of mind,
one of the biggest weights on their shoul-
ders, they said, is knowing their employ-
ees are fighting burnout—and wanting to
help them through it. As always, there also
remains the task of finding the next great
employee. Inc. 5000 honorees cited
hiring and retaining solid talent as the
biggest obstacle for their businesses going
forward. As one survey respondent put
it: “I would have said ‘finding great talent’
three times if you’d allowed that option.”
Here’s what else is on the minds of
the leaders running the fastest-growing
companies in the country.
—Lindsay Blakely

74 ● I NC . ● SEP T EM BER 202 1 ● I L LU ST R AT ION S B Y R AY M ON D B I E S I NG E R

GROWTH AND SUCCESS

EXIT PLANS
7% want to IPO.
64% want to sell.
12% want to pass their
companies to family.
17% haven’t yet thought
about an exit strategy.

CHALLENGES NOW ...

Percentage of Inc. 5000
companies that expect to end
2021 profitably
43: Percentage of companies
that jumped on new
opportunities and target
markets during the pandemic
31: Percentage of companies
whose growth will exceed
expectations. Over a quarter
TAKING CARE OF
of those businesses will
PEOPLE
blow past their projections by
27% of CEOs are
more than 100 percent.
not the highest-paid
people at their own
TOP 5 BIGGEST companies.
CHALLENGES NOW 33% plan to
lead differently
Hiring and retaining employees: 60%
post-pandemic by being
Managing fast growth: 58%
more visible and
Staying focused: 30%
communicating
Improving risk management: 29%
more with employees.
Communicating with
15% plan to do more
consumers via social media: 26%
leadership
development and
succession planning.

HOW INC. 5000 COMPANIES

HAVE FUNDED THEIR GROWTH
79% funded mostly
internally (revenue). cut expenses unrelated to
13% funded 50-50 internally salaries or hours.
and externally. delayed or cut executive pay.
17% reduced head count.
8% funded mostly externally delayed payments to vendors
(loans or fundraising). or lenders.

● SEPTEMBER 2021 ● INC. ● 75


TA K I N G C A R E O F P E O P L E
BIGGEST WORKFORCE
CHALLENGE NOW
42% Burnout
23% Employee churn
22% Lost social capital
49% plan to increase
employees’ ability to work
from home.
Inc. 5000 companies are
actively working to diversify
their teams:
51% are expanding their
talent sources.
34% are identifying and
developing diverse
high performers already
in the company.
30% have created a formal
strategy to boost diversity.
28% are contacting
schools and social
organizations to build a
new talent pipeline.
20% have reworked job
descriptions to eliminate bias.
5% have added more
diversity to their boards.
76 ● INC. ● SEPTEMBER 2021 ●
CEO CONFESSIONS
What’s it like running one of the fastest-growing
businesses in the U.S.? Inc. 5000 honorees reveal their
biggest insights and struggles.
My hardest challenge during
the pandemic:
“Loneliness.”
—David Regn, Stream Companies
(No. 3,869)
The biggest myth about being an
entrepreneur:
“That you don’t report to anyone.
You still report to clients,
your board, your colleagues,
your family.”
—Jaymie A. Scotto Cutaia, Jaymie
Scotto & Associates (No. 3,810)
The recurring nightmare I have
about my company:
“Missing payroll.”
—Yoshio Osaki, IDG Consulting
(No. 4,421)
The “most overrated
leadership skill” repeatedly
cited by Inc. 5000 CEOs:
Charisma
The most difficult thing to explain to
employees about my business:
“It is OK to make a mistake,
and we need to push as close to
failure as possible so we
can know our bandwidth and
boundaries for success.”
—LaShondra Mercurius,
JLM Strategic Talent Partners (No. 4,750)
The craziest tactic I’ve used
to grow, win business, or defend my
company against competitors:
“I worked as a 4:30-to-9 a.m.
shelf stocker at the retailer I wanted
to get into so I could learn the
products and see what was selling.”
—Lauren Greenwood,
YouCopia (No. 3,594)
My best moment coming out of
the pandemic:
“Learning to trust my leaders and
people to do great work and
seeing people step up and lead this
company without needing me
nearly as often.”
—Jacob Baadsgaard,
Disruptive Advertising (No. 2,926)
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is power.
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TAUGHT ME THE IMPORTANCE OF CLINICAL TRIALS.
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Stand Up To Cancer is a division of the Entertainment Industry Foundation (EIF), a 501(c)(3) charitable organization.
 THE COMPETITORS
The first 500 of this year’s
Inc. 5000, by industry.
For the full list, go to
inc.com/inc5000/2021

105 3,828.4% 24
ADVERTISING JUICE 2017 NEW YORK CITY
LEADERSHIP: Michael Lisovetsky, Troy Osinoff,

+ MARKETING
Public relations firms, marketing companies, ad agencies, and companies
thinkjuice.com
Leverages entrepreneurial experience to help busi-
nesses grow their brands through digital marketing.
that are involved with web-based promotions, inducing people to click on
ads, and keeping track of those who do. HIGHDIVE 2016 CHICAGO 118 3,513.6% 35
LEADERSHIP: ChadBroude, Megan Lally, highdiveus.com
Number of companies 31 • Total 2020 revenue $349.3m • Median 2020 revenue $5.9m • Produces creative content for high-profile clients.
Median 3-year growth rate 1,893% • Total 2020 employment 1,157
• DIGITAL THRIVE 2012 AUSTIN 121 3,384.8% 11
LEADERSHIP: Jennifer
Mansfield, digthrive.com
Enables real-time programmatic bidding for
Medicare, health, auto, and life insurance markets.

OLYMPIC MEDIA 2017 ARLINGTON, VA. 13 20,329.9% 26 • PROPELLANT MEDIA 2015 ATLANTA 143 2,906.2% 16
LEADERSHIP: Ryan Coyne, olympicmedia.com LEADERSHIP: Justin
Croxton, propellant.media
Specializes in digital copywriting, advertising, and Offers solutions that increase sales in the digital,
marketing automation. search, and mobile-first world.

NP DIGITAL 2017 SAN DIEGO 21 13,259.4% 330 ALL CONTRACTOR MARKETING 160 2,596.5% 18
LEADERSHIP: Michael Gullaksen, npdigital.com 2006 MARIETTA, GA.
Gives brands the speed and efficiency they need to LEADERSHIP: Michele Smith,
allcontractormarketing.com
pivot as fast as the digital marketplace. Offers business growth and marketing consulting for
the HVAC industry.
POMERENKE HOLDINGS 73 5,164% 5
2010 ARLINGTON, TEXAS MATTIO COMMUNICATIONS 190 2,243.6% 33
LEADERSHIP: Joey
Pomerenke, dallasmotorclub.com 2017 NEW YORK CITY
Helps car owners market and sell specialty vehicles LEADERSHIP: Rosie Mattio, mattio.com
for maximum profit. Helps cannabis producers normalize perceptions and
remove the stigma surrounding their products.
MOVERS+SHAKERS 78 4,801.7% 24
2016 SANTA MONICA, CALIF. MUDSHARE 2014 GALLOWAY, N.J. 213 2,055.7% 9
LEADERSHIP: Evan Horowitz, moversshakers.co LEADERSHIP: Jeff
Yowell, mudshare.com
Creates joyful digital disruption that connects brands Offers peer-to-peer technology solutions that drive
to culture and drives emotional engagement. consumer engagement.

ADOUTREACH 2016 AUSTIN 87 4,514.9% 16 SOLARLEADFACTORY 2016 LAS VEGAS 223 1,966% 7
LEADERSHIP: Aleric
Heck, adoutreach.com LEADERSHIP: ClaytonCornell, solarleadfactory.com
Helps businesses use YouTube ads to drive growth Connects solar installers with homeowners who are
and generate more leads and sales. looking to buy solar panels.

STAMPEDE AMERICA 2013 KEY LARGO, FLA. 88 4,504.6% 12 THE STABLE 2015 MINNEAPOLIS 229 1,909.3% 175
LEADERSHIP: Chris
Turner, stampedeconsulting.com LEADERSHIP: Chad
Hetherington, thestable.com
Offers customers access to elite-level staffing for Links brands with their consumers across all channels
outside sales and market research projects. of commerce.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
78 ● INC. ● SEPTEMBER 2021 ●
 • ESQUIRE MEDIA 2012 DURHAM, N.C. 462 1,038.5% 17
LEADERSHIP: Eric
Grindley, esquireadvertising.com
Pinpoints in-market consumers using proprietary
mobile and smart device-matching technology.

• MICHIGAN BLUEPRINT STRATEGIES 470 1,025.3% 23

(DBA CHANGE MEDIA GROUP) 2012 LANSING, MICH.
LEADERSHIP: Amanda Stitt, changemediagroup.com
Uses targeted storytelling to help nonprofits and
campaigns effect positive change.

ROGER WEST CREATIVE & CODE 2007 TAMPA 471 1,022.5% 22

LEADERSHIP: Michael
Westafer, rogerwest.com
Helps companies build brands, generate leads, and
keep customers engaged.

NYMBLE AGENCY 2016 WILMINGTON, N.C. 472 1,022.4% 5

LEADERSHIP: Dan Hudgins, nymbleagency.com
Delivers innovative digital market solutions quickly
and cost efficiently.

PRESH TECHNOLOGIES 2015 TAMPA 496 983.4% 18

LEADERSHIP: Chris
McGovern,
preshmarketingsolutions.com
Creates content marketing for IT companies as well
as website design and software.

BUSINESS PRODUCTS
CREATIVITY JUSTIFIED 2016 SLIDELL, LA. 235 1,893% 5
+ SERVICES
Companies that sell primarily to other businesses.
LEADERSHIP: Carrita
Tanner, creativityjustified.com
Offers planning, brand refinement, and software Number of companies 39 • Total 2020 revenue $573.6m • Median 2020 revenue $10.8m •
development for minority-owned small businesses. Median 3-year growth rate 2,576% • Total 2020 employment 2,174

APPTNESS MEDIA GROUP 2015 BOCA RATON, FLA. 243 1,855.5% 11

LEADERSHIP: DominikSzabo, apptness.io
Provides advertising services and digital strategies
for specific markets and target audiences. HUMAN BEES 2012 LATHROP, CALIF. 1 48,345% 75
LEADERSHIP: Geetesh Goyal, humanbees.com
SOLAR DIRECT MARKETING 2016 HOBOKEN, N.J. 250 1,820.7% 6 Supplies quality talent for temporary workforce
LEADERSHIP: David
Stodolak, solardirectmarketing.com needs at a moment’s notice.
Curates high-quality solar energy sales leads, helping
solar companies grow. SNAPPY APP 2015 NEW YORK CITY 15 18,707.5% 78
LEADERSHIP: Hani
Goldstein, meetsnappy.com
BOLD STRATEGIES 2016 ROGERS, ARK. 259 1,781% 31 Helps companies boost morale and improve
LEADERSHIP: AllanPeretz, boldstrategies.com performance by offering a curated collection of gifts.
Assists clients with their online marketplace and
direct-to-consumer e-commerce efforts. SWAGUP 2017 PISCATAWAY, N.J. 23 12,919.2% 104
LEADERSHIP: Michael
Martocci, swagup.com
OCTILLION MEDIA 2010 BOYNTON BEACH, FLA. 285 1,623.8% 23 Automates the creation, production, and distribution
LEADERSHIP: Gabriel
Greenberg, octillionmedia.com of promotional branding products.
Helps brands navigate the OTT, TV, audio, DOOH, and
digital marketplaces. SONGTRADR 2014 SANTA MONICA, CALIF. 31 9,214.9% 110
LEADERSHIP: Paul
Wiltshire, songtradr.com
NONPROFIT MEGAPHONE 2016 CHICAGO 302 1,516.7% 37 Provides music creators and rights owners a music-
LEADERSHIP: Grant
Hensel, nonprofitmegaphone.com licensing marketplace.
Supports nonprofit organizations in acquiring and
managing Google Ad Grants. STUDIO503 2013 MAPLE GROVE, MINN. 43 7,517.6% 1
LEADERSHIP: MichaelWalters, studio503.com
SGS AGENCY 2017 NEW YORK CITY 330 1,412.5% 56 Refines manufacturing and distribution companies’
LEADERSHIP: Vincent
Bourzeix, superbolt.agency sales, marketing, and management operations.
Offers marketing services focused on driving value
and growth for consumer-facing brands. INVISORS 2016 ATLANTA 57 6,162.9% 181
LEADERSHIP: KeithDiego, invisors.com
BIDEASE 2016 NEW YORK CITY 406 1,190.9% 62 Analyzes and converts data into actionable business
LEADERSHIP: Boris Abaev, Alexandr Kukuliev, intelligence to improve customers’ decisions.

• SPRINGBIG 2012 BOCA RATON, FLA.

bidease.com
Optimizes mobile marketing campaigns through 69 5,484.9% 106
machine learning and first-party data. LEADERSHIP: JeffreyHarris, springbig.com
Supplies customer-loyalty software to cannabis
SEISMIC DIGITAL 2016 OVERLAND PARK, KAN. 424 1,137.7% 12 retailers across the U.S., Canada, and Puerto Rico.
LEADERSHIP: Brett
Suddreth, seismicdigital.com
Helps global and hyperlocal companies looking to PROFORMA AMPLIFIED 83 4,680.7% 2
create optimized, full-funnel marketing campaigns. 2008 GROSSE POINTE, MICH.
LEADERSHIP: JimHanika, Anita Shina,
AGM MARKETING 2017 LARGO, FLA. 438 1,117.2% 77 proformaamplified.com
LEADERSHIP: Olaguer Rodriguez, Manuel Suarez, Devises full-service creative marketing solutions for a
agmagency.com wide variety of clients.
Builds brands, captures attention, and produces
results via a suite of digital marketing services. ALPINE SOLUTIONS GROUP 115 3,547.9% 26
2017 LOS ANGELES
EXPRESS REVENUE 2008 COOPER CITY, FLA. 455 1,066.8% 11 LEADERSHIP: Joe
Monteforte, Jonnie Wagner,
LEADERSHIP: JacobKauffman, expressrevenue.com alpinesolves.com
Provides an affiliate network for advertisers and Provides recruiting, contingent labor, direct-hire,
publishers to grow and thrive together. and IT services for startups and enterprises.

I L LU ST R AT ION S B Y R AY M ON D B I E S I NG E R ● SEP T EM BER 202 1 ● I NC . ● 7 9

BUSINESS PRODUCTS • QLOO 2013 NEW YORK CITY 344 1,370.2% 47
LEADERSHIP: Alex
Elias, qloo.com
+ SERVICES (CONT.) Predicts consumer tastes with a privacy-centric
A.I. platform.

• CALDWELL INTELLECTUAL 349 1,363.1% 21

PROPERTY LAW 2016 BOSTON
LEADERSHIP: Keegan Caldwell, caldwellip.com
CARTOGRAPH 2017 CEDAR PARK, TEXAS 122 3,259.4% 29 Drafts and delivers patents, developing portfolios
LEADERSHIP: Jonathan Willbanks, gocartograph.com
that will deliver high ROI.
Manages Amazon channels for a variety of customers.
AMPERITY 2016 SEATTLE 360 1,319.2% 187
127 3,156.9% 11 LEADERSHIP: KabirShahani, amperity.com
BLUWAVE 2016 BRENTWOOD, TENN.
LEADERSHIP: Sean Mooney, bluwave.net
Devises A.I. solutions to help companies identify,
Connects private equity firms with pre-vetted understand, and connect with their customers.
diligence and value-creation resources.
• SWAG.COM 2016 NEW YORK CITY 368 1,308.1% 28
147 2,801.2% 77 LEADERSHIP: JeremyParker, swag.com
WINNING BY DESIGN 2012 MOUNTAIN VIEW, CALIF.
LEADERSHIP: Dominique Levin, winningbydesign.com Distributes a range of quality and premium-brand
Supplies playbooks, training, and coaching for clients’ promotional swag for companies of all sizes.
revenue organizations.
MOLD ZERO 2017 CLEARWATER, FLA. 377 1,277.7% 28
• INSPIRE11 2016 CHICAGO 161 2,592.6% 158 LEADERSHIP: Brandon
moldzero.com
Faust, Frederick Paolo,
LEADERSHIP: Alban Mehmeti, inspire11.com
Guides clients through change and disruption with Eliminates mold with a patented, pet-safe, and
analytics, strategy, design, and digital solutions. nontoxic technology known as Dry Fog.

176 2,393.4% 156 SITATION 2001 APEX, N.C. 379 1,273.7% 33

HIREPROHEALTH 2015 HUNTSVILLE, ALA.
LEADERSHIP: Steve Engelbrecht, sitation.com
LEADERSHIP: Amy Thompson, hireprohealth.com
Offers contract, contract-to-hire, and direct-hire Makes product information management software
services for the health care industry. for retailers, distributors, brands, and manufacturers.

FRANCHISE FASTLANE 2017 OMAHA 182 2,304.2% 31 •• ELEMENT 78 PARTNERS 385 1,249% 51
LEADERSHIP: Ryan Zink, franchisefastlane.com 2015 OAK BROOK, ILL.
Sells a turnkey franchise sales organization focused Valerie Liosatos, John Signa,
LEADERSHIP:
on driving explosive growth. e78partners.com
Works with private equity groups and their
183 2,301.2% 163 companies on financial and operational challenges.
OPENEXCHANGE 2009 LINCOLN, MASS.
LEADERSHIP: MarkLoehr, openexc.com
CALLFORCE 2016 LEHI, UTAH 395 1,228.3% 151
Offers video-based communication solutions for the
LEADERSHIP: Cory
Pinegar, getcallforce.com
financial services and investment industries.
Provides smart communication services for dental
189 2,246.3% 10 practices throughout the United States.
HANGER ONE MULTI FAMILY 2012 ATLANTA
LEADERSHIP: Veronica Christiano,
LAB ALLEY 2013 AUSTIN 396 1,215.8% 12
hangeronesafetyproducts.com
LEADERSHIP: Fred Elabed, Holly Elabed, laballey.com
Specializes in full-service multifamily home
renovations and turnkey services. Retails high-purity lab chemicals and supplies
directly to labs via an online store.
WINDSOR GROUP 2014 CHEVY CHASE, MD. 191 2,225.3% 22
GREEN RUSH PACKAGING 413 1,175.8% 30
LEADERSHIP: Diedre
Windsor, windsorgroup-llc.com
Provides professional services and business solutions 2017 BREA, CALIF.
LEADERSHIP: Justin Tidwell, greenrushpackaging.com
to government and commercial businesses.
Develops and distributes proprietary packaging
• KAREN COFFEY COACHING 200 2,180.7% 16 solutions for the legal cannabis industry.
2015 SEVIERVILLE, TENN.
THE PIPELINE GROUP 2017 SAN JOSE, CALIF. 415 1,164.5% 46
LEADERSHIP: Karen Coffey, Ava Markatos,
LEADERSHIP: KenJisser, thepipelinegroup.io
karencoffey.com
Coaches women in business by drawing on Coffey’s Helps businesses develop more consistent and
experience transforming her own life. predictable sales pipelines.

THE DINGMAN GROUP 2007 DENVER 212 2,057.6% 7 •• LEAN STAFFING SOLUTIONS 459 1,046.6% 23
LEADERSHIP: Christopher Dingman, dingmangroup.com 2008 CORAL SPRINGS, FLA.
LEADERSHIP: Roberto
Cadena, leangroup.com
Executes the relocation of professional sports
franchises, athletes, coaches, and support staff. Provides nearshore services to expand and enhance
businesses.
PROFORMA GLOBAL SOURCING 2005 TAMPA 255 1,800.5% 3
FLEET HOSTER 2013 MCDONOUGH, GA. 476 1,012% 14
LEADERSHIP: MicheleAdams,
LEADERSHIP: Michael
Head, fleethoster.com
proformaglobalsourcing.com
Provides graphic communication services, including Supplies cameras, tracking technology, and acces-
printing and e-commerce solutions. sories to commercial vehicle fleets.

279 1,663.9% 22 POINT SOLUTIONS GROUP 2017 DENVER 486 995.7% 40

SHINE MANAGEMENT 2016 CHARLOTTESVILLE, VA.
LEADERSHIP: PaigeGoss, pointsolutionsus.com
LEADERSHIP: Jeff Thomas, shinemanagement.com
Supplies a full suite of operational and administrative Delivers engineering and technology services across
support services to companies of all sizes. multiple sectors.

• IMPYRIAN 2008 FULTON, MD. 294 1,581.7% 27 EXPRESS CHEM 2009 KIRKWOOD, MO.
LEADERSHIP: AndrewFoley, expresschem.com
500 972.9% 34
LEADERSHIP: Matthew McCathorine, Norman Sheriff,
impyrian.com Offers waste-management services, including
Delivers engineering, IT, and audio-visual solutions to chemical sales and liquid filling.
federal, state, and commercial clients.

EMBLEM ATHLETIC 2017 POWELL, OHIO 324 1,429.5% 14

LEADERSHIP: MikeNemeth, emblemathletic.com
Makes it easy for organizations to create customized
storefronts.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
80 ● INC. ● SEPTEMBER 2021 ●
COMPUTER INDUSTRIAL PROJECT INNOVATION
2016 GREENVILLE, S.C.
106 3,825.5% 114

HARDWARE
Companies that primarily make, distribute, or sell computing-related hardware.
LEADERSHIP: Kevin Ball, Dennis Braasch, ipi.build
Manages construction projects on behalf of owners,
as well as providing planning engineering, in multiple
industries, including automotive.
Number of companies 3 • Total 2020 revenue $73m • Median 2020 revenue $18.3m • 113 3,686.7% 20
Median 3-year growth rate 4,687.8% • Total 2020 employment 71 KEYSTONE SPORTS CONSTRUCTION
2013 EXTON, PA.
LEADERSHIP: Russell Lyddane, Christopher Wright,
keystonesportsconstruction.com
Specializes in athletic facility construction and
47 6,999.4% 50 maintenance, including synthetic turf fields.
CLUTCH SOLUTIONS 2017 GILBERT, ARIZ.
LEADERSHIP: GarretteBackie, Scott Gossett,
ICON POWER 146 2,822.8% 84
clutchsolutions.com
Provides enterprise class software and hardware 2017 TEMPE, ARIZ.
LEADERSHIP: Jake Bastian, iconpower.com
focused on IT infrastructure and IoT.
Sells and installs solar energy systems to home-
81 4,687.8% 9 owners and businesses throughout Arizona.
DISTRIBUTED TECHNOLOGY GROUP
2009 SYRACUSE, N.Y.
BIM DESIGNS 2016 PHOENIX 148 2,799.8% 56
LEADERSHIP: Mark Matheson, dtg.com
LEADERSHIP: MarkOden, bimdesigns.net
Develops and implements secure, productive, and
cost-effective IT strategies. Provides building design, modeling, consulting, and
coordination services.
CAN-AM WIRELESS 2001 CEDAR PARK, TEXAS 292 1,583.1% 12
VIKING INDUSTRIAL PAINTING 174 2,432.8% 72
LEADERSHIP: JohanRahardjo, canamwireless.com
Sells IT hardware, software advanced IoT solutions 2001 OMAHA
LEADERSHIP: Rory Sudbeck, viptanks.com
to corporations, governments, and education clients.
Specializes in the restoration and maintenance of
municipal water tanks across the country.

OUTDOOR PERSPECTIVE 276 1,680.1% 25

CONSTRUCTION
Companies that put up buildings, normally as contractors, as well as companies that
2017 LOWELL, MASS.
LEADERSHIP: Colton Eaton, outdoorperspective.com
Operates a landscaping and snow management
sell or install elements such as windows, doors, and flooring, and infrastructure such as service in the Boston area.
plumbing and heating, ventilation, and air conditioning.
Number of companies 15 • Total 2020 revenue $474.7m • Median 2020 revenue $11.3m • •• CAPITAL BRAND GROUP 290 1,605.9% 29
Median 3-year growth rate 1,643% • Total 2020 employment 836 2013 SILVER SPRING, MD.
LEADERSHIP: Carla Brand, Max Brand,
capitalbrandgroup.com
Specializes in construction management, facility
management, engineering, and sustainability.

CITI APPROVED ENTERPRISE 320 1,436.7% 5

2006 HARVEY, LA.
LEADERSHIP: IngridThibodeaux,
citiapprovedenterprise.com
Contracts a full range of construction across a
variety of fields.

• RESTOREMASTERS 340 1,386.1% 20

2006 JACKSONVILLE, MO.
LEADERSHIP: MattIrvin, Justi Reichl,
restoremastersllc.com
Repairs roofs damaged by storms, nationwide.

AVICADO CONSTRUCTION TECHNOLOGY 364 1,312.7% 29

SERVICES 2015 MIAMI
LEADERSHIP: Avidahn Levin, avicado.com
Helps organizations manage construction projects
with custom technology solutions.

AMPLIFIED WIRELESS SOLUTIONS 381 1,266.9% 10

2017 MILWAUKIE, ORE.
LEADERSHIP: James Muzynoski,
amplifiedwirelesssolutions.com
Amplifies coverage for emergency responder radio
and cellular signals.

FOSLER CONSTRUCTION COMPANY 445 1,102.9% 185

1998 FREEPORT, ILL.
LEADERSHIP: Paul Fosler, foslerconstruction.com
Offers commercial clients a variety of construction
TEXAS SOLAR INTEGRATED 2006 SAN ANTONIO 11 22,380.8% 85 and installation services, including solar energy
LEADERSHIP: MikeSardo, txsolar.com systems.
Designs, develops, installs, and maintains residential
solar energy systems in Texas. PAYNE POOL PROFESSIONALS 478 1,009.1% 10
2016 GULF BREEZE, FLA.
POWUR 2014 SAN DIEGO 61 5,890.3% 92 LEADERSHIP: Sanders Payne,
LEADERSHIP: Jonathan Budd, powur.com paynepoolprofessionals.com
Sells and installs residential solar equipment via a Installs gunite and vinyl pools in southern Alabama
direct sales model. and northern Florida.

● SEPTEMBER 2021 ● INC. ● 81

CONSUMER PRODUCTS + •• SOAPBOX 2010 WASHINGTON, D.C. 198 2,195.9% 8
• Makes vegan
David Simnick, soapboxsoaps.com
LEADERSHIP:

SERVICES
Companies that make or distribute products and services that will be sold
hand, hair, and body-care products, and
donates a bar of soap for every product sold.
to individual consumers, as opposed to businesses. • CHOMCHOM ROLLER 2012 BELLEVUE, WASH. 211 2,065.5% 1
Number of companies 49 • Total 2020 revenue $1.1b • Median 2020 revenue $11.6m • LEADERSHIP: Tetsu
Liew, Aaron Muller,
Median 3-year growth rate 1,479.2% • Total 2020 employees 2,510 chomchomroller.com
Manufactures and sells an ecofriendly product for
removing pet hair from carpets and upholstery.

RESTORAPET 2014 GAITHERSBURG, MD. 218 2,011.5% 8

CASELY 2017 BROOKLYN 17 16,594.3% 5 LEADERSHIP: BrianLarsen, restorapet.com
LEADERSHIP: Mark Stallings, getcasely.com Makes natural, organic pet supplements to promote
Sells unique and trendsetting cases and accessories vitality and reduce discomfort.
for smartphones and other devices.
RZ INDUSTRIES 2010 BURNSVILLE, MINN. 237 1,883.7% 29
COLDWATER CAPITAL 2017 SALT LAKE CITY 27 10,728.3% 239 LEADERSHIP: Luc Desharnais, Steve Torbenson,
LEADERSHIP: JaredRichards, Jeff Wood, rzmask.com
coldwatercap.com Produces comfortable filtration masks with
Owns and operates 14 car washes, as well as a mobile replaceable filters.
app for self-serve car washes.
CLOTH & PAPER 2015 HENRICO, VA. 242 1,857.7% 37
HYDROJUG 2016 OGDEN, UTAH 33 9,031.9% 60 LEADERSHIP: AshleyReynolds, clothandpaper.com
LEADERSHIP: Hayden Wadsworth, thehydrojug.com Sells day planners and the paper inserts to fill them,
Produces customizable, reusable plastic water bottles. as well as pens, paper, and stationery.

DORRINGTON VENTURES (DBA SUNHAVEN) 51 6,594% 5 • ARTEZA 2015 NORTH MIAMI, FLA. 244 1,853.3% 280
2017 ENCINO, CALIF. LEADERSHIP: Kenneth Hara, arteza.com
LEADERSHIP: Michael Hillel, sun-haven.com Sells high-quality, affordable arts and crafts
Sells an assortment of comfortable, durable, and supplies to customers around the world.
well-designed outdoor furniture.
•• FETCH REWARDS 2013 MADISON 248 1,832% 293
WELLNESS CREATIONS 2015 NEW YORK CITY 68 5,487.7% 10 Wes Schroll, fetchrewards.com
LEADERSHIP:
LEADERSHIP: Colin Darretta, gowellpath.com Rewards shoppers for everyday purchases when they
Markets non-GMO, gluten-free, and third-party- take photos of their receipts.
tested products featuring superfoods.
TRIBUTE 2013 NEW YORK CITY 269 1,733.9% 100
LITERATI 2017 AUSTIN 77 4,897.9% 114 LEADERSHIP: Andrew Horn, tribute.co
LEADERSHIP: Jessica Ewing, literati.com Provides a collaborative video technology platform
Curates and sells books and moderates virtual book for making tribute videos to be given as gifts.
clubs via a monthly subscription service.
HYDROVIV 2015 KNOXVILLE, TENN. 275 1,682.1% 12
SIPS BY 2016 AUSTIN 79 4,754.4% 17 LEADERSHIP: Eric
Roy, hydroviv.com
LEADERSHIP: Staci
Brinkman, Øivind Loe, sipsby.com Builds custom water filters for residential customers
Offers personalized and affordable tea selections based on their water-quality data.
through a subscription service.
EINSTEIN ASSOCIATES 295 1,562% 18
WORTHY PROMOTIONAL PRODUCTS 86 4,591.2% 24 2017 STAFFORD, TEXAS
2010 ECLECTIC, ALA. LEADERSHIP: Leon Lim, beyondmedshop.com
LEADERSHIP: Bo
Worthy, theohsoco.com Provides high-quality medical equipment, mobility
Makes branded, licensed, and promotional cleaning aids, and other home health-care supplies.
and personal care products.
MISS FLIRTY 2016 NAPERVILLE, ILL. 303 1,506.5% 60
ALABASTER CREATIVE 2016 PICO RIVERA, CALIF. 94 4,110.7% 5 LEADERSHIP: ChristyOlson, sparkleandco.com
LEADERSHIP: Brian
Chung, Bryan Ye-Chung, Manufactures nail products such as dip powder,
alabasterco.com polish, and gels in unique colors.
Publishes faith-based titles as well as bibles
designed like coffee-table books. THROTL 2015 SAN DIEGO 315 1,451.8% 16
LEADERSHIP: Rick
Beckerman, throtl.com
HOMESTEAD FURNISHINGS 2008 HUMBLE, TEXAS 98 3,915.9% 5 Operates an online store selling aftermarket
LEADERSHIP: Brendan Marquardt, Kyle Marquardt, performance auto parts.
loriwallbeds.com
Offers an online selection of high-quality, real-wood, SUNDERSTORM 2014 EMERYVILLE, CALIF. 319 1,439.4% 169
U.S.-made Murphy beds. LEADERSHIP: Cameron Clarke, sunderstorm.com
Rolls out cannabis products such as gummies,
KODA CAPITAL 2017 SAN LUIS OBISPO, CALIF. 110 3,749% 8 tinctures, and vapes.
LEADERSHIP: Daniel Kersten, Kody Nelson,
•• SHEFIT 2013 HUDSONVILLE, MICH. 321 1,435.5% 77
• Produces women’s
eversprout.com
Sells premium extended-reach home and garden Robert Moylan, shefit.com
LEADERSHIP:
tools such as telescoping dusters and squeegies. fitness garments that offer
superior fit, support, and comfort.
PACKED WITH PURPOSE 2016 CHICAGO 149 2,790.4% 9
LEADERSHIP: LeeattRothschild, BAT CLUB USA 2016 MIAMI 326 1,425.3% 14
packedwithpurpose.gifts LEADERSHIP: ErikRico, batclubusa.com
Curates social-impact gifts that empower under- Pitches baseball and softball equipment subscrip-
served people or support sustainability efforts. tions for serious ballplayers.

PERFECT PLANTS NURSERY 150 2,788.9% 25 • HARWARD MEDIA 337 1,394% 55

2015 MONTICELLO, FLA. 2012 AMERICAN FORK, UTAH
LEADERSHIP: Alex Kantor, myperfectplants.com LEADERSHIP: Jason Harward, harwardmedia.com
Operates an online mail-order plant nursery offering Develops and operates a portfolio of niche product
a range of shrubs, trees, and houseplants. brands that sell online.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
82 ● INC. ● SEPTEMBER 2021 ●
• EMBARK VETERINARY 2015 BOSTON 338 1,388.8% 72 • SLUMBERKINS 2015 VANCOUVER, WASH. 450 1,092.5% 33
LEADERSHIP: Ryan Boyko, embarkvet.com LEADERSHIP: Callie
Christensen, Kelly Oriard,
Sells the top canine DNA test to help dog owners slumberkins.com
better understand pets’ breed and ancestry. Promotes early learning through products that teach
positive social-emotional life skills.
346 1,367.6% 80
• PIT VIPER 2012 SALT LAKE CITY
ME4KIDZ 2004 MESA, ARIZ.
LEADERSHIP: Richelle
Nassos, me4kidz.com 465 1,034.9% 42
Provides kid-friendly and ecofriendly first-aid kits and LEADERSHIP: Chris
Garcin, Chuck Mumford,
other health care products. pitvipersunglasses.com
Produces and sells a playful line of fashion
CIELO WIGLE 2014 REDMOND, WASH. 358 1,325.4% 5 sunglasses and other apparel and accessories.

•• HEMPER 2015 LAS VEGAS

LEADERSHIP: Waseem Amer, cielowigle.com
Markets wireless air conditioning controllers 492 988.9% 37
compatible with a number of brands and models. Bryan Gerber, hemper.co
LEADERSHIP:

• NOURISHING BRANDS 2015 SHERIDAN, WYO.

Assembles and sells cannabis products via subscrip-
367 1,310% 5 tion box and an online store.
LEADERSHIP: Louise Hendon, nourishing.group
Creates entertaining media products to help SMITH PLUMBING, HEATING, COOLING, 498 980.9% 46
individuals take control of their wellness. ELECTRICAL 1974 COLORADO SPRINGS, COLO.
LEADERSHIP: Eva Robinson, smithpinktrucks.com
KITSCH 2010 LOS ANGELES 370 1,303.6% 77 Provides residential HVAC, plumbing, and electrical
LEADERSHIP: Cassandra Morales Thurswell, maintenance and service.
mykitsch.com
Sells hair accessories, including fashionable shower
caps and metal hair clips.

TRUITY
2012 OAKLAND, CALIF.
383 1,251.9% 10 EDUCATION
Companies that provide instruction or coaching, or sell educational
LEADERSHIP: Molly Owens, truity.com
Develops scientifically validated, user-friendly materials, or whose primary market is schools or universities.
personality assessments. Number of companies 11 • Total 2020 revenue $129.6m • Median 2020 revenue $5.7m •
Median 3-year growth rate 1,341% • Total 2020 employment 1,345
MANLY BANDS 2016 VINEYARD, UTAH 388 1,244.5% 32
LEADERSHIP: Michelle Luchese, John Ruggiero,
manlybands.com
Markets men’s wedding bands made of materials
such as dinosaur bone, meteorite, and antler.

CROSSROPE 2012 RALEIGH, N.C. 391 1,239.1% 35

LEADERSHIP: DaveHunt, crossrope.com
Makes weighted jump ropes and associated
accessories and apparel.

TELETIES 2016 MAITLAND, FLA. 397 1,215.6% 37

LEADERSHIP: Lindsay Muscato, teleties.com
Sells strong-grip, no-rip hair ties that double as
stackable bracelets.

AMB WELLNESS PARTNERS 403 1,201.5% 1

2012 SCOTTSDALE, ARIZ.
LEADERSHIP: Anthony Balduzzi, fitfatherproject.com
Assists men over 40 in losing weight, building
muscle, and living a healthier lifestyle.

FORCE OF NATURE 2014 WESTFORD, MASS. 405 1,192.4% 12

LEADERSHIP: SandyPosa, forceofnatureclean.com
Makes an appliance that converts tap water into a
nontoxic, multipurpose deodorizer and sanitizer.

• STOJO 2014 BROOKLYN 418 1,153.7% 10

LEADERSHIP: Jurrien
Swarts, stojo.co
Creates collapsible, reusable food and drink
containers out of high-quality recycled materials.

• HOMECRAFT GUTTER PROTECTION 423 1,142.7% 231

2016 LOGANVILLE, GA.
LEADERSHIP: Carey
Cochran, Stephen Cochran, • OUTSCHOOL 2015 SAN FRANCISCO 70 5,352.3% 90
homecraftgutterprotection.com LEADERSHIP: Amir
Nathoo, outschool.com
Makes and installs patented gutter-protection Operates a marketplace of live online classes for
systems. youth on a range of topics.

OPTIMAL VENTURES 436 1,122.9% 5 • HONORLOCK 2014 BOCA RATON, FLA. 103 3,857.7% 75
2011 ARLINGTON HEIGHTS, ILL. LEADERSHIP: MichaelHemlepp, honorlock.com
LEADERSHIP: Sajid Patel, liteband.com Supplies on-demand, online proctoring services for
Designs and manufactures headlamps and associated colleges and universities.
products for industrial and consumer markets.
155 2,745.5% 74
• THREAD 2015 PROVO, UTAH 442 1,108.8% 25
OTUS 2013 CHICAGO
LEADERSHIP: Andy Bluhm, otus.com
LEADERSHIP: Colby Bauer, threadwallets.com Provides an all-in-one teaching, grading, and analysis
Designs colorful wallets and other carrying products platform for K-12 learning environments.

• NATIONAL TECHNICAL INSTITUTE

with a focus on functional and expressive design.
230 1,905.6% 24
YENSA 2017 LOS ANGELES 443 1,106.7% 12 2003 HENDERSON, NEV.
LEADERSHIP: Jennifer Yen, yensa.com LEADERSHIP: Christopher Roth, ntitraining.com
Creates skin care and beauty products infused with Trains people for entry-level careers in HVAC/R,
superfoods. plumbing, and electrical service.

● SEPTEMBER 2021 ● INC. ● 83

EDUCATION (CONT.) BLACKBUCK RESOURCES 2016 HOUSTON
LEADERSHIP: Erika
Allgood, Justin Love,
289 1,615.7% 23

blackbuckresources.com
Provides water infrastructure services for the oil
and gas industry.

MANUSCRIPT GROUP 2016 WASHINGTON, D.C. 293 1,582.1% 9 • RISINGSUN EPC 2016 KANSAS CITY, MO. 363 1,314.1% 30
LEADERSHIP: Eric
Koester, newdegreepress.com LEADERSHIP: KeithMurphy, risingsun.solar
Provides publishing services, including educational Installs solar panels in Missouri, Texas, Oklahoma,
and support programs, for independent authors and and Kansas.

•• SUNPRO SOLAR 2008 MANDEVILLE, LA.

creators.
416 1,164.3% 1,265
• CM SERVICES 2011 CLEARWATER, FLA. 353 1,341% 15 •• Outfits solarMarcenergy
LEADERSHIP: Jones, gosunpro.com
LEADERSHIP: C.
Adam Blackerby, cmservicesgroup.com
Sells educational posters and learning aids to schools • commercial clients across
systems for residential and
the United States.
and parents.
ENCOR SOLAR 2016 LEHI, UTAH 429 1,133.7% 48
APPS WITHOUT CODE 2016 CHICAGO 354 1,340.8% 18 LEADERSHIP: Daniel
Larkin, encorsolar.com
LEADERSHIP: Tara Reed, appswithoutcode.com Helps families control their energy costs and lower
Gives online instruction in app development for their carbon footprint through renewable energy.

• GO SOLAR POWER 2015 BOCA RATON, FLA.

people without coding experience.
467 1,032.4% 100
HIGHER GROUND EDUCATION 2016 LAKE FOREST, CALIF. 400 1,210.4% 1,000 LEADERSHIP: Courtland Weisleder, gosolarpower.com
LEADERSHIP: Ray Girn, tohigherground.com Installs solar, battery, and roofing products that help
Creates Montessori programs that offer high-agency homes and businesses reach energy independence.
education from infancy through adolescence.

CHARACTERSTRONG 2016 PUYALLUP, WASH. 449 1,094.3% 12

LEADERSHIP: Mondoria Chhim, John Norlin,
characterstrong.com
Provides curricula and training for fostering social-
ENGINEERING
Companies that provide engineering and related services, including construction or
emotional learning and character development.
architectural work, and that manage engineering projects for clients.
• METEOR LEARNING 2014 WAKEFIELD, MASS. 477 1,009.3% 19 Number of companies 3 • Total 2020 revenue $71.9m • Median 2020 revenue $19.6m •
LEADERSHIP: William Rieders, meteorlearning.com Median 3-year growth rate 1,399.4% • Total 2020 employment 233
Partners with educational institutions and employers
to deliver online education focused on job skills.

GOODLIFE INSTITUTE 2016 NORTH PALM BEACH, FLA. 488 989.7% 9

LEADERSHIP: Kathleen Byars, goodlifeinstitute.org K&A ENGINEERING CONSULTING 126 3,165.9% 185
Promotes the retention and advancement of women 2016 WHITE PLAINS, N.Y.
via training, coaching, and peer mentoring. LEADERSHIP: Purna Kharel, www.kapower.us
Provides engineering, planning studies, and project-
management solutions to the utilities industry.

• SPEES DESIGN BUILD 2014 SEATTLE 334 1,399.4% 21

ENERGY
Companies that source or provide power for business and residential customers, as
LEADERSHIP: Ray
Spees, speesdb.com
Designs, engineers, and builds for a range of
well as companies that provide specialized services to energy firms. This category also construction and renovation projects.
includes consultancies that help clients reduce their energy consumption.
Number of companies 11 • Total 2020 revenue $1.1b • Median 2020 revenue $29.6m •
• INTEGRA MISSION CRITICAL 2014 DALLAS 460 1,040.4% 27
LEADERSHIP: Tommy Neuman, integra-mc.com
Median 3-year growth rate 2,402.2% • Total 2020 employment 2,385 Offers innovative, engineered-to-order modular
power and cooling solutions and related services.

• PAXON ENERGY 2016 PLEASANTON, CALIF. 9 22,742.4% 125

LEADERSHIP: Nooshin Behroyan, paxonengineering.com ENVIRONMENTAL
Designs and implements energy-efficient solutions
for a cleaner and safer future. SERVICES
Companies whose primary focus is on restoring or maintaining
BUDDERFLY 2007 SHELTON, CONN. 10 22,485.6% 90 clean and safe environments.
LEADERSHIP: Al Subbloie, budderfly.com
Conserves energy for clients by monitoring usage and Number of companies 3 • Total 2020 revenue $11.6m • Median 2020 revenue $3.3m •
optimizing systems, including lighting and HVAC. Median 3-year growth rate 1,791.6% • Total 2020 employment 125

SOLGEN POWER 2017 PASCO, WASH. 12 21,790% 250

LEADERSHIP: ChrisLee, solgenpower.com

• AMERICAN TREE MEDICS 2015 MODESTO, CALIF.

Sells and installs solar equipment, primarily in the
Pacific Northwest. 135 3,015.5% 26
LEADERSHIP: Heidi
Britt, americantreemedics.com
SOLAR BEAR 2016 CLEARWATER, FLA. 14 19,218% 226 Works with public and utility clients to support
LEADERSHIP: Blake Ambrester, oursolarbear.com healthy and safe urban and wild forests.
Installs solar panels, spray-foam insulation, and
roofing in homes and businesses. ARUZA 2016 CHARLOTTE, N.C. 256 1,791.6% 48

• PINE GATE RENEWABLES 2014 ASHEVILLE, N.C. 37 8,209.3% 181

LEADERSHIP: Solomon
aruzapest.com
Airhart, Christian Ludwig,
LEADERSHIP: Ben Catt, pinegaterenewables.com Delivers interior and exterior pest control services for
Provides project development and strategic financing residences and businesses.
for utility-scale solar and storage sites.
J&S BUILDING MAINTENANCE 417 1,158% 51
KAYO ENERGY 2017 TEMPE, ARIZ. 175 2,402.2% 47 2016 COMMERCE, CALIF.
LEADERSHIP: Aaron Weymann, kayoenergy.com LEADERSHIP: Carolina Alvarez, jsbminc.com
Sells and installs solar equipment for residential Cleans construction sites and offers commercial
customers, with a focus on speed and quality. janitorial services nationwide.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
84 ● INC. ● SEPTEMBER 2021 ●
FINANCIAL SERVICES
Companies that provide financing or whose products and services facilitate
STATEWIDE FUNDING 2013 ONTARIO, CALIF.
LEADERSHIP: Alex
Diaz, statewidefundinginc.com
301 1,541.3% 148

Finds a residential home loan with the best rates and

financial transactions. Includes lenders, mortgage brokers, and financial advisers. terms for each borrower.
Number of companies 26 • Total 2020 revenue $969.3m • Median 2020 revenue $13.8m •
Median 3-year growth rate 1,758.7% • Total 2020 employment 3,369 JWH FINANCIAL 2015 IRVINE, CALIF. 342 1,378.2% 27
LEADERSHIP: BorisKayhan, jwhfinance.com
Offers low-rate, conventional, and jumbo loans at
best-available rates through a streamlined process.

BITCOIN DEPOT 2016 ATLANTA 357 1,336.4% 67

DAVE 2017 LOS ANGELES 5 28,972.3% 151
LEADERSHIP: BrandonMintz, bitcoindepot.com
LEADERSHIP: Jason Wilk, dave.com
Provides ATM and online transaction options for
Helps more than eight million customers bank, bud- cryptocurrency users.
get, avoid overdraft fees, find work, and build credit.
ANDRA PARTNERS 2011 FRANKLIN, TENN. 362 1,315.2% 15
VARO BANK 2015 SAN FRANCISCO 7 23,935.5% 561
LEADERSHIP: William
G. Freels III, andrapartners.com
LEADERSHIP: Colin Walsh, varomoney.com
Supports private equity and industry clients with
Develops digital banking services aimed at improving their middle-market acquisition strategies.
customers’ financial stability.
RAINCATCHER 2016 DENVER 376 1,284.3% 18
GREENLIGHT 2014 ATLANTA 30 9,538.1% 216
LEADERSHIP: Marla
DiCarlo, raincatcher.com
LEADERSHIP: Tim Sheehan, greenlightcard.com
Helps entrepreneurs maximize the value of their
Creates money-management tools and services that business during the buying and selling process.
empower parents to raise financially smart kids.

NUMERATED 2017 BOSTON 32 9,201.6% 95 • ARCUS LENDING 2008 SAN JOSE, CALIF. 394 1,232.8% 85
LEADERSHIP: Shashank
Shekhar, arcuslending.com
LEADERSHIP: Dan O’Malley, numerated.com
Makes mortgages simple with expert advice, an A.I.-
Makes software for banks and credit unions to powered chatbot, and a 24/7 rate alert service.
manage loan origination and account onboarding.
KEYSTONE FUNDING 2006 DOVER, DEL. 407 1,186.1% 52
CRESTMONT CAPITAL 44 7,404.1% 32
LEADERSHIP: Timothy Paret, keystonefunding.com
2015 IRVINE, CALIF. Simplifies mortgage lending with an easy application
LEADERSHIP: GregoryKeleshian, crestmontcapital.com and a variety of lending options.
Supports the funding needs of U.S.-based small
businesses as a lender and consultant. 412 1,178.4% 7
BG ADVISORY (DBA SEAPOINT BUSINESS
45 7,383.2% 34 ADVISORS)
VIZYPAY 2017 DES MOINES 2009 WESTLAKE VILLAGE, CALIF.
LEADERSHIP: Austin Mac Nab, Frank Pagano, LEADERSHIP: Bob Grewal, seapointadvisors.com
vizypay.com Works with business owners seeking to sell their
Processes credit card transactions for small businesses at maximum value.
businesses via an easy-to-understand service.

• EASTERN ASSET FUNDING 58 6,069% 25 • WESLEY FINANCIAL GROUP 447 1,100% 424
2011 FRANKLIN, TENN.
2016 GREENWICH, CONN. LEADERSHIP: Chuck McDowell,wesleyfinancialgroup.com
LEADERSHIP: AndrewClark, easternassets.com Obtains timeshare cancellations and debt relief for
Originates and invests in litigation-related assets owners who were misled by timeshare companies.
for law firms.
MERCHANT PROCESSING PROS 463 1,038.4% 7
PILOT 2017 SAN FRANCISCO 63 5,823.8% 150
2017 ELKHORN, NEB.
LEADERSHIP: Waseem Daher, pilot.com
LEADERSHIP: Nick Korth, merchantprocessingpros.com
Provides consistent, accurate accounting, tax Offers merchant processing services to e-commerce
preparation, and forecasting services. clients and other card-not-present markets.
BOLT 2014 SAN FRANCISCO 64 5,792.4% 152 482 1,005.4% 400
UPGRADE 2016 SAN FRANCISCO
LEADERSHIP: Ryan
Breslow, bolt.com LEADERSHIP: Renaud Laplanche, upgrade.com
Makes online checkout software for retailers. Offers affordable loans and credit cards to main-
•• NATIONWIDE MORTGAGE BANKERS 117 3,520.3% 441
stream consumers, together with mobile banking.
2011 MELVILLE, N.Y.
LEADERSHIP: RichardSteinberg, nmbnow.com
• MONEY AVENUE 2017 ISELIN, N.J. 494 985.7% 10
LEADERSHIP: A.
Donahue Baker, moneyave.com
Guides clients through home financing with Lends to consumers and small businesses nation-
transparency, education, and dedicated support. wide through a variety of financial products.
NXT MORTGAGE COMPANY 169 2,496.1% 6
2016 COPPELL, TEXAS
LEADERSHIP: Tyler Hodgson, nxtmortgage.com
Brokers mortgages with a focus on people rather
than profits.

SIMPLIFY HOME LOANS 192 2,224.8% 136

2016 AMERICAN FORK, UTAH
LEADERSHIP: Jacob Deegan, simplifyhomeloans.com
Brokers mortgages, specializing in VA loans, and
currently licensed in 18 states.
MORE THAN 44% OF
MMC CONVERT
2012 CHICAGO
245 1,844.7% 50 INC. 5000 FOUNDERS
LEADERSHIP: Ankit
mmcconvert.com
Mehta, Shanu Mehta,

Facilitates easy and secure data conversions between

STARTED THEIR
accounting software platforms.
COMPANIES WITH
278 1,672.7% 60
ROADSYNC 2015 ATLANTA
LEADERSHIP: Robin
Gregg, roadsync.com
Replaces outdated paper-based financial activities
LESS THAN $5,000.
with an easy-to-use, modern payment platform.

● SEPTEMBER 2021 ● INC. ● 85

FOOD + BEVERAGE
Companies that manufacture, sell, or distribute food or beverages
PURITY COFFEE 2006 GREENVILLE, S.C.
LEADERSHIP: Amber Salisbury, Andrew Salisbury,
193 2,224.1% 9

puritycoffee.com
or offer related services. Includes meal-delivery services. Retails antioxidant-rich coffee delivered directly to
Number of companies 24 • Total 2020 revenue $791.8m • Median 2020 revenue $10.1m • consumers’ homes.
Median 3-year growth rate 1,854.4% • Total 2020 employment 3,800
HUNGRYROOT 2015 NEW YORK CITY 214 2,049.3% 43
LEADERSHIP: Ben McKean, hungryroot.com
Delivers groceries via an online service that also
offers recipes and meal-planning support.

OPEN WATER 2011 CHICAGO 232 1,903.6% 6

LEADERSHIP: Nicole
Doucet, drinkopenwater.com
Bottles water with a carbon-neutral process that
uses infinitely recyclable aluminum containers.

• A-SHA FOODS USA 2015 ALHAMBRA, CALIF. 239 1,865% 10

LEADERSHIP: YoungChang, ashadrynoodle.com
Produces Taiwanese noodle dishes with more than
10 grams of plant-based protein per serving.

BUNNY JAMES BOXES 246 1,843.8% 5

2016 WEST JORDAN, UTAH
LEADERSHIP: Lonny Ruben, bunnyjamesboxes.com
Assembles and ships gift boxes that are safe for
people with specialty diets and allergies.

CAULIPOWER 2017 ENCINO, CALIF. 260 1,771.3% 48

LEADERSHIP: Gail
Becker, eatcaulipower.com
Produces vegetable-based and gluten-free products,
including cauliflower-based pizza crust.

CLIO SNACKS 2015 PISCATAWAY, CALIF. 270 1,728.7% 42

LEADERSHIP: SergeyKonchakovskiy, cliosnacks.com
Produces Greek yogurt bars with a cheesecake
texture and a dark chocolate coating.

DOUGHP 2017 LAS VEGAS 274 1,693.7% 25

LEADERSHIP: Kelsey
Moreira, doughp.com
Produces all-natural, preservative-free cookie dough
intended to be eaten either raw or baked.
YOUR SUPER 2015 VENICE, CALIF. 25 11,476.5% 72
LEADERSHIP: Kristel de Groot, Michael Kuech, JOJO’S CHOCOLATE 2015 SANDY, UTAH 299 1,544.3% 10
yoursuper.com LEADERSHIP: Sterling
Jones, jojoschocolate.com
Manufactures superfood and protein mixes and bars Produces keto-friendly, paleo, vegan, non-GMO,
made from sustainably grown ingredients. gluten-free, and soy-free premium dark chocolate
bars.
REFILL IT 2015 FREMONT, CALIF. 48 6,848.4% 40
LEADERSHIP: Shadi
Bakour, drinkpathwater.com CLEVELAND KITCHEN 2014 CLEVELAND 341 1,384.5% 35
Offers purified drinking water in refillable aluminum LEADERSHIP: DrewAnderson, clevelandkitchen.com
bottles. Creates fermented food products such as salad
dressings and sauerkrauts.
PROUD SOURCE WATER 2016 BOISE, IDAHO 59 5,979% 31
LEADERSHIP: Carl
Pennington, proudsourcewater.com CRAFT BEVERAGE CONCEPTS 356 1,339.8% 38
Bottles naturally alkaline spring water in 100 percent 2017 LAGRANGE, GA.
recyclable aluminum. LEADERSHIP: AnthonyRodriguez, wildleap.com

• LIFEBOOST 2015 NOBLESVILLE, IND.

Serves up easy-drinking and handcrafted craft beer
80 4,699.7% 2 and spirits.
LEADERSHIP: Charles
Livingston, lifeboostcoffee.com
Pays fair wages to farmers and uses sustainable COMPLEMENT 2017 DENVER 382 1,258.9% 7
methods to make its direct-to-consumer coffee. LEADERSHIP: Aaron
Tullman, lovecomplement.com
Produces vegan dietary supplements from nutrient-
TAPRM 2017 BROOKLYN 108 3,802.4% 24 dense plant-based ingredients.
LEADERSHIP: JasonSherman, taprm.com
Fuels the growth and consumer awareness of innova- KOSMOS Q 2009 OKLAHOMA CITY 431 1,132.7% 17
tive brands through a digital marketing platform. LEADERSHIP: Darian
Khosravi, kosmosq.com
Sells barbecue rubs, sauces, and marinades.
VIVE ORGANIC 2015 EL SEGUNDO, CALIF. 124 3,218.9% 28
LEADERSHIP: WyattTaubman, viveorganic.com 4P FOODS 2014 WARRENTON, VA. 432 1,132.3% 57
Crafts fresh-pressed immunity wellness shots in LEADERSHIP: Tom McDougall, 4pfoods.com
partnership with holistic doctors. Distributes fresh food to customers via digital
ordering and direct-to-door delivery.
CAMERON SEAFOOD ONLINE 167 2,529.6% 12
2017 POTOMAC, MD. HUNGRY 2016 ARLINGTON, VA. 434 1,126.8% 59
LEADERSHIP: CameronManesh, cameronsseafood.com LEADERSHIP: JeffGrass, tryhungry.com
Ships fresh Maryland crabs, crab cakes, crab soups, Provides a platform for chef-made food production
and seafood nationwide. and delivery, including catering and more.

• OUTER AISLE 2015 VENTURA, CALIF. 185 2,282.2% 111 MSI EXPRESS 2008 PORTAGE, IND. 479 1,007.6% 3,069
LEADERSHIP: Jeanne David, outeraislegourmet.com LEADERSHIP: Charles Weinberg, msiexpress.com
Offers a variety of low-carb bread products made Manufactures and packages shelf-stable foods,
with more than 60 percent fresh vegetables. specializing in dry and liquid mixing and blending.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
86 ● INC. ● SEPTEMBER 2021 ●
GOVERNMENT • KERN TECHNOLOGY GROUP 336 1,398.8% 17
2010 VIRGINIA BEACH, VA.
SERVICES
Companies that provide consulting services—especially IT, health care,
LEADERSHIP: David Kern, ktg-llc.com
Provides professional engineering and research
services to the United States Navy.
and procurement—used primarily by government entities.
•• BROADLEAF 2009 MANASSAS, VA. 393 1,235.2% 433
Number of companies 20 • Total 2020 revenue $268.5m • Median 2020 revenue $9.7m •
Median 3-year growth rate 1,650% • Total 2020 employment 1,516 • broadleaf-inc.com
Vincent Apesa, Samuel Pope,
LEADERSHIP:

Provides IT and professional services to the federal

government.

• LOVELL GOVERNMENT SERVICES 39 8,145.4% 8

KECH 2016 WILLIAMSBURG, KY.
LEADERSHIP: ChristineCarpenter, kechco.com
410 1,184.3% 180
2013 PENSACOLA, FLA. Provides IT services focused on mission-critical
LEADERSHIP: ChristopherLovell, lovellgov.com support.
Supplies the departments of Defense and Veterans
Affairs with exclusive medical resources. KREATIVE TECHNOLOGIES 2013 FAIRFAX, VA. 411 1,184% 87
LEADERSHIP: Adnan
Karimi, kreativetech.com
KODA TECHNOLOGIES 65 5,725.4% 42 Supports mission-critical systems in the public sector.
2017 HUNTSVILLE, ALA.
LEADERSHIP: Julie Schumacher, kodatech.com
Provides weapon system engineering, integration,
• AD HOC RESEARCH ASSOCIATES 427 1,135.8% 100
2013 HAVRE DE GRACE, MD.
and testing for the defense industry. LEADERSHIP: Pritesh Patel, ad-hocresearch.com
Provides systems engineering services to major U.S.
PINGWIND 2012 ANNANDALE, VA. 75 5,117.9% 90 Defense Department projects.
LEADERSHIP: AaronMoak, pingwind.com
Offers cybersecurity, program management, infra-
structure, and consulting services to federal clients.
• AURA TECHNOLOGIES 2015 CARRBORO, N.C. 458 1,048.3% 24
LEADERSHIP: Anna Bennett, Douglas Bennett,
aura.company
PM CONSULTING GROUP 125 3,213.1% 133 Develops A.I. manufacturing and energy technologies
2008 TOWSON, MD. for the U.S. government and the commercial sector.
LEADERSHIP: Walter Barnes, pmconsultinggroupllc.com
Specializes in health care, IT, and international OLD DOMINION STRATEGIES 2010 RESTON, VA. 469 1,030.6% 41
development support for federal and state agencies. LEADERSHIP: John
Philbin, odstrat.com
Offers government management consulting services
BLUE ROSE CONSULTING GROUP 158 2,629.9% 32 through a highly experienced team.
2017 WASHINGTON, D.C.
LEADERSHIP: Devon Pina, Todd Weiler,
bluerose-consulting.com
Offers IT and human capital services plus operational
support for the public and private sectors.

• OBJECTIVE AREA SOLUTIONS 197 2,199.1% 17

HEALTH
Companies that provide health care—operators of medical facilities, including nursing
2016 ARLINGTON, VA. homes; biotech and pharmaceutical firms; makers or distributors of nutritional
LEADERSHIP: J.J.
Stakem II, objectivearea.com supplements; and makers or distributors of medical devices and products—and that
Provides aviation-focused consulting via a team of deliver products or services strictly to the health care market.
experienced aviators.
Number of companies 57 • Total 2020 revenue $3.4b • Median 2020 revenue $11.1m •
WILL TECHNOLOGY 217 2,020.1% 70 Median 3-year growth rate 1,978.2% • Total 2020 employment 5,641
2000 HUNTSVILLE, ALA.
LEADERSHIP: Crystal Shell, willtechnology.com
Provides professional support services and technology
solutions to the federal government.
CARBON HEALTH 2015 SAN JOSE, CALIF. 2 39,733.7% 720
JOINT STRATEGIC TECHNOLOGIES 227 1,915.3% 55 LEADERSHIP: Eren
Bali, carbonhealth.com
2013 WICHITA FALLS, TEXAS Brings omnichannel health care to all its patients
LEADERSHIP: JamesinaToogood, jstcorp.com without charging costly membership fees.
Provides acquisition support, training, IT services,
and program management to federal organizations. REVOLUTIONARY CLINICS 4 32,997.2% 330
2016 SOMERVILLE, MASS.
CENTURION CONSULTING GROUP 262 1,769.3% 49 LEADERSHIP: Keith Cooper, revolutionaryclinics.org
2016 HERNDON, VA. Raises the standard for alternative care through its
LEADERSHIP: Theresa Zandi, centurioncg.com three registered marijuana dispensaries.
Provides business and technology consulting solutions
to public and private sector clients. HARDBODY SUPPLEMENTS 8 22,947.7% 2
2016 OVERLAND PARK, KAN.
KUOG 2016 HUNTSVILLE, ALA. 273 1,716.8% 5 LEADERSHIP: Law Payne, Patricia Payne,
LEADERSHIP: PaulL. Gunn Jr., kuoginc.com hardbodynutritional.com
Specializes in MRO, PPE, logistics, and material Makes organic supplements free of fillers,
program management for the U.S. military. preservatives, binders, or artificial colors or flavors.

MARKESMAN 2014 NEWPORT NEWS, VA. 291 1,583.2% 75 CARE+WEAR 2014 NEW YORK CITY 20 14,114.4% 11
LEADERSHIP: Daniel
Markes, markesman.com LEADERSHIP: Chaitenya
Razdan, careandwear.com
Provides cybersecurity, enterprise IT, and intelligence Makes adaptive clothing for people receiving chronic
solutions. and long-term care.

• SECURE PLANET 2011 ARLINGTON, VA. 306 1,496.9% 6 WILD WILLIES BRAND 2016 ALPHARETTA, GA. 22 12,958.6% 14
LEADERSHIP: RobertKocher, secureplanet.com LEADERSHIP: Kerry Sebree, Christopher Wilson,
Provides biometric verification and identification wild-willies.com
systems for public and private clients. Meets men’s grooming needs with nutritional

• CORE ONE SOLUTIONS

supplements and beard-care products.
314 1,454.7% 52
2013 STERLING, VA. EMPOWERING A BILLION WOMEN 2013 AUSTIN 28 10,676.2% 2
LEADERSHIP: JosephKoo, Patrick Moniz, coreone.com LEADERSHIP: IngridVanderveldt, ebw2020.com
Provides mission support, training, and advisory Oversees a sourcing and distribution network for
services to the U.S. national security community. critical medical supplies.

● SEPTEMBER 2021 ● INC. ● 87

HEALTH (CONT.) 4G CLINICAL 2015 WELLESLEY, MASS.
LEADERSHIP: DavidKelleher, 4gclinical.com
111 3,698.6% 182

Develops randomization and trial supply management

software for the life sciences industry.

• RXADVANCE 2013 SOUTHBOROUGH, MASS. 123 3,244.3% 186

LEADERSHIP: Ravi Ika, Liz Thomas, rxadvance.com
Streamlines pharmacy benefit management through
A.I., robotic process automation, and machine learning.

SAB BIOTHERAPEUTICS 2014 SIOUX FALLS, S.D. 129 3,121.5% 98

LEADERSHIP: Eddie
Sullivan, sabbiotherapeutics.com
Develops immunotherapies using human polyclonal
antibodies.

•• MEDLAB INTERNATIONAL 2015 CORTLAND, OHIO 131 3,094.2% 3

Joseph Stiver, medlabgear.com
LEADERSHIP:
Supplies durable and nondurable medical supplies
and equipment sold online and shipped discreetly.

PEERFIT 2011 TAMPA 140 2,943.3% 48

LEADERSHIP: Ed
Buckley, peerfit.com
Offers employers and employees access to fitness
studios, gyms, and digital workouts.

ENDO1 PARTNERS 2010 HOUSTON 141 2,936.3% 305

LEADERSHIP: Daryl
Dudum, Matthew Haddad,
endo1partners.com
Provides back-office and practice management
support to endodontic partners.

HEALTHJOY 2014 CHICAGO 142 2,907.2% 295

LEADERSHIP: Justin
Holland, healthjoy.com
Offers a health benefits platform that maximizes the
value of employers’ benefits packages.

SOMA TECH INTL 1997 BLOOMFIELD, CONN. 163 2,581.8% 58

BEHAVIORAL FRAMEWORK 46 7,317.8% 232 LEADERSHIP: Peter Leonidas, somatechnology.com
2017 ROCKVILLE, MD. Supplies new and refurbished medical equipment to
LEADERSHIP: Kyle West, behavioralframework.com facilities around the world.
Provides therapy and support for those with autism
and their families. REMEDI HEALTH SOLUTIONS 2017 HOUSTON 165 2,547.2% 12
LEADERSHIP: Sonny Hyare, remedihs.com
TEXTILE BASED DELIVERY 50 6,683.8% 27 Offers health care IT management and consulting
2011 CONOVER, N.C. solutions that improve the well-being of communities.
LEADERSHIP: Jordan Schindler, nufabrx.com
Produces textiles that double as a washable EGA ASSOCIATES 2012 JENKINTOWN, PA. 173 2,462.9% 70
medication delivery system. LEADERSHIP: Jeremy
Mock, egaassociates.com
Recruits and manages care providers for government
WESHIELD 2014 NEW YORK CITY 53 6,430.7% 70 and commercial health care facilities.
LEADERSHIP: Erika London, Michael Sinensky,
weshield.us PEAK PERFORMANCE LIFE 2015 LAS VEGAS 187 2,269.9% 8
Supplies PPE and safety products to medical, LEADERSHIP: Talor
Zamir, buypeakperformance.com
commercial, and government entities. Produces organic superfoods and high-quality
nutritional supplements.
TRELLIS RX 2017 ATLANTA 60 5,947.4% 150
LEADERSHIP: AndyMauer, trellisrx.com FORGE HEALTH 2016 NEW YORK CITY 202 2,163.8% 67
Brings high-touch pharmacy care to patients with LEADERSHIP: Eric
Frieman, forgehealth.com
chronic and specialty conditions. Offers outpatient services for individuals with
substance use disorder or mental health issues.
QC KINETIX 2017 CHARLOTTE, N.C. 62 5,872.8% 48
LEADERSHIP: Justin
Crowell, qckinetix.com EVERLYWELL 2015 AUSTIN 219 2,003.1% 300
Provides comprehensive regenerative nonsurgical LEADERSHIP: Julia
Cheek, everlywell.com
pain-management therapies. Connects individuals to certified labs offering a range
of medical tests.
72 5,205.5% 63
CONNECTRN 2016 WALTHAM, MASS.
LEADERSHIP: TedJeanloz, connectrn.com • FASTER WAY TO FAT LOSS 2013 LARGO, OHIO 222 1,978.2% 30
Provides a network that offers clinicians job LEADERSHIP: Amanda Tress, fasterwaytofatloss.com
opportunities, benefits, and support from peers. Transforms lives through an online fitness and
weight-management system.
AMAZING DENTAL 2017 GARDEN CITY, MICH. 84 4,616.2% 100
LEADERSHIP: DawsarNajor, Nawras Najor, PARADIGM LABORATORIES 2012 PHOENIX 224 1,960.7% 260
amazingdentalgroup.com LEADERSHIP: Ethan
Sasz, paradigmlaboratories.com
Optimizes the dental patient experience while Processes Covid-19 tests for health departments,
helping them relax at the same time. employers, schools, and businesses.

UPPERLINE HEALTH 2017 NASHVILLE 90 4,437.7% 468 PLAYMAKAR 2017 KELLER, TEXAS 228 1,914% 3
LEADERSHIP: DavidThorpe, upperlinehealth.com LEADERSHIP: MikeWilliams, playmakar.com
Provides comprehensive, integrated health care Produces clinically supported recovery and movement
targeting issues in the lower extremities. optimization products.

PAINTEQ 2013 TAMPA 95 4,004.4% 30 MEDVENTURE PARTNERS 2008 ELDERSBURG, MD. 231 1,903.9% 12
LEADERSHIP: Sean
Laneve, painteq.com LEADERSHIP: Donald
Smith, mvp-rx.com
Develops medical devices that solve common Provides customized health care management and
problems within the health care industry. specialty pharmacy solutions.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
88 ● INC. ● SEPTEMBER 2021 ●
Physical distance can keep you safe and healthy.
But if an emotional distance forms between you
and those closest to you, it may be due to drug
or alcohol use. Partnership to End Addiction
works with you to establish the connections that
can help save lives and end addiction.

Get support to help your child at DrugFree.org

HEALTH (CONT.) OBVIOHEALTH 2017 ORLANDO
LEADERSHIP: Ivan
Jarry, Leslie Pascaud, obviohealth.com
390 1,239.8% 18

Develops technology that enables health care

innovators to conduct virtual clinical trials.

FIDEM INTEROP 2017 MARYVILLE, TENN. 398 1,215.1% 17

LEADERSHIP: BrianGoad, fideminterop.com
INFRARED CAMERAS 1995 BEAUMONT, TEXAS 238 1,872.5% 46
Provides specialized system-integration services to
LEADERSHIP: Gary Strahan, infraredcameras.com
the health care industry.
Manufactures accurate, competitively priced thermal
cameras and infrared systems.
• STYNT 2014 BOSTON 422 1,143.1% 12
241 1,860.7% 39 LEADERSHIP: Alex Adeli, stynt.com
QUICK’RCARE 2016 MIAMI
LEADERSHIP: Alex
Guastella, quickrcare.com Provides a marketplace for health care clinicians and
Connects sick patients and hospitals digitally and facilities to connect and transact directly.
conveniently to coordinate immediate care.
• RESTORE HYPER WELLNESS + 426 1,137% 188
ARISE RECOVERY CENTERS OF AMERICA 264 1,758.6% 24 CRYOTHERAPY 2015 AUSTIN
LEADERSHIP: Jim Donnelly, restore.com
2017 DALLAS
LEADERSHIP: Danny Andino, ariserecoverycenters.com Treats chronic pain and improves performance and
Provides low-cost, flexible outpatient-based addiction longevity with proactive wellness solutions.
recovery services.
• BRAVADO VENTURES 444 1,103.9% 15
•• HEALTHCARE ASSET NETWORK 284 1,633.2% 26 2015 CORAL GABLES, FLA.
LEADERSHIP: James Kunitz, bodyfx.com
2014 PROSPECT, KY.
LEADERSHIP: Kyle Green, handleglobal.com
Provides at-home fitness programs and supplements
Develops and implements solutions for managing via most major programming platforms.
health care-related capital assets.
KPI NINJA 2014 LINCOLN, NEB. 448 1,096.7% 27
AEROBIOTIX 2013 MIAMISBURG, OHIO 304 1,502.6% 52 LEADERSHIP: Vineeth
Yeddula, kpininja.com
LEADERSHIP: David Kirschman, aerobiotix.com
Supports more than 20 million lives through health
Removes airborne microorganisms from clinical care technology solutions.
environments using proprietary technologies.
•• ACACIA COUNSELING AND WELLNESS 451 1,091.7% 180
BLUEPRINT NUTRITION 2016 SHREVEPORT, LA. 307 1,489.3% 5 2014 GOLETA, CALIF.
LEADERSHIP: Brett Donnelly, Harlan Higginbotham,
LEADERSHIP: Aaron
Gumm, blueprintnutrition.com
Makes and supplies topical, dietary, and herbal supple- acaciacw.com
ments that health care practitioners trust for quality. Offers mental health services to university
communities in California, Texas, and Minnesota.
CARROT HEALTH 2014 MINNEAPOLIS 311 1,481.6% 45
CONNECT PEDIATRICS 473 1,021.5% 300
LEADERSHIP: Kurt
Waltenbaugh, carrothealth.com
2014 NORTH RICHLAND HILLS, TEXAS
Uses data from individual health care consumers to
LEADERSHIP: Ezra Kuenzi, connectpediatrics.com
provide actionable insights about patient care.
Provides pediatric home health care throughout
Texas, including respiratory and feeding tube care.
PHUSION REHAB 2015 MESA, ARIZ. 325 1,429.2% 26
LEADERSHIP: Scott
Woffinden, phusionwellness.com 474 1,013.6% 7
Develops convenient, personalized treatments to
MEDICAL MONKS 2016 PITTSBURGH
LEADERSHIP: DaneHetland, medicalmonks.com
improve quality of life for chronic-pain patients. Sells disposable medical goods online, primarily
focused on ostomy, wound, and continence care.
CANCER EXPERT NOW 333 1,399.9% 24
2015 MORRISTOWN, N.J.
LEADERSHIP: Sanjiv
Agarwala, Jeff Meehan,
• WELL HEALTH 484 999.9% 146
2015 SANTA BARBARA, CALIF.
cancerexpertnow.com LEADERSHIP: Guillaume
de Zwirek, wellapp.com
Connects leading oncologists with staff, patients, Enables conversations between patients and medical
and loved ones through real-time messaging. providers through secure, multilingual messaging.
SURGERY CENTER AT CORPORATE WAY 339 1,387.4% 21
2017 DAYTON, OHIO
LEADERSHIP: Amol Soin, scacw.com
Provides outpatient pain-management, urology,
orthopedic, and neurosurgery services.

VELANO VASCULAR 2011 SAN FRANCISCO 347 1,366.6% 24

HUMAN RESOURCES
Staffing, payroll, executive-search, and outsourcing companies, as well
LEADERSHIP: Eric
M. Stone, velanovascular.com as firms involved with employee or management training.
Uses peripheral IV lines in hospitals to improve blood
collection with an innovative medical device. Number of companies 9 • Total 2020 revenue $373.1m • Median 2020 revenue $14.1m •
Median 3-year growth rate 2,151.5% • Total 2020 employment 1,378
TRI-STATE TRANSPORTATION, TRAINING 380 1,272.2% 10
AND SAFETY CONSULTING 2011 FOLSOM, PA.
LEADERSHIP: Kevin Kerns, tristatetraining.com
Improves workplace and general safety through
training and the provision of medical supplies. ACTRIV HEALTHCARE 40 7,717.4% 513
2017 UNIVERSITY PLACE, WASH.
RXREVU 2013 DENVER 384 1,249.9% 43 LEADERSHIP: Allan Njoroge, actriv.com
LEADERSHIP: CarmHuntress, rxrevu.com Connects health care professionals with facilities that
Provides physicians with patient-specific cost and need on-demand coverage.
coverage data at the point of care.
WHITECAP SEARCH 2017 NEW YORK CITY 54 6,386.6% 51
ASCENSION 2016 MORGANTOWN, W.VA. 386 1,248% 51 LEADERSHIP: Jerry Battipaglia, whitecapsearch.com
LEADERSHIP: Doug Leech, ascensionrs.com Fills critical direct hire and temporary staffing needs
Develops comprehensive, fully integrated behavioral for partner companies.
health systems to treat substance abuse.
120 3,390.3% 82
• SEDERA 2014 AUSTIN 389 1,241.2% 91
RAYNE STAFFING 2017 HOUSTON
LEADERSHIP: ChrisTedder, Phil Vanderslice,
LEADERSHIP: Jamie
Lagarde, sedera.com raynestaffing.com
Operates a nonprofit cost-sharing community Fills niche engineering and skilled-trade roles in a
managing large health care costs without insurance. variety of industries.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
90 ● INC. ● SEPTEMBER 2021 ●
 VECTOR FORCE DEVELOPMENT
2016 BATAVIA, ILL.
151 2,786.1% 76
IT MANAGEMENT
Companies whose primary business is the outsourced management
LEADERSHIP: Josh Bieler, vectorforcedevelopment.com
Offers a wide variety of construction support services, of software, servers, printers, security, etc.
including utility construction. Number of companies 13 • Total 2020 revenue $392.5m • Median 2020 revenue $6.5m •
Median 3-year growth rate 2,558.4% • Total 2020 employment 1,042
EMONICS 2016 JERSEY CITY, N.J. 206 2,151.5% 140
LEADERSHIP: Brijesh
Tripathi, emonics.com
Offers staffing and recruiting services for the IT
industry.

SHIFTSMART 2015 DALLAS 280 1,648.9% 45

LEADERSHIP: AakashKumar, shiftsmart.com
Connects today’s dynamic workforce with companies
facing complex staffing requirements.

JCW SEARCH 329 1,421.8% 33

2007 NEW YORK CITY
LEADERSHIP: Jamie Woods, jcwresourcing.com
Recruits financial services specialists in actuarial,
audit, compliance, security, and other areas.

EPIC STAFFING GROUP 404 1,197.5% 354

2017 EL SEGUNDO, CALIF.
LEADERSHIP: Mark Siegel, epicstaffinggroup.com
Provides staffing services to the biopharmaceutical
and health care industries.

STAFFNOW 2015 AVONDALE, ARIZ. 475 1,012.2% 84

LEADERSHIP: Gregory
Johnson, staffnowjobs.com
Promotes cutting-edge recruiting tactics and
technology that reduce costs for employers.

INSURANCE
Companies that sell insurance products or help the insurance industry
in different forms of risk mitigation.
Number of companies 7 • Total 2020 revenue $369.2m • Median 2020 revenue $13.3m •
Median 3-year growth rate 3,424.2% • Total 2020 employment 256

• UPSTREAM LIFE INSURANCE COMPANY 3 36,955% 9 BRANDER GROUP 6 27,096.4% 5

1912 OXFORD, MISS. 2016 SCOTTSDALE, ARIZ.
LEADERSHIP: ColbyArceneaux, Derek Hebert, LEADERSHIP: Jake Brander, brandergroup.net
upstreamlife.us Offers IT consulting services that help companies
Provides annuities, life insurance, and other financial reduce costs and streamline their operations.
services to customers across the U.S.
GLOBAL ALLIANT 34 8,833.5% 62
RATEFORCE 2014 ATLANTA 92 4,174.3% 17 2016 COLUMBIA, MD.
LEADERSHIP: Randy Luton, rateforce.com LEADERSHIP: RajanNatarajan, globalalliantinc.com
Delivers technology that improves the customer Solves tech problems for businesses through innova-
experience for auto insurance carriers and agents. tive and cost-effective IT and software solutions.

ATTUNE INSURANCE SERVICES 104 3,844.6% 116 LAUNCHTECH 66 5,682.3% 12

2016 NEW YORK CITY 2016 AMHERST, N.Y.
LEADERSHIP: James Hobson, attuneinsurance.com LEADERSHIP: Venus Quates, welaunchtech.com
Uses an advanced data and analytics platform to Provides enterprise technology, technology resale,
customize small-business insurance products. and tech support for businesses.

CRUMDALE PARTNERS 119 3,424.2% 48 INNOVIEN SOLUTIONS 82 4,687.6% 20

2014 RADNOR, PA. 2017 ATLANTA
LEADERSHIP: Matthew Naylor, crumdalepartners.com LEADERSHIP: Camryn Skladany, innovien.com
Offers insurance stategies rooted in local market Consults on project management and staffing for
expertise for brokers nationwide. firms of all sizes.

OPTIONS PLUS PLAN 2017 WAYNE, N.J. 249 1,829.2% 5 GOSAAS 109 3,763.4% 90
LEADERSHIP: BriannaManente, Frank Villares, 2017 HUNTINGTON BEACH, CALIF.
optionsplusplan.com LEADERSHIP: Hassan Ramay, gosaas.io
Creates health care plans with benefits for lower- Improves product life-cycle management for
wage employees in underserved markets. manufacturing, life sciences, and CPG companies.

HAZARDHUB 2016 SAN DIEGO 272 1,717.1% 9 ARLO SOLUTIONS 153 2,758.1% 34
LEADERSHIP: BobFrady, John Siegman, hazardhub.com 2014 WASHINGTON, D.C.
Provides property hazard risk databases that support LEADERSHIP: Lonye Ford, arlo-solutions.com
real-world decisions. Designs and implements simple, cost-effective

• PREMIER HEALTH SOLUTIONS

cybersecurity solutions.
366 1,311.1% 52
2012 FRISCO, TEXAS •• PAX8 164 2,558.4% 585
LEADERSHIP: Brian
premierhsllc.com
Duly, Brandon Wood, • 2012 GREENWOOD VILLAGE, COLO.
John Street, pax8.com
LEADERSHIP:
Administers insurance benefits for people who can’t Simplifies the way organizations buy, sell, and
afford traditional medical plans. manage cloud services.

● SEPTEMBER 2021 ● INC. ● 91

IT MANAGEMENT (CONT.) ZEAL IT CONSULTANTS 2012 DALLAS
LEADERSHIP: DavidThach, zealitconsultants.com
483 1,003.1% 27

Rescues failing software projects.

ROSE 2014 NEW YORK CITY 499 979.4% 15

LEADERSHIP: Evan
Rose, builtbyrose.co
271 1,719.6% 55 Creates web and mobile experiences, with a focus on
STRATICE 2015 MONTGOMERY, ALA. augmented reality.
LEADERSHIP: Jordan Frankli, Robin Hampton,
mystratice.com
Assists companies with talent recruitment and
vendor management.

RESECURITY 2016 LOS ANGELES

LEADERSHIP: GeneYoo, resecurity.com
317 1,446% 50
LOGISTICS +
Uses comprehensive, digital risk monitoring tools to
identify external, internal, and cloud-based threats. TRANSPORTATION
Freight shipping, trucking, and other companies that move products
BLACK BEAR TECHNOLOGY SOLUTIONS 331 1,412.5% 23 and people, as well as brokers of those companies’ services and providers
2016 ALEXANDRIA, VA. of services to the industry.
LEADERSHIP: KevinM. Andres, blackbear.tech Number of companies 13 • Total 2020 revenue $657.3m • Median 2020 revenue $28m •
Delivers enterprise software support, existing tech Median 3-year growth rate 1,838.7% • Total 2020 employment 1,910
support, and analytics for companies.

DIACONIA 2013 COLLEGE PARK, MD. 361 1,316.8% 10

LEADERSHIP: Praveen Singalla, diaconia.com
Provides management consulting focused on cost
reduction, efficiency, and technology modernization.

KEYLENT 2010 WILMINGTON, DEL. 399 1,214.8% 65

LEADERSHIP: RaviMudunuri, keylent.com
Provides IT software development and staff
augmentation to clients in the U.S., Canada, and India.

• WURSTA 2014 AUSTIN 440 1,115.4% 31

LEADERSHIP: MattWursta, wursta.com
Supports client companies of all sizes as they adopt
and grow with Google Cloud tools.

IT SYSTEM
DEVELOPMENT
Companies that create processes that enable their clients’ information
technology to perform to its capacity.
Number of companies 8 • Total 2020 revenue $39.9m • Median 2020 revenue $3.9m •
Median 3-year growth rate 1,341.5% • Total 2020 employment 231

CTW SOLUTIONS (DBA INFORMED XP) 100 3,909.6% 17

2005 CHANTILLY, VA.
LEADERSHIP: ChristinaWilliams, Christopher Williams,
informedxp.com MOLO SOLUTIONS 2017 CHICAGO 41 7,596.7% 301
Offers digital strategy and design services for com- LEADERSHIP: Andrew Silver, shipmolo.com
mercial and government clients. Creates a better environment for logistics
professionals and those moving freight.
AUDLEY CONSULTING GROUP 2017 ROCKVILLE, MD. 188 2,262.7% 80
LEADERSHIP: Jatinder
Sehmi, theaudleygroup.com
STORD 2015 ATLANTA 42 7,580.6% 122
Modernizes tech systems for government agencies.
LEADERSHIP: Jacob
Boudreau, Sean Henry, stord.com
345 1,369.6% 7 Offers cloud-based supply chain services through a
4TEKGEAR.COM 2016 FORT MILL, S.C. network of integrated resources.
LEADERSHIP: William Houck, Michael Miller,
4tekgear.com
Resells IT hardware and cloud solutions from
leading brands.
• PERISHABLE SHIPPING SOLUTIONS 177 2,381.6% 80
2016 YOUNGSTOWN, OHIO
LEADERSHIP: Mark Nelson, goperishable.com
GEMINI SOLUTIONS 2012 ST. LOUIS 350 1,357.8% 42 Provides temperature-controlled e-commerce order-
LEADERSHIP: Vishal Malik, geminisolutions.com fulfillment services for food and beverages.
Combines a range of IT services to support asset
owners and fund managers.
•• ALLY LOGISTICS 2012 GRAND RAPIDS, MICH. 186 2,281.1% 54
• FORCIVITY 2015 MANCHESTER, N.H. 359 1,325.3% 16 Dan Manshaem, allylogistics.com
LEADERSHIP:
Brokers freight and offers technology-enabled ship-
LEADERSHIP: Steve Baines, forcivity.com
Helps businesses maximize their use of Salesforce, ping and logistics to U.S. and Canadian clients.
ServiceMax, and IFS.
ROADIE 2014 SUWANEE, GA. 203 2,156.8% 111
MELON TECHNOLOGIES 2017 CHICAGO. 468 1,031.3% 27 LEADERSHIP: Marc Gorlin, roadie.com
LEADERSHIP: Ryan Nicholson, melonusa.com Provides a fast, inexpensive, and scalable solution for
Optimizes sales strategy and tech stack for scheduled, same-day, and urgent delivery.
e-commerce businesses.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
92 ● INC. ● SEPTEMBER 2021 ●
 MANAMIS 2016 MURPHY, TEXAS 226 1,922.4% 10 GENTUERI 2012 VERONA, WIS. 112 3,688% 36
LEADERSHIP: Anastasia
Ryzhko va, manamisinc.com LEADERSHIP: Randy
Nagy, gentueri.com
Operates a nationwide family-owned expedited Produces non-invasive sexual assault collection kits
trucking company based in Los Angeles. that make laboratory processing simpler.

• SETHMAR TRANSPORTATION 247 1,838.7% 33 ARIZONA CUSTOM BLENDS

MANUFACTURING 2016 TEMPE, ARIZ.
138 2,974.5% 70
2001 OVERLAND PARK, KAN.
LEADERSHIP: Jeff Weintraub, acbmfg.com
LEADERSHIP: Andy Tuley, sethmar.com Manufactures powder and capsule nutraceuticals to
Builds static and continuous supply chains with its third parties, especially online sellers.
dynamic asset-based 3PL approach.
MERIT MANUFACTURING 139 2,956.5% 30
•• SHIPMONK 2014 FORT LAUDERDALE, FLA. 316 1,448% 1,012 2017 STERLING HEIGHTS, MICH.
• FacilitatesJan
LEADERSHIP: Bednar, shipmonk.com
logistics and next-level growth for
LEADERSHIP: Madhu Natarajan, meritmfg.com
Provides contract manufacturing services and
e-commerce businesses of all sizes. product development to personal care brands.

• SHIPPINGTREE 2015 CYPRESS, CALIF. 402 1,206.8% 12

CRG AUTOMATION 2000 LOUISVILLE
LEADERSHIP: James Desmet, crgautomation.com
172 2,472.9% 22
LEADERSHIP: Jesse Kaufman, shippingtree.co Designs, fabricates, and assembles automated pack-
Offers direct-to-consumer brands one-stop order- aging, material-handling, and manufacturing systems.
fulfillment services.

•• IUVO LOGISTICS 2012 DAYTON, OHIO 446 1,100.9% 41

WILLOW INDUSTRIES 2015 DENVER
LEADERSHIP: Jill
Ellsworth, willowindustries.com
205 2,151.7% 17
James Dowd, David White,
LEADERSHIP: Develops post-harvest microbial decontamination
iuvologistics.com technology for the cannabis industry.
Offers a wide range of specialized services for a
variety of industrial transportation needs. AGNETIX 2015 SAN DIEGO 207 2,150.9% 17
LEADERSHIP: Jordan
Miles, agnetix.com
UNIVERSAL SPARTAN 2013 VINE GROVE, KY. 457 1,052.2% 1 Develops horticultural lighting and IT solutions for
LEADERSHIP: AlejandroRamirez, universalspartan.com commercial indoor and greenhouse growers.
Provides responsive, complete, and compliant
sourcing solutions for the public and private sectors. • ORIGIN 2011 FARMINGTON, MAINE 215 2,033.8% 89
LEADERSHIP: Pete
Roberts, originmaine.com
Makes apparel, fitness gear, and nutritional
RCG LOGISTICS 2005 SACRAMENTO 485 998.9% 81 supplements for grappling and mixed martial arts.

• DYNAMIC BLENDING SPECIALISTS

LEADERSHIP: Vick Kuzmenko, Aria Tactaquin,
rcgauto.com
Serves the automotive industry’s logistics needs 240 1,863.4% 103
through a national network of vendors. 2015 VINEYARD, UTAH
LEADERSHIP: Gavin Collier, dynamicblending.com

493 986.6% 52 Provides turnkey contract manufacturing services for

ADVATIX 2017 WESTLAKE VILLAGE, CALIF. personal care products.
LEADERSHIP: Manish Kapoor, Foluso Oluyide, advatix.com
Provides supply chain and logistics services focused 254 1,801.2% 48
on continuous process improvement. CINCH KIT 2016 HOUSTON
LEADERSHIP: GeorgeHagle, cinchkit.com
Manufactures cabinet makeover kits for apartments
and single-family homes.

SURGERY DYNAMICS 257 1,791.1% 3

MANUFACTURING
Companies that make both intermediate and finished goods for
1996 WHEAT RIDGE, COLO.
LEADERSHIP: Elaine Rogers, surgerydynamics.com
Manufactures medical supplies for hospitals and
sale to businesses and consumers. surgery centers.

Number of companies 21 • Total 2020 revenue $373.2m • Median 2020 revenue $10.7m •
Median 3-year growth rate 2,150.9% • Total 2020 employment 1,045
• SAFE LIFE DEFENSE 2016 HENDERSON, NEV. 265 1,758% 108
LEADERSHIP: Nick
Groat, safelifedefense.com
Designs and manufactures highly innovative body
armor and other first responder safety gear.

322 1,432.9% 15
•• NUGGET 2014 BUTNER, N.C. 29 9,624% 68
SOURCEM 2016 LOS ANGELES
LEADERSHIP: RodneyMoreh, sourcem.com
David Baron, nuggetcomfort.com
LEADERSHIP: Designs and sources custom products for retailers
Designs, manufactures, and sells modular furniture across the globe.
for children.
LOCUS ROBOTICS 428 1,134.1% 160
THE VERTICAL COLLECTIVE 35 8,797.6% 8 2015 WILMINGTON, MASS.
2015 REDONDO BEACH, CALIF. LEADERSHIP: Rick Faulk, locusrobotics.com
LEADERSHIP: Morgaine McGee, Katherine Zabloudil, Designs and builds mobile robots for the
theverticalcollective.com e-commerce, logistics, and fulfillment industries.

• NZS (DBA ONESCREEN SOLUTIONS)

Works with companies to design, develop, and
manufacture high-quality consumer products. 481 1,006.5% 114
2007 SAN DIEGO
ZVERSE 2014 WEST COLUMBIA, S.C. 67 5,533.2% 55 LEADERSHIP: Sufian Munir, onescreensolutions.com
LEADERSHIP: JohnCarrington, zverse.com Facilitates productivity and team-building through
Creates 3-D printing and digital manufacturing interactive hardware and software solutions.
content out of legacy 2-D drawings.
NU EARTH LABS 2016 DUNEDIN, FLA. 495 985.1% 15
GO POWERTRAIN 2014 HINTON, VA. 76 5,033.8% 15 LEADERSHIP: AngieChacon, nuearthlabs.com
LEADERSHIP: Aaron Barnhart, go-powertrain.com Formulates all-natural and organic skin and hair care
Supplies new, remanufactured, and recycled automo- products for the cosmetics industry.
tive parts to auto repair companies and consumers.
MAKER-TABLE METAL 497 981.9% 18
CURLMIX 2015 CHICAGO 93 4,149.7% 34 2016 SPRINGFIELD, TENN.
LEADERSHIP: Kimberly Lewis, curlmix.com LEADERSHIP: Adam Heffner, makertable.com
Sells beauty products and offers educational Designs and manufactures architectural and
information focused on people with curly hair. ornamental metalwork.

● SEPTEMBER 2021 ● INC. ● 93

Three Key Priorities Unlock
this Company’s Success

Mark Music and the Ruoff Mortgage team

Mark Music, president
and CEO, Ruoff
Mortgage
MEDIA • SPARTAN INVESTMENT GROUP 166 2,543.4% 34
2014 GOLDEN, COLO.
Companies whose primary business is creating or distributing content LEADERSHIP: Scott Lewis, spartan-investors.com
in any kind of communications medium. Sources deals, secures financing, and manages
Number of companies 2 • Total 2020 revenue $15.9m • Median 2020 revenue $7.9m • alternative real estate investments.
Median 3-year growth rate 2,310.7% • Total 2020 employment 47
RENT TO RETIREMENT 178 2,349.8% 15
2016 CHEYENNE, WYO.
LEADERSHIP: Zachary Lemaster, renttoretirement.com
Assists investors in building a sustainable real estate
investment portfolio.

• MZ CAPITAL PARTNERS 194 2,220.1% 11

2007 NORTHBROOK, ILL.
LEADERSHIP: Michael Zaransky, mzcapitalpartners.com
Develops new projects and acquires existing
properties, specializing in multifamily assets.

ONICX 2004 TAMPA 201 2,163.8% 50

LEADERSHIP: Dhvanit
Patel, onicx.com
Develops and builds medical, multifamily, and
mixed-use real estate projects.

GSH GROUP 2017 CLAWSON, MICH. 296 1,554.4% 8

LEADERSHIP: GideonPfeffer, gshrealestate.com
Invests in the multifamily real estate market and
provides housing for essential workers.

HOMIE 2015 SOUTH JORDAN, UTAH 305 1,502.6% 338

LEADERSHIP: JohnnyHanna, homie.com
Develops real estate technology focused on reducing
fees and commissions.

APTAMIGO 2015 CHICAGO 327 1,425% 60

LEADERSHIP: DanielWillenborg, aptamigo.com
Finds homes for renters and fast-tracks teammates’
real estate careers.

KNOCK 2014 SEATTLE 369 1,307.2% 100

LEADERSHIP: Demetri
Themelis, knockcrm.com
Automates the entire tenant relationship for
multifamily property management companies.
GLAD EMPIRE 2005 ORLANDO 133 3,076.6% 35
LEADERSHIP: CamilleSoto, gladempire.com
Produces albums and music videos and offers digital
•• EQUITY & HELP 374 1,284.6% 28
2014 CLEARWATER, FLA.
distribution, publishing, and artist development. LEADERSHIP: Jaime Gomez, equityandhelp.com

• ND2A GROUP 2017 CLAYTON, MO. 298 1,544.8% 12

Revitalizes neighborhoods while raising awareness in
the investment world of ways to help families in need.
LEADERSHIP: Tim
Detmer, nd2a.com
Engages target audiences with web and content VALEO GROUPE AMERICAS 378 1,275% 32
development, providing value to advertising partners. 2017 CHARLOTTE, N.C.
LEADERSHIP: Ted Rollins, valeogroupe.com
Offers multinational interests in senior and student
niche housing markets.

REAL ESTATE
Includes real estate developers and brokers and those providing services to brokers,
AVENUEWEST GLOBAL FRANCHISE
2017 LAKEWOOD, COLO.
LEADERSHIP: Angela Healy, avenuewest.com
435 1,126.8% 4

buyers, and sellers. Also includes real estate-related investment firms. Provides real estate investors with turnkey property
management services.
Number of companies 19 • Total 2020 revenue $3.3b • Median 2020 revenue $10m •
Median 3-year growth rate 1,502.6% • Total 2020 employment 1,418 441 1,113.9% 2
1 PERCENT LISTS
2015 COVINGTON, LA.
LEADERSHIP: Grant Clayton, 1percentlists.com
Brokers discount real estate through nationwide
franchises.
CHASEN COMPANIES 2016 BALTIMORE 18 15,419.6% 14
LEADERSHIP: BrandonChasen, chasencompanies.com WEST AND MAIN HOMES 452 1,075.2% 173
Acquires and manages luxury real estate properties 2017 LAKEWOOD, COLO.
in greater Baltimore and Washington, D.C. LEADERSHIP: Stacie Staub, westandmain.com
Boasts five real estate storefronts in the greater
DEALMACHINE 2017 INDIANAPOLIS 36 8,285.9% 40 Denver and Oklahoma City areas.
LEADERSHIP: DavidLecko, dealmachine.com
Locates real estate deals for investors through DOBRIN PROPERTIES 453 1,073.2% 6
enterprise-level marketing tools. 2012 RICHMOND, VA.
LEADERSHIP: Alex
Lugovoy,
OJO LABS 2015 AUSTIN 49 6,767.2% 469 dobrinpropertymanagement.com
LEADERSHIP: John Berkowitz, ojo.com Owns and operates approximately 350 multifamily
Helps homebuyers, sellers, and owners navigate the and single-family units in Richmond, Va.

• NAPALI CAPITAL
complex real estate landscape.
454 1,070.1% 18
•• BIG BLOCK REALTY 2012 SAN DIEGO 56 6,271.2% 16 2015 ROANOKE, TEXAS
•• Provides aSam
LEADERSHIP: Khorramian, bigblock.com LEADERSHIP: Thomas Black, Tim Black, napalicap.com
• tion, proven systems, and full business control.
brokerage platform to give agents educa- Partners with physicians to increase their wealth
through strategic real estate investments.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
96 ● INC. ● SEPTEMBER 2021 ●
RETAIL
Companies that sell products and services directly to consumers, either
VALENTINO BEAUTY PURE
2012 WEST PALM BEACH, FLA.
252 1,812.9% 25

LEADERSHIP: David Dilorenzo, valentinobeautypure.com

online or at brick-and-mortar stores. Uses social media brand ambassadors to sell a range
Number of companies 32 • Total 2020 revenue $575.4m • Median 2020 revenue $10.2m • of beauty products.
Median 3-year growth rate 1,746.5% • Total 2020 employment 883
KATE QUINN ORGANICS 2006 LYNNWOOD, WASH. 277 1,680.1% 49
LEADERSHIP: Kate
Quinn, katequinn.com
Designs and sells apparel, bedding, and accessories
targeted toward children and moms.

• SASSY JONES 2013 RICHMOND, VA. 24 12,735.9% 38 BRANDCENTRIC ECOMMERCE 288 1,617.4% 8
LEADERSHIP: CharisJones, shopsassyjones.com 2017 ALBUQUERQUE
Sells jewelry and accessories online, in stores, and LEADERSHIP: Nick Lenhart, brandcentric.com
through Facebook Live events. Provides established brands access to more
customers on global e-commerce marketplaces.
26 11,475.4% 6
• MUGSY 2015 CHICAGO
FAIR HARBOR 2014 NEW YORK CITY
LEADERSHIP: Jake
Danehy, fairharborclothing.com 297 1,554.4% 7
Transforms upcycled plastic bottles into ultra-soft LEADERSHIP: Leo Tropeano, mugsy.com
apparel. Specializes in comfortable clothes for fun-loving men
looking to get the most out of life.
38 8,202.4% 65
• YEDI HOUSEWARE APPLIANCES
WHOLE9YARDS 2017 DOVER, DEL.
LEADERSHIP: Abhijeet
Argawal, kartit.us 309 1,483.8% 5
Represents more than 300 brands as a prime e- 2015 LOS ANGELES
commerce retailer for a vast portfolio of products. LEADERSHIP: Bobby Djavaheri, Matthew Revich,

• DETAILING CONNECT 2016 MIDDLETOWN, N.Y.

yedihousewareappliances.com
55 6,276.3% 7 Sells modern small kitchen appliances, including an
LEADERSHIP: Jared
Brachfeld, detailingconnect.com electric pressure cooker and an air fryer.
Distributes and sells specialty automotive detailing,
cleaning, and care products. MR. CHECKOUT 1989 OVIEDO, FLA. 343 1,376.6% 40

• BRÜMATE 2016 DENVER

LEADERSHIP: Joel
Goldstein, mrcheckout.net
71 5,320% 1 Connects independent distributors with retailers to
LEADERSHIP: DylanJacob, brumate.com help them find the best-selling products.
Sells insulated drinkware and coolers designed to
keep adult beverages at the perfect temperature. VITAL PET LIFE 2017 LOS ANGELES 348 1,364.3% 2
LEADERSHIP: DonieYamamoto, vitalpetlife.com
CAREWELL 2015 CHARLOTTE, N.C. 74 5,162.2% 34 Vends a line of sustainable and clean pet products to
LEADERSHIP: BiancaPadilla, carewell.com promote vitality, mobility, and longevity.
Offers independent caregivers an online selection
of affordable, top-quality medical items. WHEELSONSITE 2011 STERLING, VA. 352 1,342.8% 84
LEADERSHIP: BrianDean, wheelsonsite.com
OPTIMAL WAY 2013 FOREST HILLS, N.Y. 89 4,441.6% 15 Repairs cosmetic damage to alloy wheels at a
LEADERSHIP: Eleonora Grynivetskaya, Oleg Grynivetskyi, fraction of the cost of replacement.

• BEACHLY BRANDS 2015 OCEANSIDE, CALIF.

artistro.com
Sells art supplies to both professional and 372 1,290.9% 12
amateur artists. LEADERSHIP: Kevin
Tighe, beach.ly
Sells outdoor apparel, accessories, and lifestyle
MONTARO 2016 SAN FRANCISCO 96 3,980.3% 6 products by subscription and direct to consumer.
LEADERSHIP: Jakob
Celnik, Nicole Levi, montarollc.com
Provides data-driven insights to help brands sell BELLZI 2013 CHINO, CALIF. 419 1,150% 14
on Amazon. LEADERSHIP: EnChen, bellzi.com
Produces a line of plushie creatures, accessories,
THE BEST INDUSTRIES 2016 PALATINE, ILL. 102 3,858.3% 12 and apparel.

•• PRX PERFORMANCE 2013 FARGO, N.D.

LEADERSHIP: Iurii
Chernyshov, tbi-store.com
Develops innovative private-label products available 420 1,149.3% 95
for sale via Amazon. • Manufactures
Brian Brasch, prxperformance.com
LEADERSHIP:
space-saving fitness equipment, so
MODERN AND CHIC BOUTIQUE 130 3,112.6% 15 anyone can have a full gym at home.
2012 SANDY, UTAH
LEADERSHIP: ChristyButler, JPS PRODUCTS 2015 WEST BERLIN, N.J. 430 1,133.3% 21
modernandchicboutique.com LEADERSHIP: Jeff
Storch, jpsproducts.com
Sells functional and affordable accessories for Partners with brands to help them strengthen their
mothers and professionals through an online store. sales presence on e-commerce platforms.

JOCALIO GROUP 2017 NEW YORK CITY

LEADERSHIP: Val
Katayev, jocal.io
134 3,059.1% 8 • LUNYA 2014 SANTA MONICA, CALIF. 433 1,129.4% 40
LEADERSHIP: Ashley
Merrill, lunya.co
Leverages data, marketing, and technology to Sells women’s luxury sleepwear, using fabrics that
empower independent jewelers. control temperature and reduce muscle aches.

SMARTERVITAMINS 137 2,991.8% 1 RELAXIUM 2010 BOCA RATON, FLA. 461 1,040.3% 20
2016 GREEN COVE SPRINGS, FLA. LEADERSHIP: Eric
Cilberti, Timea Ciliberti, relaxium.com
LEADERSHIP: Randy Jabero, smartervitamins.com Supplies nutraceuticals backed by multiple clinical
Manufactures high-quality, affordable supplements, studies to improve sleep and mood.
including vitamins, minerals and herbs.
FAT BUDDHA GLASS 2016 GAITHERSBURG, MD. 464 1,035.5% 7
ZULAY 2015 CLEARWATER, FLA. 159 2,606.4% 30 LEADERSHIP: Mike Colavita, Kenneth Oplinger,
LEADERSHIP: Aaron Cordovez, zulaykitchen.com fatbuddhaglass.com
Makes kitchen gadgets that aim to save time and Sells quality glass smoking accessories at affordable
money for home cooks. prices to retail and wholesale customers.

ROODLE 2015 HARTFORD, S.D. 209 2,129.9% 4 GROOVE LIFE 2016 SPRING HILL, TENN. 466 1,032.7% 190
LEADERSHIP: Taylor
Ernster, vanillabeankings.com LEADERSHIP: Peter Goodwin, groovelife.com
Supplies gourmet vanilla products and vanilla beans Markets flexible and durable wedding rings for people
from around the world. with active lifestyles.

POMCHIES 2002 TEMPE, ARIZ. 221 1,987% 8 DAVE RIBEIRO 2014 NAPLES, FLA. 480 1,007.5% 14
LEADERSHIP: Heather Clark, pomchies.com LEADERSHIP: DavidAhmad, thecoldestwater.com
Makes accessories out of high-quality swimwear Sells unique cold-storage products made by a team
fabric, including lanyards, key keepers, and masks. of engineers in Naples, Florida.

● SEPTEMBER 2021 ● INC. ● 97

SECURITY
Companies that provide services related to surveillance systems,
risk management, physical security, and cybersecurity.
Number of companies 7 • Total 2020 revenue $65.6m • Median 2020 revenue $9.9m •
Median 3-year growth rate 2,487.6% • Total 2020 employment 665
SOFTWARE
Companies that design, develop, manufacture, and market software
and software-related services for businesses or individuals.
Number of companies 64 • Total 2020 revenue $1b • Median 2020 revenue $9.8m •
Median 3-year growth rate 1,795.5% • Total 2020 employment 8,367

BANYAN SOFTWARE 2016 ATLANTA 16 18,308.9% 220

LEADERSHIP: David
Berkal, banyansoftware.com
Acquires, grows, and holds niche-market enterprise
software businesses with high recurring revenue.

RADIX HEALTH 2015 ATLANTA 52 6,463.8% 91

LEADERSHIP: ArunMohan, radixhealth.com
Develops data-driven solutions that improve patient
scheduling for health care groups.

FREIGHTWAVES 2016 CHATTANOOGA, TENN. 85 4,596.9% 152

LEADERSHIP: Craig Fuller, freightwaves.com
Supplies market data, media, and news for the
$9.6 trillion global logistics industry.

BENEVATE 2016 ATLANTA 91 4,372.8% 18

LEADERSHIP: Jason
Rusnak, neighborlysoftware.com
Provides cloud-based software solutions for housing,
economic, and community development programs.

GONG.IO 2015 PALO ALTO, CALIF. 99 3,910.8% 450

LEADERSHIP: Amit
Bendov, gong.io
Enables revenue teams to maximize income by
capturing and delivering consumer insights at scale.

SALES BOOMERANG 2017 OWINGS MILLS, MD. 101 3,881.6% 36

LEADERSHIP: AlexKutsishin, salesboomerang.com
Develops software that tells mortgage lenders when
anyone in their database qualifies for a loan.

TRIAX TECHNOLOGIES 2012 NORWALK, CONN. 107 3,820.4% 38

LEADERSHIP: Robert
Costantini, triaxtec.com Supplies
BIGID 2016 NEW YORK CITY 19 14,421% 216 IoT and wearable technologies to help industrial
LEADERSHIP: Dimitri
Sirota, bigid.com worksites run safer, faster, and smarter.
Helps organizations discover, manage, protect, and
get more value from their personal data. NOTARIZE 2015 BOSTON 114 3,644.6% 220
LEADERSHIP: Pat
Kinsel, notarize.com
CYBERGRX 2015 DENVER 97 3,922.7% 143 Operates a platform that enables users to sign and
LEADERSHIP: Fred
Kneip, cybergrx.com notarize documents online, 24/7.
Enables organizations to quickly identify and reduce
third-party and vendor cyber risk. THEOREMREACH 2014 MADISON 116 3,535.2% 8
LEADERSHIP: Tom
Hammond, theoremreach.com
SEMPERIS 2015 HOBOKEN, N.J. 157 2,733.9% 120 Manages a network of mobile apps and websites
LEADERSHIP: MickeyBresman, semperis.com that reward market research participants.
Protects hybrid and multi-cloud environments from
cyberattacks, data breaches, and user errors. EON 2015 DENVER 128 3,131% 24
LEADERSHIP: AkiAl-Zubaidi, Christine Spraker
ADLUMIN 2016 WASHINGTON, D.C. 170 2,487.6% 22 eonhealth.com
LEADERSHIP: Timothy Evans, Robert Johnston, Collects, curates, and distributes health care data to
adlumin.com improve patient care and reduce costs.

• ONETRUST 2016 ATLANTA

Offers corporations comprehensive reporting tools
and innovative cybersecurity solutions. 132 3,079.5% 1,367
LEADERSHIP: Kabir
Barday, onetrust.com
ARKOSE LABS 2015 SAN FRANCISCO 195 2,216.3% 116 Integrates privacy, security, and data governance
LEADERSHIP: Kevin
Gosschalk, arkoselabs.com programs to help companies be more trusted.
Wastes scammers’ time and resources to undermine
the economic drivers behind fraud. EDISON INTERACTIVE 2016 DENVER 144 2,863.2% 39

• YOURSIX 2015 ROSEVILLE, MINN.

LEADERSHIP: Jeremy Ostermiller, edisoninteractive.com
208 2,144.7% 34 Builds customized interactive customer experience
LEADERSHIP: Eric
Styles, yoursix.com solutions for digital signs, kiosks, and other screens.

• LATTICE 2015 SAN FRANCISCO

Operates a feature-rich cloud-based physical security
platform. 145 2,838% 191
LEADERSHIP: Jack
Altman, lattice.com
FUNDINGSHIELD 2016 NEWPORT BEACH, CALIF. 491 988.9% 14 Runs a people management platform that helps
LEADERSHIP: Ike
Suri, fundingshield.com workplaces turn employees into high performers.
Offers transaction-level protection against real
estate and mortgage-related fraud and other risks. WEBFORCE 2015 AUSTIN 152 2,775.8% 46
LEADERSHIP: Luis
Madrid, webforcehq.com
Helps companies easily market, sell, and deliver their
products online.

MAXWELL FINANCIAL LABS 2015 DENVER 154 2,751.6% 186

LEADERSHIP: John
Paasonen, himaxwell.com
Operates a digital platform to increase efficiency for
community mortgage lenders.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
98 ● INC. ● SEPTEMBER 2021 ●
AFFINITY 2014 SAN FRANCISCO 156 2,737.8% 82 LINKSQUARES 2015 BOSTON 253 1,806% 62
LEADERSHIP: Shubham Goel and Ray Zhou, affinity.co LEADERSHIP: VishalSunak, linksquares.com
Provides an intelligence platform for relationship- Automates contract processes for legal teams
driven industries. through its platform.

IVY.AI 2016 BOULDER 168 2,510.6% 27 LOANPRO SOFTWARE 2016 FARMINGTON, UTAH 258 1,785.1% 52
LEADERSHIP: Mark McNasby, ivy.ai LEADERSHIP: RhettRoberts, loanpro.io
Offers an artificially intelligent campus-wide chatbot Streamlines workflows in the loan servicing and loan
for colleges and universities. collections processes.

APPZEN 2012 SAN JOSE, CALIF. 171 2,476.8% 238 GRAVY ANALYTICS 2011 DULLES, VA. 263 1,768.1% 60
LEADERSHIP: AnantKale, appzen.com LEADERSHIP: Jeff
White, gravyanalytics.com
Makes tools for finance teams to automate spend- Develops real-world location intelligence software for
management tasks and prevent fraud. marketers.

APPLOI 2014 NEW YORK CITY 179 2,342.6% 50 • LEASEQUERY 2011 ATLANTA 266 1,754.3% 176
LEADERSHIP: Adam Lewis, apploi.com LEADERSHIP: GeorgeAzih, leasequery.com
Provides end-to-end recruiting, onboarding, and Eliminates lease accounting errors through its cloud-
credentialing software to health care organizations. based software.

ARTISAN TECHNOLOGY GROUP 180 2,342.6% 56 •• MOTIVOSITY 2013 LEHI, UTAH 267 1,753.6% 27
2011 KANSAS CITY, MO. Scott Johnson, motivosity.com
LEADERSHIP:
LEADERSHIP: Mike
Zimmerman, artisantechgroup.com Fosters community in the workplace with its
Designs and builds digital solutions that are tailored employee engagement software.
to Midwestern clients’ unique businesses.
TROVE RECOMMERCE 2012 BRISBANE, CALIF. 268 1,744.2% 194
ACCELEVENTS 2015 BOSTON 181 2,339.7% 65 LEADERSHIP: AndyRuben, trove.co
LEADERSHIP: Jonathan Kazarian, accelevents.com Builds and provides technology that powers circular
Offers a virtual and hybrid events platform with shopping for premium and luxury brands.
customizable interactive features.
RFPIO 2015 BEAVERTON, ORE. 281 1,648.8% 176
NOBLESOFT TECHNOLOGIES 196 2,200.1% 74 LEADERSHIP: GaneshShankar, rfpio.com
2011 IRVING, TEXAS Helps streamline RFPs, security questionnaires, and
LEADERSHIP: Venkat Yerubandi, noblesoft.com other response-gathering processes.
Supplies custom software to solve today’s supply
chain management challenges. QUALSIGHTS 2012 CHICAGO 282 1,646.6% 40
LEADERSHIP: Nihal
Advani, qualsights.com
ONE STEP GPS 199 2,181.8% 21 Allows companies to observe and interact with
2017 SAN FERNANDO, CALIF. customers as they shop or use products.
LEADERSHIP: James Fish and Adam Ben Jacob
onestepgps.com SMART RAIN 2012 CENTERVILLE, UTAH 283 1,641.6% 39
Offers a comprehensive suite of GPS fleet tracking LEADERSHIP: Rudy
Larsen, smartrain.net
products. Assists homeowners and businesses in tracking and
minimizing water consumption.
LEAFLINK 2015 NEW YORK CITY 204 2,155.3% 120
LEADERSHIP: Ryan
Smith, leaflink.com PREMISE DATA 2012 SAN FRANCISCO 286 1,623.4% 120
Runs an e-commerce wholesale marketplace for the LEADERSHIP: MauryBlackman, premise.com
cannabis industry. Blends machine learning with human intelligence to
analyze real-time market data for decision making.
KENECT 2017 PLEASANT GROVE, UTAH 216 2,030.7% 89
LEADERSHIP: Shaun Sorensen, kenect.com
Provides clients simple tools to communicate with
• SHIELD AI 2015 SAN DIEGO 287 1,622.2% 171
LEADERSHIP: Ryan Tseng, shield.ai
customers and gather leads from their websites. Builds A.I. software and systems for the national
security sector.
TILED 2016 SAN DIEGO 220 1,993.1% 37
LEADERSHIP: Darrell
Swain, tiled.co WISELY 2012 ANN ARBOR, MICH. 300 1,542.1% 52
Enables innovative storytellers to create engaging, LEADERSHIP: Mike
Vichich, getwisely.com
interactive content for any device. Develops best-in-class table management and guest
data software for restaurants.
PARADOX 225 1,940.9% 202
2016 SCOTTSDALE, ARIZ.
LEADERSHIP: Aaron
Matos, paradox.ai
• DASH TECHNOLOGIES 2010 COLUMBUS, OHIO 308 1,485.5% 49
LEADERSHIP: Shani
Bhavsar, dashtechinc.com
Develops conversational A.I. software to help Optimizes businesses’ data through custom software
companies automate human resources tasks. offerings.

DEVCOOL 2006 PLEASANTON, CALIF.

LEADERSHIP: SandeepDeokule, devcool.com
233 1,898.3% 108 •• AWARDCO 2015 PROVO, UTAH 310 1,482.7% 121
Steve Sonnenberg, award.co
LEADERSHIP:
Manages technological advancements designed to Partners with Amazon Business to offer a powerful
improve in-hospital patient care. and efficient rewards and recognition platform.

TRALIANT HOLDINGS 234 1,893.7% 76 GROWFLOW 2016 SEATTLE 312 1,466.8% 81

2016 MANHATTAN BEACH, CALIF. LEADERSHIP: Travis
Steffen, growflow.com
LEADERSHIP: Mike Pallatta, traliant.com Provides compliance, inventory management,
Delivers bite-size compliance training on a analytics, and sales tools for the cannabis industry.
customizable e-learning platform.
HALLMARK HEALTH CARE SOLUTIONS 318 1,443% 17
WHISTIC 2015 PLEASANT GROVE, UTAH 236 1,892.3% 54 2010 HAUPPAUGE, N.Y.
LEADERSHIP: Nick Sorensen, whistic.com LEADERSHIP: Isaac Ullatil, hallmarkhcs.com
Reduces friction in the B2B vendor procurement Develops workforce and compensation management
process through automated risk management. solutions for the health care industry.

BALBIX 2015 SAN JOSE, CALIF. 251 1,818.5% 65 RALLYUP 2013 PHOENIX 323 1,431.2% 32
LEADERSHIP: Gaurav Banga, balbix.com LEADERSHIP: Steve
Bernat, rallyup.com
Markets a platform that helps organizations discover, Works with nonprofits to create interactive
prioritize, and mitigate cybersecurity risks. fundraising experiences for their donors.

● SEPTEMBER 2021 ● INC. ● 99

SOFTWARE (CONT.)
• REVIEW WAVE 2010 IRVINE, CALIF.
LEADERSHIP: MattPrados, reviewwave.com
Helps health care providers capture leads, book new
TELECOMMUNICATIONS
Companies that transmit voice, video, or data services on a mass scale,
and companies that sell services primarily to telecom firms.
Number of companies 9 • Total 2020 revenue $161.8m • Median 2020 revenue $9.7m •
Median 3-year growth rate 1,340% • Total 2020 employment 416
328 1,422.1% 38

• ZULIE VENTURE 2016 STAFFORD, TEXAS

patients, and serve existing ones.
184 2,282.9% 5
TEXT REQUEST 2014 CHATTANOOGA, TENN. 335 1,399.2% 20 LEADERSHIP: Parvez
Jasani, cellpay.us
LEADERSHIP: Brian Elrod, textrequest.com Provides easy ways to make instant payments, 24/7.

• LIVE WIRELESS 2002 TOMS RIVER, N.J.

Implements a professional software platform to help
companies manage text messaging as a team. 210 2,085.1% 14
LEADERSHIP: MichaelOrlando, live-inc.com
923 DIGITAL 2012 DANVERS, MASS. 351 1,344.1% 35 Supplies device refurbishment and asset-
LEADERSHIP: Andrew Amann, Pavel Kirillov, management services to the wireless industry.
923digital.com
Creates moble and web applications to help busi- NEXXTGEN 2012 IRVING, TEXAS 261 1,770.7% 48
nesses reach their customers. LEADERSHIP: Eric
Grant, nexxtgen.com
Supports telecom projects from concept to completion
BRANCH METRICS 365 1,312.6% 323 with products and services.
2013 REDWOOD CITY, CALIF.
LEADERSHIP: Alex Austin, branch.io
Makes mobile marketing software to drive users to
• CONEXON 2015 KANSAS CITY, MO. 313 1,460.8% 192
LEADERSHIP: Jonathan Chambers, Randy Klindt, conexon.us
apps and measure their engagement. Works exclusively with rural electric cooperatives to
deliver fiber internet services.
PICSART 2011 SAN FRANCISCO 375 1,284.5% 733
LEADERSHIP: HovhannesAvoyan, picsart.com
A&M COMMUNICATIONS 2017 PORTLAND, ORE. 355 1,340% 60
Offers image and video editing tools with a large
LEADERSHIP: WilliamSonnabend, am-comm.com
open-source content collection.
Offers telecommunications services to tier one and
•• 360IA 2015 LAFAYETTE, LA. 387 1,245.1% 63 tier two vendors throughout the western U.S.
Frankie Russo, 360ia.com
LEADERSHIP:
371 1,298.9% 34
Supplies marketing technology that connects DC BLOX 2014 ATLANTA
LEADERSHIP: Jeff
Uphues, dcblox.com
organizations to prospects in their communities.
Owns and operates interconnected multitenant data
392 1,235.7% 16 centers that power digital businesses.
SCOUTSIDE 2011 CHARLESTON, S.C.
LEADERSHIP: Thomas McCutchen, scoutside.com
Helps subscription-based merchants create user • TITANIUM WIRELESS 2015 GULF BREEZE, FLA. 401 1,209.4% 15
LEADERSHIP: Jessica
Rhodes, titaniumwireless.com
experiences that convert visitors into customers.
Disrupts the business mobility industry with
408 1,185.1% 10 innovative plans that work across multiple networks.
DONOR PRECISION 2011 ARLINGTON, VA.
LEADERSHIP: Tracy
Dietz, donorbureau.com
XTREME ENTERPRISES 2014 WELLSBORO, PA. 414 1,171% 11
Builds data models to predict donor behavior for
LEADERSHIP: DavidTews, xtremelte.com
charitable organizations.
Distributes and supports Ericsson telecommunications
409 1,184.3% 75 equipment for wireless ISPs.
BOOSTR 2015 NEW YORK CITY
LEADERSHIP: Patrick
O’Leary, boostr.com
Manages an ad platform with user-friendly work- • GUERRILLA RF 2013 GREENSBORO, N.C. 489 989.6% 37
LEADERSHIP: Ryan Pratt, guerrilla-rf.com
flows, actionable insights, and accurate forecasting.
Designs high-performance monolithic microwave-
421 1,149.1% 17 integrated circuit equipment.
HEALTH AT SCALE 2015 SAN JOSE, CALIF.
LEADERSHIP: Zeeshan Syed, healthatscale.com
Uses A.I. to optimize care delivery for patients
managed by at-risk payers, employers, and providers.

JUNIPER SQUARE 2014 SAN FRANCISCO 425 1,137.1% 234

TRAVEL + HOSPITALITY
Travel agencies, tour operators, and other companies that help to plan
LEADERSHIP: Alex
Robinson, junipersquare.com travel and provide vacation-related services, or operate leisure destinations.
Makes all-in-one investment management software
for the commercial real estate industry. Number of companies 4 • Total 2020 revenue $120.4m • Median 2020 revenue $22.3m •
Median 3-year growth rate 1,999.1% • Total 2020 employment 342
USCREEN 2015 WASHINGTON, D.C. 437 1,120.1% 85
LEADERSHIP: PJ
Taei, uscreen.tv
Assists customers worldwide in selling videos online
via on-demand and live streaming.
136 3,011.8% 175
• MIKMAK 2014 NEW YORK CITY 439 1,116.4% 72
FRONTDESK 2017 MILWAUKEE
LEADERSHIP: Kyle
Weatherly, stayfrontdesk.com
LEADERSHIP: Rachel Tipograph, mikmak.com Offers short-term and vacation rentals through an
Helps multichannel brands understand their consum- online platform that mimics the hotel experience.
ers, allocate marketing dollars, and drive sales.
ULTIMATE TOYS 2017 LOVELAND, OHIO 162 2,587.5% 20
FIVETRAN 2012 OAKLAND, CALIF. 456 1,062.8% 465 LEADERSHIP: Josh
Green, ultimatetoys.com
LEADERSHIP: George Fraser, fivetran.com Distributes custom-manufactured, luxury Mercedes-
Centralizes organizations’ data for analysis, saving Benz Sprinter vans.
on data engineering resources.
332 1,410.8% 134
•• ZEROBOUNCE 2015 BOCA RATON, FLA. 487 995.5% 34
AVANTSTAY 2017 LOS ANGELES
LEADERSHIP: Sean Breuner, Reuben Doetsch, avantstay.com
Liviu Tanase, zerobounce.net
LEADERSHIP: Deploys automation to offer first-class short-term
Removes risky and obsolete data from email rentals, currently in seven U.S. markets.

• STAYMARQUIS
databases to improve email marketing ROI.
373 1,290.3% 13
HYPERSCIENCE 2014 NEW YORK CITY 490 989% 228 2015 MELVILLE, N.Y.
LEADERSHIP: Peter Brodsky, hyperscience.com LEADERSHIP: Alex Goldstein, staymarquis.com
Modernizes processes for the government, financial Provides marketing, booking, concierge, and
services, insurance, and health care sectors. management services for vacation rentals.

$ F O R M O R E E X C LU S I V E I NC . 5 0 0 0 C O M PA N Y DATA , V I S I T DATA . I NC .C O M

RANK THREE-YEAR REVENUE GROWTH NUMBER OF EMPLOYEES •The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
100 ● INC. ● SEPTEMBER 2021 ●
INC. BRANDVIEW/FRANCHISE
NuSpine Chiropractic Expands
in Challenging Year
In a year when many brick-and-mortar businesses struggled, NuSpine expanded and thrived.
NUSPINE CHIROPRACTIC has estab-
lished itself as one of the fastest-
growing new franchise companies,
despite the recent pandemic. NuSpine
is a cash-based chiropractic franchise
that is awarding area representa-
tive and franchise licenses across the
nation. With 204 area representative
licenses and 41 franchises awarded in
14 states, NuSpine has grown rapidly
and is seeking entrepreneurs to join
their growing team.
The reason that NuSpine has been
so successful is that they recognized
that the chiropractic industry, while in
high demand, has failed to modern-
ize with the times. The chiropractic
industry is in need of healthy innovation,
and NuSpine Chiropractic is here to do
just that.
When compared to the competition,
NuSpine provides additional services,
like hydrotherapy massage, to provide a
more robust experience to every patient.
People in today’s world want their care
delivered in a fast, affordable, and conve-
nient way, without sacrificing the quality
of care. Meaning no appointments, con-
venient hours on evenings and weekends,
in highly accessible anchored locations,
and a simple experience that takes all
the pressure off.
Area Representative Richard Rees
says, “We’ve experienced firsthand the
benefits of convenient, affordable chiro-
practic services. We also know from our
FOR MORE INFORMATION:
Tim O’Sullivan | tosullivan@nuspinenow.com
833-977-4639 | www.nuspinefranchise.com
Franchise is a
ownership, in other similar concepts, that
NuSpine is a better approach. We are very
impressed by NuSpine’s enhanced patient
focus on all levels. The deciding factor
for us to get involved was the experience
of the corporate support team, to the
comprehensive infrastructure already
developed by the Hedlund’s, to the fact
that John Leonesio (former founder of
Massage Envy and the former co-found-
er and CEO of The Joint Corp.) sits on
NuSpine’s board.”
You don’t need to be a chiropractor
to get involved. NuSpine is looking for
entrepreneurs and experienced franchise
partners who understand the benefits of
this emerging industry. So don’t delay, get
in now, to secure your prime territory.
 ON LOCATION WITH ...
The Painters of the
Highest Point of Every
Small Town in America

No

174
RORY SUDBECK
VIKING INDUSTRIAL PAINTING
THREE-YEAR REVENUE

I
GROWTH: 2,433%

It’s certainly scary, says Rory
Sudbeck. No, not scaling a 13-story-
tall water tower—you get used to
that. Scary is leaving a lucrative
livelihood to start a new business,
and then blowing through your
credit line and wondering if you’ll
run out of cash. “That was as scared
as I want to be,” says Sudbeck, who,
even as the boss, has no problem
strapping on a harness and climbing
atop water towers.
Sudbeck was in the business of
selling coatings for things like water
tanks when he met his co-founder,
John Snodgrass, who worked for
a tank-maintenance company. Three
years ago, the two bought a small
family-owned shop called Viking
Industrial Painting (V.I.P.). They
knew that competitors were leaving
the business; they also knew that
water towers can last a long time.
Operating out of Omaha,
they began using their industry
connections to generate business.
“Most of the tanks we get on are
50 to 100 years old,” says Sudbeck.
“That’s pretty standard. It costs
a lot more to build a tank than to

102 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPHS BY ACKERMAN+GRUBER

 HIGH ROLLERS
At this job site in Prior
Lake, Minnesota,
crew members tented
the 140-foot-tall
steel tower, and then
sandblasted it inside
and out to remove
old paint. Next
came three coats
of new paint—500
gallons to cover the
750,000-gallon tank,
which is about 50
years old. Today’s
exterior paints are
epoxy-based, similar
to those used on
automobiles; interior
paints meet stringent
environmental regs.
The town spent about
$790,000 for the job.

PAINTING BY
NUMBERS
Painting water
towers pays well.
Top painters at
Viking can earn
up to $160,000
a year, and less-
experienced hands
can still bring in
$70,000. “We try
to find the best,”
says co-founder
Rory Sudbeck.
“We pay really well
and treat people
well.” The company
has close to 100
painters on its
payroll.

fix the one you have.” reserve supply for emergencies

Tower crews are like a traveling
circus: They pull into town, set up
shop for three weeks to six months,
and then move on to the next job.
The steel tanks themselves rely
on a force as old as the universe—
gravity—to create the pressure
needed to supply water to the town
below. The tanks also function as a
and to even out peaks in demand.
Water towers need to be
patched and repainted every 15 to
20 years to maintain their integrity.
(Two things to keep out of a water
tank: dead animals and live bacteria.)
“We do the dirty work,” says
Sudbeck. “The stuff that no one else
really wants to do.” —BILL SAPORITO

● SEPTEMBER 2021 ● INC. ● 103

M
EASING
ARK BUFFINGTON was
stunned by the purity of the
pitch. And even more so by the
kid making it—a student presenting at
Georgia Tech’s Create-X program for
aspiring entrepreneurs. The managing
partner of Panoramic Ventures in At-
lanta, Buffington had heard a million
pitches during his career as an investor.
This one was special. “Simplicity is
really hard to obtain,” he explains, “and
the way he articulated the solution was
so elegant I thought, ‘This is going to be
a massive winner.’” Buffington knew
immediately that he wanted in.
That Georgia Tech student was
named Sean Henry. And what he outlined
that day in 2016 was the concept behind
Stord: a cloud-based distributed logistics
platform designed to connect companies
in real time to the hundreds of thousands
of nodes that constitute the nation’s sup-
ply chain. That includes disparate and
disconnected manufacturers, suppliers,
retailers, third-party logistics providers,
freight forwarders, warehouse operators,
freight brokerages, truck drivers, and
ultimately you, the customer.
With his co-founder and CTO, Jacob
Boudreau, what Henry envisioned wasn’t
so much a supply chain company as it was
a supply change company—a single
104 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPHS BY ANDREW HETHERINGTON
Stord’s cloud-based
warehousing platform
started as a student
project. It could
revolutionize the
global supply chain.
THE
BY BILL SAPORITO
distributed network that would allow
customers of all sizes to shape-shift, to
expand or contract their warehouses on
demand, for example, without having to
build their own or enter into long-term
contracts with third-party logistics com-
panies. Essentially, Stord can form an
orchestra from scattered soloists.
HEAVY
In many industries, disrupters
compete against the established order.
Such order didn’t exist in the logistics
space. “More than anything, they were
competing against no one,” says Daley
Ervin, the managing director of Engage
Ventures, a venture platform for some of
the largest corporations in Atlanta and
an early investor. “When you go into an
industry that has nothing, whatever you
build is better than sheets of paper and
LIFT
faxes. They were competing against
sticky notes.”
For Henry and Boudreau, their
20-something ages and their grand vision
might have been, to some, their biggest
barriers. Unencumbered by industry
experience, they set out to create some-
thing revolutionary.
I
F YOU’VE TRIED to order dumb-
bells, lawn furniture, or even a Chevy
Silverado in the past 18 months, you
know one thing, for sure: that the global
supply chain has been bonkers. The pan-
 LOFTY GOALS
Disrupting the
logistics industry
is a tall order for
two 20-somethings,
but so far, Jacob
Boudreau (at the
wheel) and Sean
Henry’s vision has
been a virtue.

No

42
JACOB BOUDREAU &
SEAN HENRY
STORD
THREE-YEAR REVENUE
GROWTH: 7,580.6%

● SEPTEMBER 2021 ● INC. ● 105

demic has exposed the fault lines under such concepts
as just-in-time manufacturing and global sourcing. A
chip shortage in Taiwan has hobbled automobile
production in Michigan and Mexico; a shipping con-
tainer shortage in Hong Kong has slowed the delivery
of all manner of goods; when ships do arrive, they
overwhelm ports on both U.S. coasts. Once goods are
unloaded, a shortage of trucks and truck drivers ex-
acerbates the slowdown.
That has spelled opportunity for a number of Inc.
5000 companies. At Emerge (No. 530 on this year’s
list), Andrew Leto is applying technology to connect
shippers with carriers in a segment of the industry
that has relied on emailed spreadsheets. Today, even
large companies don’t know how much capacity is
available on any given day or for the next month; they
send out email blasts asking for RFPs. To solve for
that, Emerge has created a platform to allow different
segments to have a real-time view of available truck-
ing. It’s Leto’s second, logistics-based Inc. 5000
company—he also founded GlobalTranz, which made
the Inc. 5000 in 2008 (No. 326), 2009 (No. 175), and
2010 (No. 724).
In Jackson, Tennessee, specialty hauler Iuvo
Logistics (No. 446 on this year’s list) is growing fast
by keeping truckers happy. Instead of the traditional
“This is going
pay scale of 50¢ a mile—or nothing if a shipment is
delayed by, say, bad weather—Iuvo guarantees them
$65,000 annually plus benefits and incentives that
can add $13,000. No one works weekends. In a field
where the turnover is 100 percent every 36 months,
employee attrition is just 9 percent. Co-founded by
James Dowd, whose previous two logistics companies
got wiped out by a hurricane and the Great Recession,
Iuvo landed at No. 310 on the 2019 Inc. 5000 and at
No. 246 in 2020. The company now owns 40 trucks
and is on the way to 100 by year end.
As the pandemic has unfolded, traditional
retailers have been forced to accelerate their shift to
e-commerce. That’s easy to do on the order-
taking side, but not on the fulfillment side. “These
companies are configured for truckloads,” says
Henry. “Pallet in, pallet out. Now the problem is: How
do I reach end customers versus a truckload to a
partner once a week?” Most companies don’t have
the capital, or desire, to build out their own multi-
channel distribution systems. “That’s where we come
in,” says Boudreau. “We can provide that deeply
integrated supply chain without their having to build
and own all those assets.”
T
HERE WAS ANOTHER large force in play
for Stord: the flourishing startup network
in noncoastal Atlanta, one that has contin-
ued to attract capital and talent during the pan-
106 ● INC. ● SEPTEMBER 2021 ●
demic. Just like the coastal versions, Atlanta’s
ecosystem is anchored by the presence of a major
research university in Georgia Tech. The ecosystem
includes large corporations—Coca-Cola, Home De-
pot, UPS, Delta Air Lines—that can serve as investors,
advisers, and customers.
Stord, No. 42 on this year’s Inc. 5000, is a product
of all that. Henry and Boudreau met at a startup
conference in Atlanta and found that their skills
offset perfectly. “Sean was heavy on the business side
and knew enough technology to be dangerous,” says
Boudreau, the code jockey. “I had the opposite: I
knew technology and enough about business to be
dangerous.”
Both men had first encountered the supply chain
as users. As a student, Henry had a side gig selling
electronics, automotive parts, and cleaning supplies.
Boudreau, too, was an online seller, but when friends
kept tapping him for support for their own online
ventures, his coding chops won out. That blossomed
into a business designing inventory management and
workflow systems, but he wanted something bigger.
“Ultimately, I wanted to focus on a product of scale,
beyond a one-off project,” he says.
Scale loomed larger in Henry’s eyes when he went
to work for a German auto and industrial parts firm
called Huehoco Group in 2015. In Düsseldorf, he
contributed to projects such as process-flow optimi-
to be one
zation to reduce labor costs. But when the company
tried to apply the same approach to inventory reduc-
tion modeling across its global supply chain, he ran
of the most into a problem. There were warehouses with inven-
tory and software to manage the inventory, but not in
important
real time. “You can’t get an active picture because it’s
not agile,” he says. “We didn’t have a network. It was
companies to
all one-off.” Much like astronomers looking at stars
in distant galaxies, he was peering into the past.
Coupling the physical assets and the software
ever come out could create visibility and efficiencies. Pooling
$10,000 in 2016, and living on a ramen diet,
of Atlanta.”
Boudreau headed to his office—his parents’ couch—to
noodle the code while Henry began pulling the busi-
ness plan together.
That idea is exactly what had dazzled Buffington
at Create-X—though it was not Buffington who
funded it. He blew the deal. “I went over to Henry
and said something like: ‘Holy crap, this thing is awe-
some.’ I think I scared him to death,” he says, laughing.
It was, in fact, another presentation attendee,
Create-X co-founder Chris Klaus, who ultimately
provided Henry $200,000 in seed money. Then it was
off to an accelerator program at Tennessee’s Dynamo
Ventures, which specializes in incubating and invest-
ing in supply chain and mobility startups, and, along
with Engage, was a seed investor. In 2019, Dynamo
A WIDE-OPEN took a piece of the company’s $12.3 million A round,
MARKET along with Founders Fund, Steve Case’s Rise of the
One of Stord’s
Rest, and Kleiner Perkins.
competitive
advantages has been Henry topped off the year by collecting $100,000,
the willingness to and some more tutoring, after being selected as a
build what nobody Thiel Fellow, which is funded by that Thiel fellow,
else would: a supply
chain that caters Peter, co-founder of PayPal and Palantir. A recent
to companies. $65 million Series C round brought the company’s
total funding to $100 million—and a valuation north
of $500 million.
The smart money, in every sense of the word, was
betting on Henry and Boudreau, but like many start-
ups, Stord had a difficult time making inroads. The
people who run warehouses are not to be
confused with fashionistas looking for fresh young
faces. The sight of two guys who looked like they just
got out of high school selling them a three-
dimensional logistics model didn’t translate to
instant sales. “Ultimately, supply chains are a
high-trust industry,” says Boudreau. “In the early
innings, delivering those proof points was difficult.”
The pandemic has proved their case.
Today, Stord’s software hovers above the supply
chain like some all-seeing drone, allowing any busi-
ness to see it and connect to it through a single dash-
board. Suppose your company wants to warehouse a
pallet of goods for 30 days in Des Moines. Next month.
Stord can scan its network of 600 warehouses and
30,000 truck carriers and find the slot for a specific
time period. The industry was never set up this way;
it operates largely on three-year contracts. “In gen-
eral, we’ve seen different models play out across
different industries, of taking latent and excess capac-
ity and turning it into an open marketplace,” says
Boudreau. One of those models is called Uber.
P
RIOR TO COVID-19, the supply chain seemed,
to most consumers, efficient. And it is when
we order from Amazon or Walmart. Stuff gets
delivered relatively quickly, even overnight, because
those large companies are horizontally integrated—
from Amazon’s somewhat notorious warehouses to its
● SEPTEMBER 2021 ● INC. ● 107
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automation and
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airline and delivery fleets. In the past decade, as con-
sumers began to apply more pressure on companies
to deliver like Amazon, those firms often opted to use
more third-party logistics providers for order fulfill-
ment, eventually dispersing products across dozens if
not hundreds of them. “Once they get into the third-
party logistics space, they lose visibility. It’s a big
struggle for them,” says Henry. “What inventory is
where? They are making decisions off of lagging data.”
The lack of visibility was Stord’s opportunity, but
how do you tie all these various third-party
providers and their warehouses together when they
are all using a jumble of software—and acronyms—to
track items: warehouse management systems (WMS),
inventory management systems (IMS), some of them
tied to enterprise resource planning (ERP) systems.
Some used an electronic data interchange (EDI)
protocol to exchange data, others an application
programming interface (API). One customer was still
using Excel spreadsheets.
Boudreau and his team cranked out iterations
over a couple of years to devise an interface that
could make this babble of supply chain software—
and their acronyms—completely interoperable.
Applying what’s known as a canonical data model,
they created a flexible integration layer that can
translate any data system, from your online shopping
cart to a warehouse running a 20-year-old WMS.
“It’s only once the pieces become connected that
you can solve for the core problems,” says Henry.
“From the point of manufacture to the last mile, you
can now solve for whatever inefficiencies arise.”
Take Home Depot. The company runs its own
warehouses and is great at the pick-and-pack fulfill-
ment of nuts, bolts, household goods, and other small
items. But bulky, low-volume items such as replace-
ment doors can now be sent to a third-party logistics
provider while still giving Home Depot complete
knowledge and control of the inventory. Likewise,
if the company wants to run a promotion in 10 cities
for a month, it can forward-position inventory in
those cities to get it closer to customers, which saves
on last-mile shipping costs.
For companies with less-extensive distribution
capabilities, Stord’s strength is in using its software
to identify the best place to stock merchandise in
such a way as to minimize the cost of getting one
item to one customer in any part of the country, a
process that begins with the truckload out of the
port or factory and ends at your address. (The com-
pany’s first customer was a Chinese solar panel
maker.) For some companies, that may mean grab-
bing more space in Portland, Oregon, and less in
Portland, Maine—and then having the ability to
quickly reverse that if sales patterns change. It’s the
flexibility that matters. “We are built to help retail-
ers and e-commerce brands deliver faster than they
are able to do on their own,” says Henry. And that
allows them to become omnichannel distributors,
an important capability during the pandemic.
At its core, Stord’s version of supply chain optimi-
zation means getting billions of decisions correct
about how stuff is delivered to us in this omnichannel
world. Amazon has had a 20-year head start on
everyone, but Stord’s promise is that its network
can offer Amazon-level logistics to everyone—
democratizing the playing field. Indeed, Stord now
offers small companies Amazon-like efficiency: two-
day delivery in 99 percent of the country, and one-day
delivery in 90 percent. “Expectations have gone up
tremendously,” says Henry. “There’s been no way for
businesses to expand their supply chains to match
consumer demands.”
Boudreau likens supply chain democratization to
app development. Before the cloud, creating an app
demanded tons of processing power and millions of
dollars. “Today, you can have a kid in their dorm start
an app that’s used worldwide,” he says. Stord’s bet is
that the same thing can happen in the supply chain.
“Democratizing the capability allows early-stage
companies to get that same access; so you can unlock
a lot of value to the end consumer.”
Stord’s logistics engine is currently aimed at the
broad, commodity end of the industry. But Henry and
Boudreau envision themselves pointing that engine
further upstream and down to other disconnected
parts of the supply chain: ocean shipments and cold-
chain distribution, for instance. The company bought
a truck brokerage last year. Stord is also opening a
386,000-square-foot warehouse in Atlanta, which
will integrate leading-edge robotics and automation
technology. The warehouse will also serve as a logis-
tics lab. The company calls this end-to-end strategy
“port-to-porch.”
Customers are clearly buying into that vision.
Stord will hit a run rate of $100 million this year,
with revenue increasing 350 percent over 2020. How
big can it be? As Ervin says: “This is going to be one
of the most important companies to ever come out
of Atlanta. It has the potential to be a $10 billion
company.”
Capitalizing on the logistics industry’s inefficien-
cies would never have been possible without an
inexperienced student testing a bold thesis—that the
global supply chain was mostly a series of badly or
unconnected links. “It was what I perceived to be a
total blue ocean market,” says Buffington. “Nobody
was taking that approach.” Now someone is.
BILL SAPORITO is an Inc. editor-at-large.
● SEPTEMBER 2021 ● INC. ● 109
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 THE TOP 500
Behold the top 10 percent of the
Inc. 5000—and discover the 4,500

110 ● INC. ● SEPTEMBER 2021 ●

other elite performers of the year at
inc.com/inc5000/2021

Three-Year Growth
1 Human Bees 48,345% 127 BluWave 3,156.9% 254 Cinch Kit 1,801.2%
380 Tri-State Transportation, 1,272.2%
2 Carbon Health 39,733.7% 128 Eon 3,131% 255 Proforma Global Sourcing 1,800.5% Training and Safety Consulting

•Upstream Life Insurance 129 SAB Biotherapeutics 3,121.5% 256 Aruza 1,791.6% 381 Amplified Wireless Solutions 1,266.9%
3 36,955%
Company 130 Modern and Chic Boutique 3,112.6% 257 Surgery Dynamics 1,791.1% 382 Complement 1,258.9%
4 Revolutionary Clinics 32,997.2% 131 ••Medlab International 3,094.2% 258 LoanPro Software 1,785.1% 383 Truity 1,251.9%
5 Dave 28,972.3% 132 •OneTrust 3,079.5% 259 Bold Strategies 1,781% 384 RxRevu 1,249.9%
6 Brander Group 27,096.4% 133 GLAD Empire 3,076.6% 260 CAULIPOWER 1,771.3% 385 ••Element 78 Partners 1,249%
7 Varo Bank 23,935.5% 134 Jocalio Group 3,059.1% 261 NexxtGen 1,770.7% 386 Ascension 1,248%
8 Hardbody Supplements 22,947.7% 135 •American Tree Medics 3,015.5% 262 Centurion Consulting Group 1,769.3% 387 ••360ia 1,245.1%
9 •Paxon Energy 22,742.4% 136 Frontdesk 3,011.8% 263 Gravy Analytics 1,768.1% 388 Manly Bands 1,244.5%
10 Budderfly 22,485.6% 137 SmarterVitamins 2,991.8% 264 Arise Recovery Centers 1,758.6% 389 •Sedera 1,241.2%
11 Texas Solar Integrated 22,380.8% Arizona Custom Blends 265 •Safe Life Defense 1,758% 390 ObvioHealth 1,239.8%
138 2,974.5%
12 Solgen Power 21,790% Manufacturing 266 •LeaseQuery 1,754.3% 391 Crossrope 1,239.1%
13 Olympic Media 20,329.9% 139 Merit Manufacturing 2,956.5% 267 ••Motivosity 1,753.6% 392 Scoutside 1,235.7%
14 Solar Bear 19,218% 140 Peerfit 2,943.3% 268 Trove Recommerce 1,744.2% 393 •••Broadleaf 1,235.2%
15 Snappy App 18,707.5% 141 Endo1 Partners 2,936.3% 269 Tribute 1,733.9% 394 •Arcus Lending 1,232.8%
16 Banyan Software 18,308.9% 142 HealthJoy 2,907.2% 270 Clio Snacks 1,728.7% 395 CallForce 1,228.3%
17 Casely 16,594.3% 143 •Propellant Media 2,906.2% 271 Stratice 1,719.6% 396 Lab Alley 1,215.8%
18 Chasen Companies 15,419.6% 144 Edison Interactive 2,863.2% 272 HazardHub 1,717.1% 397 TELETIES 1,215.6%
19 BigID 14,421% 145 •Lattice 2,838% 273 KUOG Corporation 1,716.8% 398 Fidem Interop 1,215.1%
20 Care+Wear 14,114.4% 146 Icon Power 2,822.8% 274 Doughp 1,693.7% 399 Keylent 1,214.8%
21 NP Digital 13,259.4% 147 Winning by Design 2,801.2% 275 Hydroviv 1,682.1% 400 Higher Ground Education 1,210.4%
22 Wild Willies Brand 12,958.6% 148 BIM Designs 2,799.8% 276 Outdoor Perspective 1,680.1% 401 •Titanium Wireless 1,209.4%
23 SwagUp 12,919.2% 149 Packed with Purpose 2,790.4% 277 Kate Quinn Organics 1,680.1% 402 •ShippingTree 1,206.8%
24 •Sassy Jones 12,735.9% 150 Perfect Plants Nursery 2,788.9% 278 RoadSync 1,672.7% 403 AMB Wellness Partners 1,201.5%
25 Your Super 11,476.5% 151 Vector Force Development 2,786.1% 279 SHINE Management 1,663.9% 404 Epic Staffing Group 1,197.5%
26 Fair Harbor 11,475.4% 152 WebForce 2,775.8% 280 Shiftsmart 1,648.9% 405 Force of Nature 1,192.4%
27 Coldwater Capital 10,728.3% 153 Arlo Solutions 2,758.1% 281 RFPIO 1,648.8% 406 Bidease 1,190.9%

Empowering a Billion Women 154 Maxwell Financial Labs 2,751.6% 282 QualSights 1,646.6% 407 Keystone Funding 1,186.1%
28 10,676.2%
(EBW2020) 155 Otus 2,745.5% 283 Smart Rain 1,641.6% 408 DonorBureau 1,185.1%
29 ••Nugget 9,624% 156 Affinity 2,737.8% 284 ••Healthcare Asset Network 1,633.2% 409 Boostr 1,184.3%
30 Greenlight 9,538.1% 157 Semperis 2,733.9% 285 Octillion Media 1,623.8% 410 KECH 1,184.3%
31 Songtradr 9,214.9% 158 Blue Rose Consulting Group 2,629.9% 286 Premise Data 1,623.4% 411 Kreative Technologies 1,184%
32 Numerated 9,201.6% 159 Zulay 2,606.4% 287 •Shield AI 1,622.2% BG Advisory
412 1,178.4%
33 HydroJug 9,031.9% 160 All Contractor Marketing 2,596.5% 288 BrandCentric Ecommerce 1,617.4% (dba Seapoint Business Advisors)

34 Global Alliant 8,833.5% 161 •Inspire11 2,592.6% 289 Blackbuck Resources 1,615.7% 413 Green Rush Packaging 1,175.8%
35 The Vertical Collective 8,797.6% 162 Ultimate Toys 2,587.5% 290 ••Capita Brand Group 1,605.9% 414 Xtreme Enterprises 1,171%
36 DealMachine 8,285.9% 163 Soma Tech Intl 2,581.8% 291 Markesman Group 1,583.2% 415 The Pipeline Group 1,164.5%
37 •Pine Gate Renewables 8,209.3% 164 •••Pax8 2,558.4% 292 Can-Am Wireless 1,583.1% 416 •••••Sunpro Solar 1,164.3%
38 Whole9Yards 8,202.4% 165 ReMedi Health Solutions 2,547.2% 293 Manuscript Group 1,582.1% 417 J&S Building Maintenance 1,158%
39 •Lovell Government Services 8,145.4% 166 •Spartan Investment Group 2,543.4% 294 •Impyrian 1,581.7% 418 •Stojo 1,153.7%
40 Actriv Healthcare 7,717.4% 167 Cameron Seafood Online 2,529.6% 295 Einstein Associates 1,562% 419 Bellzi 1,150%
41 MoLo Solutions 7,596.7% 168 Ivy.ai 2,510.6% 296 GSH Group 1,554.4% 420 •••PRx Performance 1,149.3%
42 Stord 7,580.6% 169 NXT Mortgage Company 2,496.1% 297 •Mugsy 1,554.4% 421 Health at Scale Corporation 1,149.1%
43 studio503 7,517.6% 170 Adlumin 2,487.6% 298 •ND2A Group 1,544.8% 422 •Stynt 1,143.1%
44 Crestmont Capital 7,404.1% 171 AppZen 2,476.8% 299 JOJO’s Chocolate 1,544.3% 423 •HomeCraft Gutter Protection 1,142.7%
45 VizyPay 7,383.2% 172 CRG Automation 2,472.9% 300 Wisely 1,542.1% 424 Seismic Digital 1,137.7%
46 Behavioral Framework 7,317.8% 173 EGA Associates 2,462.9% 301 Statewide Funding 1,541.3% 425 Juniper Square 1,137.1%
47 Clutch Solutions 6,999.4% 174 Viking Industrial Painting 2,432.8% 302 Nonprofit Megaphone 1,516.7%
426 •Restore Hyper Wellness 1,137%
48 Refill It 6,848.4% 175 Kayo Energy 2,402.2% 303 Miss Flirty 1,506.5% + Cryotherapy

49 OJO Labs 6,767.2% 176 HireProHealth 2,393.4% 304 Aerobiotix 1,502.6% 427 •Ad hoc Research Associates 1,135.8%
50 Textile Based Delivery 6,683.8% 177 •Perishable Shipping Solutions 2,381.6% 305 Homie 1,502.6% 428 Locus Robotics Corp 1,134.1%
51 Dorrington Ventures 6,594% 178 Rent To Retirement 2,349.8% 306 •Secure Planet 1,496.9% 429 Encor Solar 1,133.7%
52 Radix Health 6,463.8% 179 Apploi 2,342.6% 307 Blueprint Nutrition 1,489.3% 430 JPS Products 1,133.3%
53 WeShield 6,430.7% 180 Artisan Technology Group 2,342.6% 308 •Dash Technologies 1,485.5% 431 Kosmos Q 1,132.7%
54 WhiteCap Search 6,386.6% 181 Accelevents 2,339.7% 309 •Yedi Houseware Appliances 1,483.8% 432 4P Foods 1,132.3%
55 •Detailing Connect 6,276.3% 182 Franchise FastLane 2,304.2% 310 ••Awardco 1,482.7% 433 •Lunya Company 1,129.4%
56 •••••Big Block Realty 6,271.2% 183 OpenExchange 2,301.2% 311 Carrot Health 1,481.6% 434 HUNGRY 1,126.8%
57 Invisors 6,162.9% 184 •Zulie Venture 2,282.9% 312 GrowFlow Corp 1,466.8% 435 AvenueWest Global Franchise 1,126.8%
58 •Eastern Asset Funding 6,069% 185 •Outer Aisle 2,282.2% 313 •Conexon 1,460.8% 436 Optimal Ventures 1,122.9%
59 Proud Source Water 5,979% 186 ••Ally Logistics 2,281.1% 314 •Core One Solutions 1,454.7% 437 Uscreen 1,120.1%
60 Trellis Rx 5,947.4% 187 Peak Performance Life 2,269.9% 315 throtl 1,451.8% 438 AGM Marketing 2.0 1,117.2%
61 Powur 5,890.3% 188 Audley Consulting Group 2,262.7% 316 •••ShipMonk 1,448% 439 •MikMak 1,116.4%
62 QC Kinetix 5,872.8% 189 Hanger One Multi Family 2,246.3% 317 Resecurity 1,446% 440 •Wursta 1,115.4%
63 Pilot 5,823.8% 190 MATTIO Communications 2,243.6% 318 Hallmark Health Care Solutions 1,443% 441 1 Percent Lists 1,113.9%
64 Bolt 5,792.4% 191 Windsor Group 2,225.3% 319 Sunderstorm 1,439.4% 442 •Thread 1,108.8%
65 KODA Technologies 5,725.4% 192 Simplify Home Loans 2,224.8% 320 Citi Approved Enterprise 1,436.7% 443 YENSA 1,106.7%
66 LaunchTech 5,682.3% 193 Purity Coffee 2,224.1% 321 •••SHEFIT Operating 1,435.5% 444 •Bravado Ventures 1,103.9%
67 ZVerse 5,533.2% 194 •MZ Capital Partners 2,220.1% 322 sourceM 1,432.9% 445 Fosler Construction Company 1,102.9%
68 Wellness Creations 5,487.7% 195 Arkose Labs 2,216.3% 323 RallyUp 1,431.2% 446 ••Iuvo Logistics 1,100.9%
69 •springbig 5,484.9% 196 Noblesoft Technologies 2,200.1% 324 Emblem Athletic 1,429.5% 447 •Wesley Financial Group 1,100%
70 •Outschool 5,352.3% 197 •Objective Area Solutions 2,199.1% 325 Phusion Rehab 1,429.2% 448 KPI Ninja 1,096.7%
71 •BrüMate 5,320% 198 •••Soapbox 2,195.9% 326 Bat Club USA 1,425.3% 449 CharacterStrong 1,094.3%
72 connectRN 5,205.5% 199 One Step GPS 2,181.8% 327 AptAmigo 1,425% 450 •Slumberkins 1,092.5%
73 Pomerenke Holdings 5,164% 200 •Karen Coffey Coaching 2,180.7% 328 •Review Wave 1,422.1% 451 ••Acacia Counseling and Wellness 1,091.7%
74 Carewell 5,162.2% 201 Onicx 2,163.8% 329 JCW Search 1,421.8% 452 West and Main Homes 1,075.2%
75 PingWind 5,117.9% 202 Forge Health 2,163.8% 330 SGS Agency 1,412.5% 453 Dobrin Properties 1,073.2%
76 Go Powertrain 5,033.8% 203 Roadie 2,156.8% 331 Black Bear Technology Solutions 1,412.5% 454 •Napali Capital 1,070.1%
77 Literati 4,897.9% 204 LeafLink 2,155.3% 332 AvantStay 1,410.8% 455 Express Revenue 1,066.8%
78 Movers+Shakers 4,801.7% 205 Willow Industries 2,151.7% 333 Cancer Expert Now 1,399.9% 456 Fivetran 1,062.8%
79 Sips by 4,754.4% 206 Emonics 2,151.5% 334 •Spees Design Build 1,399.4% 457 Universal Spartan 1,052.2%
80 •Lifeboost 4,699.7% 207 Agnetix 2,150.9% 335 Text Request 1,399.2% 458 •AURA Technologies 1,048.3%
81 Distributed Technology Group 4,687.8% 208 •YourSix 2,144.7% 336 •Kern Technology Group 1,398.8% 459 ••Lean Staffing Solutions 1,046.6%
82 Innovien Solutions 4,687.6% 209 Roodle 2,129.9% 337 •Harward Media 1,394% 460 •Integra Mission Critical 1,040.4%
83 Proforma Amplified 4,680.7% 210 •Live Wireless 2,085.1% 338 •Embark Veterinary 1,388.8% 461 Relaxium 1,040.3%
84 Amazing Dental 4,616.2% 211 •ChomChom Roller 2,065.5% Surgery Center at 462 •Esquire Media 1,038.5%
339 1,387.4%
85 FreightWaves 4,596.9% 212 The Dingman Group 2,057.6% Corporate Way 463 Merchant Processing Pros 1,038.4%
86 Worthy Promotional Products 4,591.2% 213 MudShare 2,055.7% 340 •RestoreMasters 1,386.1% 464 Fat Buddha Glass 1,035.5%
87 AdOutreach 4,514.9% 214 Hungryroot 2,049.3% 341 Cleveland Kitchen 1,384.5% 465 •Pit Viper 1,034.9%
88 Stampede America 4,504.6% 215 •Origin 2,033.8% 342 JWH Financial 1,378.2% 466 Groove Life 1,032.7%
89 Optimal Way 4,441.6% 216 Kenect 2,030.7% 343 Mr. Checkout 1,376.6% 467 •Go Solar Power 1,032.4%
90 Upperline Health 4,437.7% 217 WILL Technology 2,020.1% 344 •Qloo 1,370.2% 468 Melon Technologies 1,031.3%
91 Benevate 4,372.8% 218 RestoraPet 2,011.5% 345 4TEKGear.com 1,369.6% 469 Old Dominion Strategies 1,030.6%
 92 RateForce 4,174.3% 219 Everlywell 2,003.1% 346 me4kidz 1,367.6% •Michigan Blueprint Strategies
470 1,025.3%
93 CurlMix 4,149.7% 220 Tiled 1,993.1% 347 Velano Vascular 1,366.6% (dba Change Media Group)

94 Alabaster Creative 4,110.7% 221 Pomchies 1,987% 348 Vital Pet Life 1,364.3% 471 Roger West Creative & Code 1,022.5%
95 PainTEQ 4,004.4% 222 •FASTer Way to Fat Loss 1,978.2% 349 •Caldwell Intellectual Property Law 1,363.1% 472 Nymble Agency 1,022.4%
96 Montaro 3,980.3% 223 SolarLeadFactory 1,966% 350 Gemini Solutions 1,357.8% 473 Connect Pediatrics 1,021.5%
97 CyberGRX 3,922.7% 224 Paradigm Laboratories 1,960.7% 351 923 Digital 1,344.1% 474 Medical Monks 1,013.6%
98 Homestead Furnishings 3,915.9% 225 Paradox 1,940.9% 352 WheelsOnSite 1,342.8% 475 StaffNow 1,012.2%
99 Gong.io 3,910.8% 226 Manamis 1,922.4% 353 •CM Services 1,341% 476 Fleet Hoster 1,012%
100 CTW Solutions (dba Informed XP) 3,909.6% 227 Joint Strategic Technologies (JST) 1,915.3% 354 Apps Without Code 1,340.8% 477 •Meteor Learning 1,009.3%
101 Sales Boomerang 3,881.6% 228 PlayMakar 1,914% 355 A&M Communications 1,340% 478 Payne Pool Professionals 1,009.1%
102 THE BEST INDUSTRIES 3,858.3% 229 The Stable 1,909.3% 356 Craft Beverage Concepts 1,339.8% 479 MSI Express 1,007.6%
103 •Honorlock 3,857.7% 230 •National Technical Institute 1,905.6% 357 Bitcoin Depot 1,336.4% 480 Dave Ribeiro 1,007.5%
104 Attune Insurance Services 3,844.6% 231 MedVenture Partners 1,903.9% 358 Cielo WiGle 1,325.4% 481 •••NZS (dba OneScreen Solutions) 1,006.5%
105 JUICE 3,828.4% 232 Open Water 1,903.6% 359 •Forcivity 1,325.3% 482 Upgrade 1,005.4%
106 Industrial Project Innovation 3,825.5% 233 Devcool 1,898.3% 360 Amperity 1,319.2% 483 Zeal IT Consultants 1,003.1%
107 Triax Technologies 3,820.4% 234 Traliant Holdings 1,893.7% 361 Diaconia 1,316.8% 484 •Well Health 999.9%
108 TapRm 3,802.4% 235 Creativity Justified 1,893% 362 Andra Partners 1,315.2% 485 RCG Logistics 998.9%
109 GoSaaS 3,763.4% 236 Whistic 1,892.3% 363 •RisingSun EPC 1,314.1% 486 Point Solutions Group 995.7%
110 Koda Capital 3,749% 237 RZ Industries 1,883.7% 487 ••ZeroBounce 995.5%
364 Avicado Construction Technology 1,312.7%
111 4G Clinical 3,698.6% 238 Infrared Cameras 1,872.5% Services 488 Goodlife Institute 989.7%
112 Gentueri 3,688% 239 •A-Sha Foods USA 1,865% 365 Branch Metrics 1,312.6% 489 •Guerrilla RF 989.6%
113 Keystone Sports Construction 3,686.7% 240 •Dynamic Blending Specialists 1,863.4% 366 •Premier Health Solutions 1,311.1% 490 Hyperscience 989%
114 Notarize 3,644.6% 241 Quick’rCare 1,860.7% 367 •Nourishing Brands 1,310% 491 FundingShield 988.9%
115 Alpine Solutions Group 3,547.9% 242 Cloth & Paper 1,857.7% 368 •Swag.com 1,308.1% 492 ••Hemper 988.9%
116 TheoremReach 3,535.2% 243 Apptness Media Group 1,855.5% 369 Knock 1,307.2% 493 Advatix 986.6%
117 ••Nationwide Mortgage Bankers 3,520.3% 244 •Arteza 1,853.3% 370 Kitsch 1,303.6% 494 •Money Avenue 985.7%
118 Highdive 3,513.6% 245 MMC Convert 1,844.7% 371 DC BLOX 1,298.9% 495 Nu Earth Labs 985.1%
119 Crumdale Partners 3,424.2% 246 Bunny James Boxes 1,843.8% 372 •Beachly Brands 1,290.9% 496 Presh Technologies 983.4%
120 Rayne Staffing 3,390.3% 247 •Sethmar Transportation 1,838.7% 373 •StayMarquis 1,290.3% 497 Maker-Table Metal 981.9%
121 •Digital Thrive 3,384.8% 248 ••Fetch Rewards 1,832% 374 ••Equity & Help 1,284.6%
498 Smith Plumbing, Heating, 980.9%
122 Cartograph 3,259.4% 249 Options Plus Plan 1,829.2% 375 Picsart 1,284.5% Cooling, Electrical

123 •RxAdvance 3,244.3% 250 Solar Direct Marketing 1,820.7% 376 Raincatcher 1,284.3% 499 ROSE 979.4%
124 Vive Organic 3,218.9% 251 Balbix 1,818.5% 377 Mold Zero 1,277.7% 500 Express Chem 972.9%
125 PM Consulting Group 3,213.1% 252 Valentino Beauty Pure 1,812.9% 378 Valeo Groupe Americas 1,275%
126 K&A Engineering Consulting 3,165.9% 253 LinkSquares 1,806% 379 Sitation 1,273.7%

•The number of red dots indicates how many times a company has been a past Inc. 5000 honoree.
NOTE: The growth rates used to determine company rankings were calculated to three decimal places.
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 INC. BRANDVIEW/SALESFORCE
Driving Growth via
Customer Connections
Salesforce research found that growing SMBs
were more likely to accelerate their technology
investments during the pandemic.
I
solation and social distancing
during the pandemic made personal
connections more important
than ever. Savvy businesses took
note, and many companies that
put customer relationships first
during lockdown thrived. Fortunately, their
efforts were supported by established and
emerging tools that helped them easily
customize their interactions.
Companies that used those tools to shift
customer relationships online rather than
relying on in-person communication, were
often accelerating a digital transformation that
was already underway, says Eric Bensley, vice
president of small and medium-sized business
(SMB) product marketing at Salesforce.
Fast-growing companies
are digitally adept
Salesforce’s customer relationship
management (CRM) system makes it possible
for companies to manage customer data,
automate manual tasks, personalize customer
experiences, and deliver data insights. “In
order to build human connections, you have
to know your customers inside and out,”
Bensley says. Having all of your data in one
place “helps you have better conversations
Trends report found that growing small and
midsize businesses (SMBs) were 65 percent
more likely than their stagnant or declining
industry peers to accelerate technology
investments during the pandemic. Roughly a
third of growing companies were more likely
to adopt technology to help digitize customer
interactions and offer contact with services.
“The No. 1 area where growing businesses
are investing more is around customer
interactions,” Bensley says.
Improving customer engagement
When those investments are made the right
way, they can transform relationships. For
example, Mediafly’s tracking capabilities
provide almost instant feedback about the
information customers need. So, if they’re
searching for information about a product,
the company’s AI-powered solutions can serve
up the right content for their needs. Another
example is Meeting Assistant. Deliver your
dynamic presentation, then conduct any post-
meeting follow-up by email as you normally
would—but the integration allows all of that
information to be captured by Salesforce, too,
so you have a record in one place.
“At Mediafly, we use Salesforce as a single
with those customers,” he says. source of truth for all of our data,” Miehl says.
Few companies know that better than “Our entire sales and marketing tech stack is
Mediafly, which was named to the 2021 integrated with our Salesforce CRM to break
Inc. 5000 list of America’s fastest-growing data silos and record all commercial activity
companies. A Salesforce customer and in one place. This allows us to report on our
partner, Mediafly’s solutions use artificial performance based on the level of activity
intelligence (AI) and machine
learning to help some of
the biggest brands in the
world get closer to their
L
customers through better The No. 1 area where growing
content experiences, says businesses are investing more
Andrew Miehl, Mediafly’s
chief customer officer.
is around customer interactions.
The company empowers Eric Bensley, vice president of small and medium-sized
business (SMB) product marketing at Salesforce.
revenue teams with the
technology they need to
turn static content and sales
presentations into dynamic experiences based recorded for each account and coordinate
on customer interests, making the experience or correct our sales playbook based on
more personal. what we see. It also keeps all of our revenue
“When clients feel like you truly teams, from marketing to sales to customer
understand their challenges and are prescribing success, aligned.”
a solution rather than just pitching a product, “Being a Salesforce customer and partner
you can help them get to a confident purchase in the world of digital selling has put us in a
decision faster and drive loads more lifetime unique place to bring outstanding synergy
customer value,” Miehl says. to sales and marketing departments,” Miehl
Such innovation requires investment says. That’s an important step in building
in technology. Salesforce’s Small Business trust and connection.
C R E AT E D B Y I N C . S T U D I O ; C O M M I S S I O N E D B Y
We bring growing
companies and
happy customers
together.
BLUEPRINT OF A
REVOLUTION
Eren Bali, co-founder
of Carbon Health,
pictured in a cardboard
prototype of a mobile
health clinic.

No
2
EREN BALI
CARBON HEALTH
THREE-YEAR REVENUE
GROWTH: 39,734%
The creator of Carbon
Health wants to fix health
care for the masses.
Previously, he built a
company with a mission
to fix education for the
masses. Both companies
are worth billions. He
comes from the edge of
nowhere in rural Turkey.
How the heck does
this happen? It actually
makes perfect sense.
P H O T O G R A P H S B Y H O L LY A N DR E S ● SE P T E M B E R 2 0 2 1 ● I NC . ● 1 2 1
THE GREAT
DOUBLE
UNICORN
By Tom Foster
F
RIENDS OF EREN BALI talk about a certain
kind of glow that lights up his face when he gets
into conversations about solving problems. The
soft-spoken co-founder and CEO of Carbon Health, this
year’s second-fastest-growing company on the Inc.
5000, has what longtime investor and friend Paul Lee
describes as “a weird, quiet confidence about him. He
has a calm demeanor, but also this deep curiosity.”
Lee, who, like Bali, has a degree in mathematics,
recognizes a mathematician’s way of thinking. “Math is
not about throwing a bunch of formulas at something.
It’s about solving problems in a very thoughtful, logical
way,” he says. “And I think that’s the fundamental thing
that Eren brings to being a founder: He falls in love
with problems and breaks down those problems, and then
attacks them with solutions.”
Bali’s college classmate Erbil Karaman saw those tenden-
cies early on, while the two attended the elite Middle East
Technical University, in Ankara, Turkey. “In everything he
did, he wanted to learn the very deepest levels of it, like what
it is and how it’s done, and how to do it the best way,” recalls
Karaman. “We would get into these very deep discussions
about minute details.” Karaman and Bali are still close, and
these days the conversations revolve around not just math or
computer concepts, but also chess, parenting, or the various
social areas, like health care, that Bali feels passionately are
unfair or inadequate. “He can go on forever if you hit on one
of his topics,” Karaman says.
Carbon Health, which grew 39,734 percent over the past
three years and brought in more than $45 million in revenue
in 2020, aims to solve one of the knottiest problems in America
today: to fix not some specific aspect of health care, but rather
the whole broken system. The spiraling costs that force workers
and employers to swallow double-digit annual percentage
increases and some small businesses to drop coverage entirely;
the lack of transparency that leads to exorbitant and indeci-
pherable bills; the stark disparities in access and outcomes for
people of color. The list goes on.
The company, based in San Francisco, is one of several that
have risen in recent years to combine brick-and-mortar clinics
with app-based telehealth. Forward and One Medical offer
subscription-based care as a supplement to health insurance.
122 ● INC. ● SEPTEMBER 2021 ●
Walmart and CVS are building chains HITTING THE BOARDS
of in-store clinics with retail-like Bali, shown here
in Carbon Health’s
pricing. Many regional providers office, revels in “deep
offer virtual appointments now, a discussions about minute
trend that has accelerated across the details,” says a friend.
industry during the Covid-19 pan-
demic. But few, if any, have the over-
arching vision of Carbon Health, which Bali describes
as “a full-stack, omnichannel primary care provider with
an obsession for inclusion and being accessible to everyone.”
Translation: cheap health care delivered however and wherever
are most convenient for you. As of late July, there were 81
Carbon Health clinics in 11 states, with 1,500 more planned by
the end of 2025—an ambitious growth target intended to sway
the industry toward Bali’s vision of expanded access.
Whether Bali can pull off such a large trick is impossible
to say, of course, but it’s worth noting that he’s tried before
to reinvent an industry that’s core to a functioning society and
ended up creating an innovative company worth billions. That
would be Udemy, the world’s largest online education platform,
which Bali co-founded in 2010 and is widely expected to IPO
this year. (He was CEO until 2014, and chairman until earlier
this year.)
Carbon Health is also planning an IPO—possibly next
year—and its most recent round of funding, in July, valued it
at more than $3 billion. That number vaults Bali into the rare
pantheon of founders who have created multiple multibillion-
dollar businesses. Call it the league of double unicorns. “I tell
him all the time, ‘You’re among a handful of people
on this planet who have done that,’” says Lee.
“I believe that Eren is up there with Elon Musk
and Steve Jobs in terms of his entrepreneurial
vision,” says Karaman, himself a tech executive
who has held high-level roles at Facebook and Lyft,
among other companies. “But Eren isn’t ego-driven.
He has these passions and truths that are built into
him—like that people should have access to good
education and good health care. They’re just core
beliefs, and everything in his work comes back to
those first principles.”
What forces shape an entrepreneur with the
audacity to do something as seemingly foolhardy
as rebuilding American health care? That’s where
the story of Eren Bali and Carbon Health gets inter-
esting. And it begins not in a Harvard dorm room or
on a whiteboard in some Silicon Valley incubator—
but in a conflict-torn Turkish apricot-farming
village near the Iraqi border in the 1980s.
Entrepreneurship was unheard of in Bali’s family, but the three intellec-
tual threads of his life—deep-seated idealism, a drive to understand things
all the way down, and a yen for building stuff—combined to create a sense
that he could have the greatest impact on the world via capitalism. “A lot of
the people I grew up with became political idealists,” he remembers. They
went on to pursue journalism or education or, like his sister, medicine. (She
practices in a city near Durulova.) “But there is also commercial idealism,”
he says. “You can start a company and actually affect more people. And it’s
more sustainable.”
Among Bali’s first acts after college, when he was still in Turkey, was
co-founding an education-focused social network called Knowband
that allowed users to share their expertise. It was an idea he came back
to several years later, after Karaman took an internship in Silicon Valley
and invited Bali to share a house there. Along with his Knowband partner
Oktay Caglar and another friend, Gagan Biyani, Bali co-founded Udemy
in 2010. Despite being rejected by dozens of investors dubious about a
team of starry-eyed unknowns, they bootstrapped a platform that, within
months, attracted more than a thousand instructors and 10,000 students.
Lee first invested in Bali the following year, as part of a $3 million Series
A funding round that Udemy scratched together. “One of the concerns we
had was just how big that mission was,” Lee remembers. “I was recently

I
N THE YEARS FOLLOWING the 1980 military reviewing some of my underwriting notes
coup in Turkey, services such as health care and from back then, and one of the things Eren GAMING THE SYSTEM
Life’s not all about
education were in short supply in the mostly literally said was, ‘I want to overhaul education reshaping massive
Kurdish southeastern village of Durulova. Few for the masses.’” industries for Bali, seen
doctors and teachers wanted to work amid the “He really wanted other people to have that here unwinding with
tension between the Kurds and Turkish nationalists. access to education that could change their lives Echo VR—an immersive,
zero-gravity game.
Eren Bali’s Kurdish parents, both educators, took as it had for him,” says Claire Hough, who spent
the opposite view: They moved back to Durulova five years as Udemy’s CTO and early this year
precisely to fill that gap. At Bali’s one-room primary
school, his mother was the sole teacher and rotated
between the five grades. Somehow that worked, and,
as Bali tells it, many students went on to some of
the country’s top universities. “My mom was a very
idealistic teacher,” he says, “and I think she injected
this idealism into a lot of students.” (His father,
meanwhile, was banned from teaching after the
coup because of his activism.)
When the family got a computer in 1998, Bali’s
world opened up. He’d been drawn to math as a
student, and suddenly he found himself exploring
advanced concepts on the internet. That led him
to the Turkish National Mathematical Olympiad,
where he won a gold medal, and eventually to the
U.S., where he took silver at the 2001 International
Mathematical Olympiad in Washington, D.C. That
was his big ticket, and he began studying at Middle
East Technical University the next year.
It was at METU where Bali met a group of other
math geeks who hung around the computer science
labs, and they started building various online ser-
vices in their off time—a music player, a news aggre-
gator—and talking about problems they might solve.
“What he cared about from very early on,” Karaman
remembers, “was turning anything we learned
about in school into things he could play with and
other people could play with.”

● SEPTEMBER 2021 ● INC. ● 123

joined Carbon Health in the same capacity. “That was our
north star at Udemy for everything we did. I’m also an immi-
grant, and I also think education enabled me to do what I do.
I think that’s how I ended up choosing Udemy, even though
it was at the time only a 35-person company.”
And then, in 2014, with online education booming and
Udemy on track to becoming the industry leader it is today,
Bali handed the CEO reins to a more experienced operator, his
COO, and stayed on to head product and strategy. He recently
had spent time back in Durulova, had an epiphany, and had
begun training his focus on another huge industry with over-
whelming disparities in access and quality. As he told Lee one
day: “I want to build the world’s largest hospital system.”
I
N 2013, WHILE BALI was still running Udemy day to day,
his mother began suffering from chronic abdominal and
backpain. A parade of doctors failed to diagnose the prob-
lem, and eventually she suffered a stroke that left her entire
body paralyzed. Bali flew back home to Turkey from the Bay
Area and for three months teamed up with his physician sister
to find his mother help. Each doctor they saw, Bali noticed, had
to navigate a disorganized mess of notes, images, and reports
from previous doctors. His sister compiled and collated all the
files about their mother’s care, and eventually they found a
doctor who nailed the diagnosis (a rare disease called neuro-
sarcoidosis). In the process, Bali saw a need for someone to
build a new system in the U.S. for medical records, one centered
on patients rather than providers.
When he returned to the States, he began designing just
such a framework in his spare time, thinking that it could be
the foundation for the reinvented health care system he’d been
dreaming about. Not wanting to tackle the whole industry at
once, he was looking for a sort of gateway problem. “And the
first observation I made was that health care services are prob-
ably the single most complex service industry,” he says now.
“It’s far more complicated than food or transportation—and yet
the tooling that we gave doctors was worse than in those indus-
tries. Essentially, the most complex operational industry had
the worst tooling.” Just the kind of thing to give an ambitious
tech entrepreneur a foothold.
Two years later, when Carbon Health was born as an actual
company, its name was inspired by the structure of the soft-
ware system Bali and a small team ended up building—its
central node (the patient) and satellite nodes (health care
providers) resemble a carbon molecule. The scope of its work
quickly broadened into providing a full-service tech platform
for clinics—first a supplement to electronic health records,
then a full-blown EHR system, and then telehealth tools, pre-
scription fulfillment, payments, and scheduling.
The business model started to look viable—optimal even,
for a venture capital-backed company. Without having to
spend a bunch of money on real estate and doctors, Carbon
Health could take a piece of clinics’ revenue and essentially
run their operations. The clinics would belong to someone
else, technically, but Bali’s software would be behind the
scenes running the operations.
The system more or less worked like that, but the team
124 ● INC. ● SEPTEMBER 2021 ●
began to realize an unintended consequence: Whereas they’d
hoped to increase clinics’ efficiency in order to start nudging
down the cost of care and increasing accessibility, medical
practices were instead seeing the improved software as a
premium innovation and a way to nudge prices up.
Trickier still, Bali’s team was finding it difficult to roll out
big changes to the way clinics operated without getting hospi-
tals to sign off. That not only posed a challenge to growth but
kept affordability out of reach as well. “To make things more
affordable for people,” Bali reflects now, “you can’t just bet
on making the components more efficient. You have to bet on
scale. But a lot of health care providers have just one or two
locations, and they’re not interested in scale.”
There was one client, a chain of seven urgent-care clinics
in the Bay Area called Direct Urgent Care, that stood out as an
exception. The company’s mission aligned well with Carbon
Health’s, and as the two groups shared patient and operational
data, they began to see better results, such as a nearly 300 per-
cent boost in patient retention. Bali decided to buy the chain
and turn those locations into Carbon Health clinics—and then
build more. “We just said, you know what, screw it, we’re going
to own the clinics,” he says. “We’re going to own the brand.
We’re going to own the services. We will own every piece of it.”
It was late 2018, about three years into Carbon Health’s life,
and Bali had learned a hard lesson about the health care indus-
try: It’s a mess—and the difficulty of bringing about broad
change in it leads many to focus on a narrow slice they can
conceivably control. Hence the splintered landscape of regional
chains, the tendency for healthtech startups to focus on serving
other tech people, and so on. As his parents did when they
chose to become teachers in Durulova, Bali took an opposite
view. The only way to fix the system, he decided, was to grapple
with the whole thing.
W
E CAN DO ANYTHING HERE,” says Fletcher
Munksgard, Carbon Health’s East Bay clinician
manager, on a recent Tuesday at the Telegraph
Avenue clinic in Berkeley. Munksgard is a skinny guy with a
bushy beard who’s wearing a T-shirt that reads “Into the
Storm,” which he explains has been his mindset for dealing
with Covid-19: Don’t run away—run into the storm.
The Telegraph clinic, which opened in 2013 as a Direct
Urgent Care and was rebranded in 2019, has six rooms that
serve both primary and urgent care patients. At the height of
the pandemic, the clinic saw as many as 120 patients in a day,
almost all of them for Covid testing and treatment. Now they
see maybe 60 patients per day, for everything from Covid tests
to women’s health to basic checkups. Other than the nearly
complete absence of paper anywhere (doctors carry iPads and
can throw images over to the wall-mounted flatscreen in each
exam room), the space feels more or less like you’d expect:
clean and sparse and modern, as if Ikea had designed it.
For patients paying out of pocket, there’s a simple list of
prices: $145 for an in-person visit, plus an additional $19 for
a strep screening, $175 to stitch up a wound, and so on. (The
base is $69 for a telehealth visit.) For those paying with insur-
ance, well, it gets a little more complicated with co-pays,
co-insurance, and deductibles.
Bali admits frustration that the
company can’t offer more trans-
parency for those patients, and
he blames insurance companies
for obfuscating their own cal-
culations. (One possibility the
company has mulled is offering
insured patients capped prices
per procedure based on an edu-
cated guess of what insurers will
charge—with Carbon eating the
difference if there is one.)
Acquiring clinics. Building
more of them. Offering guaran-
teed prices based on guess-
timates of how insurance
companies will act. It all costs
more money than just building
software. The trouble is, it has
been hard to persuade venture
investors to get on board with
the broadest vision of Carbon Health. Despite Bali’s track
record with Udemy, he says, “investors really kind of rejected
the idea that we needed to rethink the entire health care stack.
They were actually surprised that I would try to do some of
these things. They thought it was stupid. There were a couple
of times we almost ran out of money, when we had less than 10
days of capital left.”
“People like me, VCs, we don’t have imagination,” says Lee,
who followed his original investment in Udemy by investing in
Carbon Health—and then trying to keep Bali’s ambitions stuffed
into a tidy box. “We say software, software, software; focus,
focus, focus. We’re too pragmatic, too conservative.”
But then came Covid, and Carbon Health’s business
took off, not only with telehealth appointments but in-person
Covid screenings and, later, vaccinations. The company rolled
out some of the first mobile testing clinics (those shipping-
container test sites that various outfits have plunked down in
parking lots all over the country) and eventually created an
at-home test kit. Earlier this year, the city of Los Angeles tasked
Carbon with running its mass-vaccination site, the country’s
largest, which at its height was administering some 10,000
shots per day. Revenue grew fourfold in 2020.
All of which gave the company a vastly higher profile and
helped make it possible to raise $350 million in July—which
will go to the goal of 1,500 clinics by 2025, many of them in
underserved areas that Bali terms “health care deserts.”
“Our business model demands that we grow as fast as pos-
sible,” Bali says—meaning that the company’s only hope of
reaching profitability and maintaining low, transparent prices is
by getting big enough to pressure the rest of the industry. “If we
put this much investment in R&D and opening clinics, we are
going to be a horribly unprofitable company forever—unless we
get to scale. The more size you have, the more you can leverage
innovation. I want to pressure the competitor. I want to pres-
sure the U.S. health care market, so that other providers have
to become more efficient.” GOING HIS OWN WAY
And what could help other provid- Bali learned from
his parents that
ers do that? Carbon Health, of course.
change can require
In the early days, the company had moving against the
hoped its software would take hold flow of traffic.
in enough clinics to pull prices down
industrywide through increased
efficiency. Now the company hopes to achieve that scale with
its own clinics and push prices down through competitive
pressure—thus opening a need for others to use the software.
That is to say: Carbon Health’s early plan to sell enterprise
software could wind up being part of the endgame.
Meanwhile, CTO Hough and new chief strategy officer
Myoung Cha, who most recently was Apple Health’s head of
strategic initiatives, are focused on building out all the ways
Carbon Health can provide care beyond basic telehealth and
in-person clinics. They see one big opportunity in providing
in-home specialty care, the model followed by Steady Health,
a tech-enabled diabetes care company that Carbon Health
acquired in June to lay the groundwork for expansion into
the continuous care of other chronic conditions. And as more
people wear Apple Watches and use other smart devices in the
home, Cha believes, the ability to use the data they generate for
preventive care will be vital: “This kind of data allows doctors
to have eyes and ears on biometrics that they just traditionally
haven’t had access to in episodic care.”
It’s enough to make Lee marvel at the all-encompassing
version of Carbon Health that’s emerging now, despite his and
others’ efforts to rein it in along the way. “I would argue, the
very first vision that Eren had is what it is today,” he says. Then
he pauses, chuckling at the audacity of what Bali is doing—
trying to fly a moon-shot idea all the way to the moon. “Like,
he actually wants to build the world’s largest hospital system.”
TOM FOSTER is an Inc. editor-at-large.
● SEPTEMBER 2021 ● INC. ● 125
No

167
CAMERON MANESH
CAMERON SEAFOOD ONLINE
THREE-YEAR REVENUE GROWTH: 2,530%

C
ON LOCATION WITH ...
The Crab Cousins Cameron Manesh’s cousin, Peymon
Manesh, was taking his turn running
one of the family’s food trucks in
Who Ship Maryland Hagerstown, Maryland, when he
spotted some West Virginians in line

Blues Beyond the Bay with coolers. They’d driven hours to

load up on Maryland blue crabs, and
if people would do that, he figured,
surely they would pay to order
the Chesapeake Bay delicacy online.

126 ● I NC . ● SEP TEMBER 2021 ● PHOTOGR APHS BY SASHA ARUT Y UNOVA

 FUN IN THE SUN
Every year around
mid-April, when the
water in Chesapeake
Bay approaches 60
degrees, Maryland
blue crabs emerge
from dormancy in
the mud to mate.
Mirroring the
crustaceans’ frenzy,
beachgoers swarm
from across the
Mid-Atlantic looking
to feast on crab. The
local prep is simple:
Steam with Old
Bay seasoning, and
enjoy with friends.
“Crabs are a social
food,” says Cameron
Manesh.

ALL IN THE FAMILY

Owusu Koffour started
as a babysitter for
Cameron Manesh
and has been with the
family business for
20 years. He manages
the company’s retail
location in Capitol
Heights, Maryland,
where Cameron
also processes and
ships its online and
wholesale orders.
The menu offers more
than crab, but the
tasty little creatures
are by far the star of
the show.

Maryland blue crabs burrow in
the mud from November to April,
and the layer of fat they develop to
keep warm gives them a distinctively
sweet taste. “We don’t have custo-
mers,” says Cameron. “We have
addicts.” He’s the namesake of the
crab empire his father co-founded in
1985—Cameron’s Seafood—which
now includes a wholesale business
and a network of food trucks and
retail outlets around the region.
The two cousins launched
Cameron Seafood Online in June
2017, to resounding indifference.
It had just $9,300 in sales the
first month. So Cameron got
busy marketing, partnering with
subscription wine services to
include inserts, posting unboxing
videos on social media, and getting
a mention in the Food section of The
New York Times, which generated
$50,000 in sales in a single day.
The site hit $1.1 million in sales
in 2018, and its facility was near
capacity when Covid hit. Orders in
the spring of 2020 jumped from 50
a day to 250—fantastic, except the
crabs weren’t out yet. When the
company blew through its frozen
stock in two weeks, the team
offered thousands of customers
refunds or a substitute: Alaskan king
and snow crabs, which are available
all year. The upshot: Cameron’s
Alaskan crab business ballooned,
the company met demand—and
they rode the rising tide all the way
to the Inc. 5000. —GABRIELLE BIENASZ

● SEPTEMBER 2021 ● INC. ● 127

 THEY
DIDEach of the companies
on this year’s Inc. 5000
has its own tale of per-
sistence, perseverance,
and pluck. Tales of trac-

IT
tion. Tales of triumph.
Tales of doing the work,
no matter the obstacles.
They filled needs in a
time of need. They built
better businesses. And
through it all, they grew.
From making musicals
to mixing potions, from
cleaning up to killing
Covid, these are the
stories of 13 founders
who tell us how they
prevailed in 2020—and
the lessons they learned
on the way to winning
the biggest prize of all.

● SEPTEMBER 2021 ● INC. ● 129

SCREEN PLAY
Founders Evan
Horowitz (left)
and Geoffrey
Goldberg are big
on no screen time
for their 3-year-
old daughter. She
thinks “TikTok”
is when her dads
swing her upside
down by her feet.

1 3 0 ● I NC . ● SEP T EM BER 202 1 ● P HO T O G R A P H B Y NOLW E N C I F U E N T E S

 78
Geoffrey Goldberg and Evan Horowitz
No were married and living in a one-bedroom
Brooklyn apartment in 2016 when they
wondered if they should hitch their
GEOFFREY GOLDBERG & careers together, too. Goldberg was a
EVAN HOROWITZ former Broadway dance captain turned
director and choreographer, and Horowitz
was a marketing pro with a Harvard
MOVERS+SHAKERS MBA. They combined forces and called
their new venture Movers+Shakers. The
THREE-YEAR REVENUE Santa Monica, California-based business
GROWTH: 4,802% puttered along as a two-man digital-
marketing shop for a few years until one
of their campaigns exploded on TikTok,
How We Broke hitting a billion views in a week. They’d
reinvented the marketing jingle for Gen-Z,
TikTok Records and it sent their business soaring—from
$130,000 in 2017 revenue to $6.6 million
and Created a in 2020. That’s on track to at least quad-
ruple this year, and now the creative couple
Playbook for have 60 employees along for the ride.
—as told to christine
Viral Marketing lagorio-chafkin
Goldberg On Broadway, any night of the
week, I would play one of about 14 differ-
ent roles in Mary Poppins. I’d train new
cast members during the day, and then at
night—with a half-hour’s notice—hop
onstage in whatever costume I needed. It
was wild. When the show was ending its
run, I started putting myself out there
more as a director and choreographer,
posting some short pieces online.
Horowitz He made mini tap-dance
duets that are so engaging and cute you
can’t help but smile when you see them.
As a marketer, I thought it was an amaz-
ing way of telling stories. I asked him if
he’d ever thought about taking his really
joyful way of using music and dance to
tell stories for brands.
Goldberg I hadn’t. But I thought there
might be something there.
Horowitz We put faith in the idea and
then mocked up a logo, registered a
domain, and started pitching without
knowing where we were going. We
started doing work with original music,
we did a mini musical for Match.com,
and we did a video billboard in Times
Square for a clothing brand. But it was
mostly social ads.
Goldberg Work was sporadic. Our
storytelling style was pretty niche. For the
first few years, it was very hand-to-
mouth—there were good periods, but
there were also dry periods.
Horowitz By the time we were going to
adopt our daughter, it wasn’t clear we
could keep going. To network, we flew to
Los Angeles for my 20-year high school
reunion. A friend I hadn’t spoken to in
years was the VP of brand marketing at
E.l.f. Cosmetics. The idea of collaborating
on something businesswise was really
exciting for two old high school friends.
E.l.f. asked us whether we’d heard of this
app called TikTok. We hadn’t.
Goldberg We downloaded the app,
dove in, and studied it.
Horowitz This was 2019, and there
were maybe five brands that had even
done anything on it. It was pretty fringe.
Goldberg At that point, we looked at
each other and realized: Wait, this is
● SEPTEMBER 2021 ● INC. ● 131
exactly what we do! We work with brands
to use music to bring their story to life in
a culturally relevant way.
Horowitz TikTok itself advised against
writing original songs for people to use in
their videos. Everyone else licensed exist-
ing music clips. But we thought, if we’re
going to get thousands of people to make
a video and they’re all going to use the same
song—duh—that song should be about this
brand. E.l.f. was hesitant; there was no
playbook for what its brand sounded like.
It’s a lot of pressure to define a brand with
just a few seconds of play. There was con-
cern it would sound cheesy or be a jingle.
Goldberg We said no, no, no, no! Let’s
create a hip-hop-inspired brand anthem
that would naturally be in the playlist of
the people who were using TikTok. We
knew we could make it sound cool. We
contracted producers and artists and de-
moed about a dozen versions of the song,
which sets what E.l.f. stands for—eyes,
lips, face—to music. It was the brand’s goal
to introduce Gen-Z to what E.l.f. actually
stands for. In October of 2019, we launched
E.l.f.’s #eyeslipsface campaign.
Horowitz It was in the form of a hashtag
challenge: People would post a video of
themselves showing their eyes, lips, face,
maybe made up in an interesting way,
with the hashtag and song. In the first
week, it really snowballed. We had Reese
Witherspoon join in from a barber chair,
and pretty soon you had Ellen strutting to
the music, you had Lizzo, pulling on her
curly hair, you had Terry Crews, Kevin
Hart, all these huge names creating videos
totally organically because we had made
something so cool that it was good for
their brand to participate.
Goldberg It became the most viral
campaign in TikTok history: It hit a billion
views faster than any campaign had, in
just six days.
Horowitz It wasn’t just organic growth,
Our mission is
to spread joy—and to
put out more
positivity into the
world.
132 ● INC. ● SEPTEMBER 2021 ●
though—it was a lot of fast follow-up by
us. People loved the music—they were
asking why they couldn’t find the song on
Spotify. We had created only 15 seconds.
Within a week, we’d created the full-
length song, and 200,000 people put it
on their Spotify playlist. It hit No. 4 on
Spotify’s global 50 chart.
Goldberg Over the first two months,
How I Launched Our Brand
With a Folding Table, Aspirin,
Plenty of Red Bull, and a Dream
Knock makes a customer-relationship
management platform that helps prop-
erty managers control all aspects of the
rental process online, from tracking their
inventories and communicating with
tenants to booking showings with poten-
tial renters. Today, Seattle-based Knock’s
software manages 1.75 million housing
units and serves more than half of the
U.S. property owners on the National
Multifamily Housing Council’s top
50 list. Back in 2014, 20-something
co-founders Demetri Themelis and Tom
Petry quit their finance jobs because they
saw an opportunity to bring cutting-edge
technology to real estate. But as outsiders
to the industry, Themelis explains, they
had to get creative.
—as told to kevin j. ryan
there were a lot of “I can’t believe this is
happening” kind of moments.
Horowitz Our mission is to spread
joy—and to put out more positivity into
the world. As we grow, we’re trying to
create a really supportive, creative culture
that rewards risk-taking. We know it is
working: Our clients tell us we’re their
favorite meeting of the week. Q
369
No
DEMETRI THEMELIS
KNOCK
THREE-YEAR REVENUE
GROWTH: 1,307%
Having lived in New York City, San
Francisco, and Seattle, Tom and I had a
lot of experience with terrible apartment
hunts. There was nothing modern about
the process: no automation, no access to
real-time information, a lot of phone
calls and emails.
We were keenly aware of the prob-
lems from a renter’s perspective, but we
didn’t know anything about what the
transaction looked like from the other
side. So we started talking to property
managers—bigger companies, and then,
like, my aunt who owns a duplex. We
kept hearing the same thing: “We know
the problems exist—we just don’t have
the technology to fix it.”
We started building software, but we
realized we needed more exposure to

potential customers. You can take
Spanish class in high school, but if you
really want to learn, you should move to
Guatemala. So we said, “Let’s get on the
road and accelerate the learning curve.”
Total immersion.
The two of us rented a Winnebago
and went on a three-month, 10,000-mile
tour through every major city west of the
Mississippi. It was an adventure. Back-
ing out of our driveway on the first day,
we bumped into a low-hanging tele-
phone wire that ripped off a piece of the
roof. Of course, we didn’t know that last
part until a stormy night in Boulder,
Colorado, when suddenly water started
pouring in. Another night, I messed up
while evacuating the RV’s waste system
and foul water splashed all over me. The
people watching at the dump station
were crying laughing. I ended up basi-
cally taking a bath in hand sanitizer.
In all, we met with hundreds of
property-management companies. Some-
times they were cold drop-ins. We’d invite
them into the Winnebago for Cheez-Its
and a cold beer and to talk business. We
spent months learning everything from
their perspective: how they communicate
with renters, what the rental journey
looks like, where we could streamline
things for the property manager.
PHOTOGRAPH BY KYLE JOHNSON ● SEPTEMBER 2021 ● INC. ● 133
KNOCK, KNOCK
Demetri Themelis
aimed to bring the
property-management
industry into the 21st
century. But first, he
needed a way in.
We built a product and signed up
some companies while we were in beta.
But we soon realized everyone in this
industry meets one another at confer-
ences, which are expensive to attend for
a small company. We signed up for the
next big one, and the cheapest entry we
could buy cost $5,000. We didn’t even
have a marketing budget at the time, and
all we got for that was a little spot in the
hallway and a small folding table. We
couldn’t access the trade show floor,
much less the big pavilions.
Still, we were super excited. Then we
started getting invitations from our com-
petitors to all these super lavish parties
at the conference. Dinner with the Real
Housewives of Orange County. A private
Kelly Clarkson concert. A sunset cruise
on a mega yacht with an open bar. We
thought, we don’t know anybody, and we
don’t have any budget. How are we going
to get any time with anyone?
Then we had this idea. We created a
mass email to attendees that said, “All
these parties sound like a recipe for a
hangover. Knock is used to relieving head-
aches for property managers, and we’re
134 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPH BY ZENITH RICHARDS
going to live up to that mantra literally this
year.” We stocked our little tabletop with
aspirin, coconut water, Pedialyte, vitamin
B, gum, Red Bull, and every other possible
hangover remedy you could think of.
We got a tremendous response. Peo-
ple replied saying they get hundreds of
these invites, but this was the first that
ever made them laugh out loud, and they
wanted to come by to meet us. Our table
was mobbed every morning of the three-
day conference. We got a ton of customers
from that. It must have been a 20-fold
return on investment.
If it all sounds like a scene out of Sili-
con Valley, there’s a reason for that—the
show’s writers, in fact, spent a day with
us at one point. They brought a team of
about nine people to the office one day to
ask us questions and listen to our wild
startup stories.
It’s fair to say that we’ve had to do
some crazy things to get to this point, but
I don’t think we could have done it any

JOBS SEEKER
Aakash Kumar
built an app that
matches gig workers
with companies
looking to hire them,
in such industries
as hospitality and
nursing.
other way. This is a vertical worth tril-
lions of dollars. We’re one of the very few
technology companies serving this space
that didn’t come from within it. So we
really had to go above and beyond to
understand how the industry works, to
learn the dialect, and to build the trust
required to get close enough to have any
chance of convincing somebody that we’d
bring them value. We were forced to go
deep with our customers early on, and
we’re reaping the benefits today. Q
280
No
AAKASH KUMAR
SHIFTSMART
THREE-YEAR REVENUE
GROWTH: 1,649%
How I Answered
the Call During
Covid
Six years ago, former management con-
sultant and Google exec Aakash Kumar
saw, in the rise of service-on-demand
companies like Postmates and Uber, an
opportunity to extend the gig-work model
to all sorts of other industries. He made a
bet that more and more workers would
gravitate toward shift work and that
companies would want the flexibility to
scale their workforces up and down from
one day to the next. So he co-founded
Seattle-based Shiftsmart with the idea of
creating a labor-management app to con-
nect workers and employers.
He was growing the company steadily,
with 90,000 workers using the platform to
find shifts in such industries as nursing,
hospitality, and logistics, and then ... you
know what happened next. The pandemic
hit, erasing millions of jobs in a matter of
weeks. Hundreds of thousands of newly
jobless workers downloaded the app and
looked for shift work over the next year.
But the real test for the company’s model
came when it successfully bid to help the
Small Business Administration staff a
remote call center for the Paycheck Pro-
tection Program. In less than a week,
Shiftsmart screened about 10,000 workers
to find those most qualified to explain to
distraught business owners how a complex
and ever-changing piece of legislation was
going to work. Here’s how they did it.
—as told to lindsay blakely
In early 2020, we talked about the pan-
demic as a risk, but it wasn’t until that first
weekend of true shutdowns—starting
with the NBA shutdown—that it hit us in
the face. Our two biggest verticals, retail
and hospitality staffing, cratered. We
didn’t know if it was going to be six
months or a year, or the new reality.
We leaned into creating remote call
center solutions because all the physical
call centers were shut down. We matched
flexible, remote workers to shifts han-
dling contact tracing, market surveys,
and other customer service tasks.
Toward the end of March, we became
aware that the SBA was looking for con-
tractors to help staff a remote call center
specifically around the Paycheck Protec-
tion Program. Business owners were
dealing with multiple-hour wait times
trying to get questions answered about
how the PPP loans were going to work.
Staffing up quickly is in our DNA, but
in terms of speed, this was the single
biggest undertaking Shiftsmart had
attempted. We started with a pool of
10,000 workers or so, and had 72 hours
to narrow it down to 2,000 and train
them to assist small businesses in crisis
mode. We screen for challenging work
all the time, but never before had we
been under this much time pressure.
One of the biggest challenges was
simply wrapping our heads around what
was happening with the bill in Congress.
We had a handful of people reading the
several-hundred-page bill around the
● SEPTEMBER 2021 ● INC. ● 135
clock, refreshing every time it changed.
Their task was to isolate the critical provi-
sions into digestible talking points,
because we couldn’t realistically train this
workforce using a 40-page summary.
There was a lot of emotion on the
other end of these calls. These were
business owners who may have had no
more than 30 days of cash on hand—
many of them were structurally bank-
rupt—and, through no fault of their
own, they were going through a once-
in-a-lifetime event.
We needed the absolute highest-
quality pool of workers. So we focused
on profile hiring—finding people who
had done empathetic, customer service-
oriented work before, who had done
high-end hospitality and would under-
stand the psychology of management in
that moment.
For a typical call center job, we con-
duct trainings a couple of times a week.
For the PPP call center, we often did
trainings six times a day, with quizzes,
video recordings, and learning modules.
We definitely screened workers who
got into shifts and turned out not to be
as qualified as needed, and we had to
quickly recalibrate. We listened to calls,
especially of those in their first 20 hours
or so on the job. But at that scale, you
had to abandon the principle of zero
errors and look instead at how fast you
could remediate and adjust. For instance,
we quickly realized the volume of con-
tent was just so high and very numerical,
so the job was not just about listening
but also about holding numbers in your
head. We had to start screening candi-
dates specifically for memory.
It was a tough week. The first two or
three nights we went live, I didn’t sleep
much. It took about two more weeks for
the whole thing to feel in control.
The thing about crises is that at least
you’re clear on what is important and
what isn’t. It was one of the more electric
moments for us as a company—we were
all hands on deck. Everyone knew it was
one of the most important things we’d do
together as a team. This experience made
us, as a company, more willing to say yes,
because we knew the max that could be
done—but also because it reoriented the
“why” for us. Q
136 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPH BY JESSICA PONS
How I Went From Power Ranger
Villainess to QVC Hero
With her first beauty brand, former Power
Ranger actor Jennifer Yen didn’t hit the
mark she’d set for herself in representing
the Asian beauty traditions she’d learned
from her mother and grandmother. Thanks
to critical advice from the buyers at QVC,
and a little postpartum Chinese wisdom
from her mother, Yen pushed the reset but-
ton with Yensa. Here’s what happened
when the fledgling, L.A.-based beauty
brand earned Yen a golden ticket to appear
live on QVC—with eight minutes to make
or break her.
—as told to marli guzzetta
Once upon a time, I was the evil villain-
ess Vypra on the TV show Power Rang-
ers. As a young actor in my 20s, I didn’t
realize how damaging heavy TV makeup
could be to my skin. So I took some of the
money I’d made on the show and equity
from my condo—which I do not suggest
doing—and started a beauty brand based
on Asian traditions I’d learned from my
grandmother.
But there was a catch: Twelve years
ago, I didn’t think America was ready to
embrace the amazing things about Asian
beauty culture, and I didn’t have the social
media tools or skill to get my story out
myself. I gave the company a French
name, Purlisse, and traditional Western
branding. I was playing it safe that way.
443
No
JENNIFER YEN
YENSA
THREE-YEAR REVENUE
GROWTH: 1,107%
On the other hand, I took on a lot of risk
and debt. I had no buyer and no experi-
ence. We launched in January 2008 and
gained a little traction just before the
recession. I wound up losing the condo to
foreclosure, but I hung in there with
Purlisse, because people loved our prod-
ucts. We eventually rebuilt our sales by
partnering with beauty-sample subscrip-
tion service Ipsy, which led to growth on
our site and on Amazon.
In 2014, when I’d given birth to my
daughter, my mother came to stay with
me to “sit out the month,” as it’s known
in Chinese tradition.
She prepared soups and beauty prod-
ucts for me with Chinese superfoods like
black mushrooms, black chicken, black
rice, and black chia seeds.
My skin looked great, my hair looked
great, and I felt energized. I started to
think again about the wisdom of ancient
Asian beauty and health rituals and
building a new brand.
By that time, I’d seen the rise in social
media, the rise in subscription businesses
and e-commerce, and the growing
demand for Asian beauty products—it all
made a clear path for building brand
awareness and distribution on my own
terms. Plus, I’d recently run into some of
the QVC buyers at a trade show in Las
Vegas and pitched Purlisse for TV. QVC
THE MAKEOVER
Jennifer Yen played
it safe when she
gave her first beauty
company Western
branding. For her
second act, she found
success by embracing
her heritage.
GETTING WISE
Mike Vichich pivoted
his company, Wisely,
at least three times
before hitting on the
version that landed
him on these pages.
The journey was at
times mortifying, but
he’s found strength in
his vulnerability.
wanted the founder explaining her com-
pany and representing her brand in an
authentic way. “You’re all about Asian
beauty rituals,” they told me, “but Purlisse
doesn’t quite represent you.”
So in 2016, I decided to take all I’d
learned from 10 years of building a com-
pany and all I knew from Asian beauty
traditions and start a new cosmetics
brand, Yensa, the name of which comes
from the Chinese words for “color” and
“face.” As a single mom, I decided it
would also have a strong giveback mis-
sion supporting nonprofits that help
women attain financial independence.
Using Chinese superfoods, I started
brainstorming ideas and recipes for the
brand. I spent almost three years devel-
oping a full-coverage SPF 40 foundation
infused with ingredients like black
sesame oil, black seaweed, and black tea.
How I Hit Rock Bottom–and
Why Other Entrepreneurs
Need to Know About It
W
While he was creating Wisely, an Ann
Arbor, Michigan-based software plat-
form that allows restaurants to build
stronger relationships with their custom-
ers, Mike Vichich hit some painful lows.
In that regard, he’s far from alone. When-
ever Vichich shares those stories, he says,
other entrepreneurs will often come back
with their own tales of hitting rock bot-
I successfully pitched Ipsy in 2017 and
got a purchase order to launch with the
company the following year.
We went to market with what is now
our best-selling foundation, and it gave us
a year and a half of real data to give to our
rep group with QVC in October 2019.
That’s what finally got us the invite for a
show on March 8 last year. They gave me
eight minutes at 7 a.m.
After four years of talking to QVC, I
flew to Pennsylvania to appear live, and
we exceeded our goal for the time slot. We
were the second-best selling brand for
that show. Almost immediately, QVC
invited us to come back.
Then, of course, one week later, Amer-
ica shut down—and QVC closed its stu-
dios. It took a year, until March 2021,
before the channel could finally host us
again—this time over Skype. They put us
300
No
MIKE VICHICH
WISELY
THREE-YEAR REVENUE
GROWTH: 1,542%
tom—even though admitting weakness
doesn’t square with the chest-beating
ethos that dominates much of America’s
startup culture. Now that Wisely’s path
has finally reached the fast-growth stage,
Vichich finds himself taking on a new
mission: making entrepreneurship more
vulnerable.
—as told to cameron albert-deitch
P H O T O G R A P H B Y LY N D O N F R E NC H ● SE P T E M B E R 2 0 2 1 ● I NC . ● 1 39
on prime time, where the stakes were
high. Again, we surpassed expectations,
and QVC made a purchase order. We sold
out of product.
I’m grateful for the feedback the QVC
buyers offered and glad I took their advice
and started Yensa. Growing up in Ala-
bama, I was the only fully Asian girl I
knew. You wanted to diminish the differ-
ences in your culture and the fact that you
were bilingual so you didn’t stand out or
get made fun of. Now, I feel like I’m mak-
ing up for my childhood of not standing
up for myself and my culture.
Including the name in Chinese on our
packaging is key. I want to communicate
that Yensa is an Asian American brand
and that we are rooted in timeless rituals.
And on another level, I want to emphasize
that we all have multiple dimensions, and
it’s OK to identify with all of them. Q
One evening in 2015, I got onstage at the
monthly Ann Arbor New Tech Meetup,
plugged my phone into the big screen,
and started introducing myself to the few
hundred people there—“Hey, I’m Mike
from Wisely.” Then I heard everyone
start laughing. I turned around to look at
the screen and saw a message: “From
Jennifer Vichich: Are you coming with
me to therapy tonight?”
I was mortified. Half the people were
aghast and felt terrible for me. Half were
awkwardly laughing. I said, “Everyone
here who has started a company knows
that it’s hard. I’m happy to say my wife
and I can be open and honest about our
issues. That’s how we get through them.”
I walked offstage feeling semi-
euphoric. I’d been real about the struggle
that comes with this work. It was the
moment I realized it isn’t authentic when
people talk about how much they’re
“crushing it.”
A former Accenture co-worker and I
launched our company in 2012. It was
called Glyph back then—we used trans-
action data to help people find their
ideal credit card—and there were a mil-
lion reasons why it wasn’t viable. It just
took us about a year to realize that. We
rebranded as Wisely and pivoted to a
concept that we called Better Yelp, which
also used transaction data, this time to
recommend bars and restaurants. The
app gained some traction, but not
enough. We needed to pivot again.
One restaurant owner told me: “The
last thing I need is another app to man-
age my presence on. What I would love
is to know when my regulars walk in.”
So, in 2015, we built a customer loyalty
program. We signed up 30 restaurants
and about 10,000 people in Ann Arbor,
and we concluded it might work at scale,
so we took it to New York City. If it
didn’t work there, it wasn’t going to
work anywhere.
In the middle of winter, while my wife
was pregnant, I took a 6 a.m. flight to
New York on a Monday morning and
spent the next three days walking into
restaurants and trying to sign them onto
this loyalty app. On Thursday, I flew
home, and then I flew back the following
Monday to do it again. I did that for four
months before we ran out of cash—and
again, before we got enough traction.
Over a period of years, we’d devel-
oped a belief that we would one day
figure it out. We were relentless about
believing that. Then we had to confront
the reality that it didn’t behoove us to
believe our own bullshit.
We tried to sell the company. There
were no takers.
I vividly remember going to bed one
night thinking that I’d lost our investors’
hard-earned money. Two angel investors
had put a couple million dollars into
Wisely over the span of a couple of years,
and I drifted off to sleep imagining the
conversations they were having with their
families. “You put how much money into
that company that died?” I woke up in the
middle of the night having peed the bed.
There’s no silver lining to that one. It
was an incredibly stressful time.
As a last-ditch effort, we switched to
a B2B model. We started with a very
simple waitlist system for restaurants.
When you join our waitlist for a restau-
rant, we want to know whether you’re a
regular there. We want to remember
what foods you like and dislike, the kinds
of details that can help restaurants offer
you better hospitality. Shockingly, no
other waitlist system out there did that.
We got the first version shipped to a
140 ● INC. ● SEPTEMBER 2021 ●
Bartaco restaurant location in Port
Chester, New York, on Labor Day 2016.
It went well enough that the rest of
Bartaco’s locations signed on. Then we
signed their sister company, Barcelona
Wine Bar. Those two brands gave us a
modicum of street cred—which helped
us sign another brand, and another one,
and so on.
Since then we’ve grown organically
How I Pivoted to a Lonely Path
For its first few years, Andy Ruben’s com-
pany was called Yerdle, and it was an online
swap meet. It did fine—not great, but fine.
Ruben had a gut feeling it could be better,
but the rest of the company didn’t agree.
Dozens of employees left, and Ruben con-
sidered stepping down as CEO. Left with a
skeleton team, he pivoted the Brisbane,
California, company—now called Trove—
to become a platform that allows top
brands to resell returned products. The
move paid off, and revenue took off. The real
test of a fast-growth entrepreneur, Ruben
realized, is recognizing when your com-
pany is stuck in that space between success
and failure—and doing something about it.
—as told to cameron albert-deitch
During our pivot, I’d walk into my office
on the backs of customers, and now we
see a path to hitting $100 million in
annual recurring revenue within the
next three to five years.
It’s still a slog. But whenever I tell
these stories to other entrepreneurs,
they’re like, “That makes me feel so much
better! I’ve gone through similar stuff.”
Chest-beating isn’t good for entrepre-
neurship. Vulnerability is. Q
268
No
ANDY RUBEN
TROVE
THREE-YEAR REVENUE
GROWTH: 1,744%
every day, ready for someone to say,
“Andy, I want to find a few minutes of
your time.” Really they were saying,
“I’ve found another job. I’m leaving.”
I had that conversation 20-something
times.
When we started Yerdle nine years
ago, the idea was: Post something for
someone to borrow, and look for some-
thing you need to borrow yourself. We
eventually had more than a million
members on iOS, Android, and desktop.
As a founder, you’re so close to the busi-
ness. You know when it’s really working,
as opposed to when the metrics look good.
You also know when it’s not working, when
it’s time to raise more money, when it’s
time to sell. If you pay attention, you’ll have
good gut instincts.
STARTUP
PURGATORY
Andy Ruben found
himself in a place
between success and
failure—and then
found his way out.
People would say they loved us, but
then they’d never use the platform,
which wasn’t personalized or well
curated. I would hear from brands like
Patagonia, “We love Yerdle, but we
really wish our items weren’t next to
dishwasher parts.”
Four years into running this company,
I just knew it wasn’t right.
The hard part is that when you’re
doing something new, you really don’t
know whether it’s hard because you
don’t have the right model or because
it’s never been done. I started telling
board members, “I’m concerned this
isn’t going to work.” The board had ques-
tions: Why do you think that? Are you
just tired? At one point, I considered
stepping down. Eventually, we decided
to sell the company. There were busi-
nesses with more scale that could really
address our challenges.
I was excited about the buyer that
emerged. I spent time with their execu-
tives, we talked numbers, and things
were a go—until one presentation where
I really messed up. We didn’t go into
depth about the things we had built and
instead talked about what I wanted to
build next.
The acquisition fell through.
We went after another potential
buyer. That deal fell through too. We
actually got a third bite, but I decided
not to travel to meet with them. I’d been
disappointed twice, and I just didn’t
want to do it again.
All along, inside the company, I was
P H O T O G R A P H B Y DR E W K E L LY ● SE P T E M B E R 2 0 2 1 ● I NC . ● 1 4 1
acting like everything was fine—but
people sensed it wasn’t. There were a
lot of questions. As a leader, it was one
of my darkest times.
We went from around 60 people to
five of us.
I remember a lunch in San Francisco
with two board members. We each
brought an idea for how to save the
company. I proposed working directly
with brands to resell their used goods,
which is what we do now.
We sublet most of our office to a dif-
ferent company and launched Trove
from a couple of conference rooms with
no cash flow and no clients for our new
model. To persuade Eileen Fisher to
work with us, I literally sat outside their
office and kept changing my plane
ticket until the right person walked out.
With Patagonia, I heard that one of their
executives was going to a trade show in
Utah, so I went to the airport and got on
a plane. I didn’t even go home to pack.
I talked my way into the show, found the
executive, and convinced her that
we were the right choice.
We started with three brands—
Eileen Fisher, Patagonia, and REI—and
we spent the next three years working
only with them. Doing so allowed us to
really build out the circular shopping
experience, from processing returns to
revaluing used items to reselling them
in branded online stores. Now we’re up
to nine clients, including Lululemon
and Levi’s.
We still have the same core mission
that Yerdle did: using technology to
enable things to be repurposed. But now
we have 300-plus employees, and we’re
on track to double revenue this year. I
have a good feeling about it. Q

GOOD KARMA
Kim Lewis recognized
an unmet need for
women of color, so
she and husband Tim
created CurlMix.
Grateful customers
later came through
for the Lewises when
it counted.

1 4 2 ● I NC . ● SE P T E M B E R 2 0 2 1 ● P H O T O G R A P H B Y L AW R E NC E AGY E I
How We Cooked Up a
Business–and Turned
Followers Into Funding
Kim Lewis launched her first business, a
social network for women with curly hair,
with money her husband, Tim, won on
Who Wants to Be a Millionaire. Luck?
More like strategy. After seeing him rip
through question after question while
bingeing on old episodes one night, she
got him booked him for a tryout and a
trip to New York. On the show, he locked
in the $25,000 they needed for seed
money and bowed out after correctly
answering the $100,000 question. Kim
quit her job the following Monday. The
startup failed, but it inspired her follow-up
beauty brand, Chicago-based CurlMix,
and taught her how to build a committed
following. She didn’t know then how
crucial that last part would be.
—as told to eric hagerman
Kim If you’re Black in America, when you
go into the office, you alter your hair to
avoid discrimination. Black women
grow up wearing chemical relaxers that
straighten and damage our hair so we
can fit in. By 2010, my hair had begun
falling out, and I asked Tim to shave it
all off so I could let it grow back natu-
rally. Because I didn’t trust the ingredi-
ents in existing products dedicated to
93
No
KIM LEWIS & TIM LEWIS
CURLMIX
THREE-YEAR REVENUE
GROWTH: 4,149.7%
curly hair, I started mixing things at
home. Many of us were doing that.
Tim She would spend hundreds of
dollars at Whole Foods and then hours
making products that might not work—
and leave me with the dishes.
Kim We launched CurlMix as a DIY
box, like Blue Apron for hair. It included
prepackaged, organic raw materials—
flaxseeds, guar gum, hemp seed oil—
along with an instructional video. We
sold $130,000 worth of kits the first year
and $140,000 the second, but I felt like
subscription boxes should have been
snowballing.
That’s when I started looking at my
customers—what do they actually want?
It was our flaxseed gel. People had
“My goal is to build the
first Black-woman-owned
beauty conglomerate
traded on the stock
market.”
emailed asking us to send it to them
ready-made, because it’s a real pain to
do yourself. You have to boil flaxseeds,
and it’s really hard to separate the seeds
from the gel. It’s gooey. We started going
to manufacturers to see if they would
make it for us, and even they didn’t want
to. My adviser was like, “Why don’t you
just figure it out?”
Tim Kim was seven months pregnant.
She spent a month in the kitchen and tried
50 different batches to get the product
right. We sent a presale of 60 bottles to
our email list and sold out in minutes. We
did another round and sold out that one,
too, and then another. We just knew that
we had something people wanted.
Kim We were the first ones, to our
knowledge, to mass-produce shelf-
stable flaxseed gel by boiling real flax-
seeds, extracting the gel, and then putting
it in a bottle.
Tim We went from $3,000 to $30,000
in sales within three months, and we
were like, “We gotta get out of our
kitchen!” We found a commercial kitchen
and started growing twofold, threefold
month-over-month, until we hit our first
six-figure month. Within a few days of
that, my aunt called to tell us about a
Shark Tank tryout the next day. We
couldn’t find a babysitter; we worked
overnight to get a pitch ready.
Kim It was a casting call at the Uni-
versity of Illinois at Chicago, and the
baby started crying in the middle of our
pitch to the producers.
Tim We thought we bombed, but they
were like, “Oh, we love your story! Kim
and Tim—your names rhyme. That’s so
cute! High school sweethearts!” They
just ate it up. We filmed for Shark Tank
in September 2018 and ended up getting
past a million in sales that year.
Kim We got an offer from Robert
Herjavec for $400,000 for 20 percent
equity. I didn’t want to give up more than
15 percent of my business, and Robert
would not negotiate. We turned it down.
It’s one of the hardest things I’ve ever
done—second to natural childbirth.
Tim We started with the flaxseed gel,
but we built on products as we needed
them, and each time we launched, it was
with a lot of customer approval. For a
long time, Kim would livestream to our
● SEPTEMBER 2021 ● INC. ● 143
Facebook group every Wednesday
doing her hair in the shower—fully
clothed—to show how to use the prod-
ucts. We just continued to feed demand
and improve products using the com-
munity’s feedback, and that’s what
allowed us to grow quickly.
Kim In 2019, we ended up hitting
$5  million in revenue. I went out to
fundraise, but no one invests in women
of color because they feel like it’s too
niche. Or you get a deal, but it’s a crappy
How I Built Software to Save
Patients–and Hospitals
Aki Al-Zubaidi was an interventional
pulmonologist in Colorado who’d become
fed up with the U.S. health care system.
Specifically, he was shocked to find that
hospitals weren’t tracking patients who’d
had incidental pulmonary nodules turn
up in scans; left unchecked, the small
growths can develop into lung cancer. In
2015, Al-Zubaidi created patient-
management software to flag the tissue
abnormalities in medical records and
then automatically notify both patient
and doctor about the necessary follow-up
exams. Six years later, Denver-based Eon
is expanding its tracking system to all
manner of documented abnormalities,
with the aim of capturing patients at risk
144 ● INC. ● SEPTEMBER 2021 ●
deal. Black women get less than 1 per-
cent of venture capital. It’s devastating.
We decided to launch a crowdfunding
campaign at Wefunder instead. We
raised a million dollars in four hours.
We ended up raising more than $5 mil-
lion total—from our customers.
My goal is to build the first Black-
woman-owned beauty conglomerate
traded on the stock market. I want
to be like Procter & Gamble. That’s my
dream. Q
128
No
AKI AL-ZUBAIDI
EON
THREE-YEAR REVENUE
GROWTH: 3,131%
for a wide range of diseases and, when
necessary, getting them in for additional
testing. —as told to graham winfrey
In 2012, I was the director of the pulmo-
nary department at a small hospital in
Colorado, and I was pissed off. I had
trained my whole life to become a
physician, only to discover that health
care fails at something that should be
really simple. It happens all the time in
medicine that when you have a test
administered at a hospital, you find
something abnormal that isn’t what you
were looking for. But hospitals don’t
ensure that patients with documented
abnormalities receive the appropriate
follow-up tests. Studies show that the
right test gets done on time only up to
30 percent of the time.
That can have catastrophic down-
stream effects. For example, let’s say you
go to the hospital because you got into
a car wreck. They’re looking for a blood
clot, but they find a pulmonary nodule.
Most of these are benign, but they can
potentially become lung cancer, which
could progress to the point of being
basically a death sentence. You would
expect that a physician would be
assigned to a patient with a pulmonary
nodule abnormality as a result, and that
they would order the appropriate test
at the appropriate time. That doesn’t
always happen.
When I began working at this small
mountain hospital, I assumed that there
would be about 10 patients per month
with the abnormal finding of a pulmo-
nary nodule that’s actionable. Then we
started reviewing radiology reports. We
found 10 times that amount—100 people
per month who needed a follow-up, and
the hospital had no idea. We’re talking
about an 80-bed hospital.
Once we began following up with
these patients, I started diagnosing lung
cancer much earlier compared with
my peers. That helped patients live
longer, and all we were doing was ana-
lyzing this unstructured data that was
in a dark abyss.
In 2014, I hired a data scientist from
Wall Street and put together some
models to help drive better care manage-
ment of patients with these incidental
findings. We created a mechanism to
identify those findings with superior
precision that doesn’t require a human
to review each positive finding manu-
ally in a report. But I still needed help
with business development, so in 2015,
I asked Christine Spraker, from
Medtronic, to join the company. I was
her client and she was interested in our
results. She’s now my co-CEO.
We were slogging along, cold-calling
doctors and selling one hospital at a
time, when Hospital Corporation of
America was looking for a partner to
help it with lung cancer screening and
incidental pulmonary nodule manage-
ment. There’s a lot of complexity around
 HEALTHY
RETURNS
Founder Aki
Al-Zubaidi and
co-CEO Christine
Spraker are
trying to make
doing right
by patients
a competitive
advantage.

getting data-driven software to behave
properly in health care across different
environments. If HCA chooses a vendor
and the vendor has success, everybody
else will use that vendor. I said to
Christine, “Let’s throw a hail mary, stop
selling anybody else, and focus on get-
ting HCA.” We won HCA as a client and
sold our software in a big chunk: 100
hospitals. It was the first time we signed
up more than one hospital at a time.
I had emailed Mark Cuban trying to
get him to invest in the company at least
15 times, but he had always declined.
Then, in 2017, we got an investment
from Chancy and Zach Love, whose
extended family is a part owner of the
Colorado Rockies baseball team.
They’ve had family members who were
affected by lung disease, so they have a
passion around making sure pulmonary
patients get identified and treated
appropriately. Cuban followed on that
investment and invested himself.
Once Mark and Chancy and Zach got
involved, it gave us a lot of credibility.
At the time, a competitor was telling our
potential clients we were a mom-and-
pop shop that would go broke within one
to two years. When a billionaire backed
our company, they couldn’t use that
against us anymore.
We’ve shown that we can improve
patient care, so now we’re expanding
our software to work with every abnor-
mality that needs a follow-up. Eon
literally brings in more patients who
show up for their appropriate tests. It’s
the best initiative for hospitals to grow
financially. All they have to do to make
more money is do the right thing for the
patient. We need to find more solutions
like that in health care. If we can figure
that out, patients are actually going to
have a chance. Q

P H O T O G R A P H B Y C A L E B S A N T I AG O A LVA R A D O ● SE P T E M B E R 2 0 2 1 ● I N C . ● 1 4 5
SLOW AND STEADY
Cassandra Morales
Thurswell started
building her
accessories empire
by handmaking
hair ties and selling
them to retailers
door to door.

STYLIST: MAZHANÉ RIMA-FLEURIMA

How I Built an $87 Million Brand
From a Single Perfect Hair Tie
In 2010, Cassandra Morales Thurswell
launched her $87 million beauty brand, Los
Angeles-based Kitsch, with a simple hair
tie and a knack for divining the emotional
backstory behind even the simplest pur-
chases. She’d already learned the funda-
mentals of product development creating
private-label jewelry for brands like Hot
Topic and Nordstrom. While so many of her
CPG peers scrambled to blitzscale like tech
startups, Morales Thurswell’s slow and
steady approach turned out to be the secret
to skyrocketing growth.
—as told to marli guzzetta
I grew up in the Midwest, and my step-
dad was an orthodontist; he gave me an
allowance for making retainers in the
garage. So there I’d be, out in the garage
in the middle of winter, with the genera-
tor blasting to keep the heat on, bending
wires and making acrylics, putting pink
glitter into things. I love adding an
aesthetic to something to make it special.
One of the first jobs I applied for out
of school was at a private-label jewelry
maker for brands like Forever 21, Urban
Outfitters, and Nordstrom. When they
asked if I had experience making jewelry,
I lied and told them I did, because I’d
370
No
CASSANDRA MORALES
THURSWELL
KITSCH
THREE-YEAR REVENUE
GROWTH: 1,304%
worked with wires and fine materials.
When they sat me down at a jewelry
bench, it was all second nature to me.
Working for private labels, I learned
about how retailers think about prod-
ucts, how they follow trends. Hot Topic
wasn’t my aesthetic, but it was my favor-
ite client to design for, because I loved
hearing how the brand talked about its
customer and what she’d want to wear.
Sitting at the bench, making jewelry,
I realized two things: One, I’ve never
been much of a jewelry person. (My
husband and I have been married eight
years, and I love him, but I don’t even
wear a wedding ring.) Two, I realized I
just really loved serving people. I loved
listening to people and making beautiful
products by hand.
“I’ve always felt
strongly that you really
have a business
if you have a
repeat customer.”
P H O T O G R A P H B Y A L LY G R E E N ● SE P T E M B E R 2 0 2 1 ● I NC . ● 1 47
So I saved. I saved $30,000, which
was a fortune to me then. And I remem-
ber thinking, “OK, I have my money and
my abilities. Now, who am I making
products for? Who am I?”
I think when people dream about
being in fashion, they dream about being
wild visionaries who change the industry
and get full-page write-ups in fashion
magazines. I’ve always thought about
where I shopped and where I grew up.
I’m from a small Wisconsin town
of 2,000 people. I wanted to make prod-
ucts for the people I know, people I can
relate to. That’s where I set my sights.
I thought about that customer and I
wondered: What’s fun for them to buy
on the regular? What do they reach for
every morning?
The answer was simple: a hair tie.
I started handmaking hair ties at
home, and then selling them door to door
at boutiques and trade shows. I made sure
they were easy on your hair—no snagging
your hair or bending your ponytail—and
also cute to wear on your wrist.
Ulta, one of our biggest customers
and the client that made us, started out
as a cold call. We called a buyer I know
there and said, “Hey, are you going to be
at Cosmoprof?” We couldn’t afford a
booth, but we took her to lunch just
outside the beauty trade show in Las
Vegas. She gave us a chance, and that
turned into an end cap, and then two feet
of retail space, and then four and six.
Working in private label prepared me
exceptionally well to run this business. I
learned how to make a profit margin, how
to create a vendor manual, and how to
scale product. I learned quality control
procedures and how to source factories
and find ethical manufacturing and
distribution.
I took all of that strategy from retail-
ers and used it for our infrastructure, but
I took a different path. My approach to
building a business has been slow,
thoughtful, and purposeful. Design
development has been one of our easier
areas, because it’s happened so naturally.
Our hair ties led to hair towels, which led
to the shower caps, which led to some-
thing else, which led to something else.
I’ve always felt strongly that you
really have a business if you have a
repeat customer. I never want our cus-
tomers to have buyer’s remorse.
Maybe a customer has $20 to spend
and that’s it. If she spends $8 of that on
our products, I want her to feel it was well
spent. I think about how she shops, how
she uses the product, how she feels. How
does the product look to her on the card?
Does it feel like a gift to herself?
I could spend 45 minutes talking about
what makes our products special.
How My Company Turned Tap
Water, Salt, and Vinegar Into a
Serious Covid Killer
Force of Nature was ready to take on the
chemical cleaning industry in 2016 with a
novel, environmentally friendly technology.
As sales picked up six months in, a note
from the Environmental Protection
Agency slowed the Westford, Massachu-
setts, company’s growth for three years.
CEO Sandy Posa feared the company would
lose its first-to-market advantage, but the
intervention proved fortuitous, preparing
the brand for its next big challenger:
Covid-19. —as told to marli guzzetta
We like to say we are the SodaStream of
the cleaning business. It’s an easy way to
explain the technology behind what we
148 ● INC. ● SEPTEMBER 2021 ●
And that’s really been the story of the
company. Ours is different than the fast
in-fast out strategy. Parts of our business
are really fast: our customer service, our
shipping. But you need the time to build
the infrastructure, so when the orders do
come in, you’re able to sustain them. We
emphasize organic evolution and not be-
ing in a rush.
I think “slow and steady” is a
compliment. Q
405
No
SANDY POSA
FORCE OF NATURE
THREE-YEAR REVENUE
GROWTH: 1,192%
do at Force of Nature, which is both
cutting-edge and very simple.
After retiring from running big con-
sumer businesses, my seven co-founders
and I started looking for industry-chang-
ing tech. In 2007, I discovered a startup
that developed an industrial cleaning
product with electrolyzed water. So we
put a team together to take the indus-
trial electrolyzer idea and adapt it into a
consumer product you could sell for $50,
and Force of Nature was born.
The technology isn’t new, but it’s new
to a lot of people. Force of Nature uses
an electrolyzer—ours is a little 12-ounce
device that looks like a cross between a
beaker and a coffeemaker—to convert tap
water and capsules containing salt water
and vinegar into this incredible product
called electrolyzed water. In fact, elec-
trolyzed water has only two ingredients:
sodium hydroxide, which is a cleaner,
and hypochlorous acid, a mild form of
chlorine that disinfects and deodorizes.
There are no harmful chemicals, and it
does no harm to the environment.
We launched in April 2016, and nurses
bought our product. Chiropractors’
offices bought it. Parents started taking
the product to their workplaces.
And then things got a little hairy. We’d
been on the market just six months when
we got a letter from the Environmental
Protection Agency saying, “You’re illegal.”
The EPA is in the business of regulating
toxic products in jugs. Then we came
along with a product that the customer
makes at home, a product they’d never
faced before. Nothing in our product is
toxic; it just didn’t fit their regulations for
cleaning products. So the EPA simply
concluded we ran afoul of the regulations.
Turns out, you can say you are a
cleaner and a deodorizer, and you’re fine.
As soon as you claim to be a disinfectant,
the EPA gets involved.
In response, we took all claims of
disinfectant off the product and called it
a cleaner and a deodorizer. We kept sell-
ing on our site and through Amazon
while we went through the EPA
approval process for two years, which
was time-consuming and costly.
When you’re the first to market with
a unique idea, time is really important.
You know the competition is finding you
and working to catch up. We feared we
were losing our advantage.
At the time, we thought it was handi-
capping our growth. Later, we would
realize, this exchange with the EPA
would prove to have an upside.
We also redesigned the product so that
the process of making the electrolyzed
water offers a better show for nine min-
utes, with lights going off as the solution
bubbles. It was designed to catch eyeballs
on social media, where we did 90 percent
of our marketing in the early stages. One
of our biggest tasks in selling this product
is educating people on what it does, so a
little bit of showmanship helps.

By the time we started the redesign
process, we knew we were on to a really
good product. We patented our electro-
lyzer and registered our capsules with
the EPA (but not the device; technically,
the agency views the salt water and
vinegar as the active ingredients.) And
it all finally came together in the
summer of 2019, which is when we
relaunched with our new design. Our
fourth-quarter sales saw a little traction,
but it was nothing compared with what
was coming.
In March 2020, when the pandemic
hit, the chemical world ran out of stock
overnight. Companies made all sorts
of false claims about what their products
could do. Electrolyzed water kills
Covid-19—and we had EPA approval,
which became a clear marker for con-
sumers. So it was a real advantage for us.
We wouldn’t have had that if the EPA
hadn’t flagged us in the first place.
When people started searching for
Covid cleaners online, they found us.
Most of our referrals came through
Google, Facebook, and Instagram.
Our SEO teams were quite good at posi-
tioning us.
We were in stock and were able to
react quickly in part because, early on,
we decided not to produce in China. The
supplier we chose manufactures around
the world, and we opted to use its
Mexican facility. We also assemble our
medical-grade capsules here in the U.S.
(We use medical-grade capsules to make
sure every drop gets out.) Manufactur-
PHOTOGRAPH BY TONY LUONG ● SEPTEMBER 2021 ● INC. ● 149
READY TO STRIKE
An unexpected snafu
with the EPA briefly
slowed growth at
Sandy Posa’s Force
of Nature. But it gave
the cleaning products
company a critical
edge when Covid hit.
ing in North America shortened the
supply chain during the pandemic.
When demand began to outstrip sup-
ply, we throttled down paid-search and
advertising, but organic search for our
product still kept rising. In three months,
we saw 10-fold growth, and it took us six
weeks to manage that demand. We
wound up at sixfold year-over-year.
Looking back now, our early run-in
with the EPA was a handicap at the time,
but it ultimately yielded the messaging
we needed to help people during the
pandemic. Today, the issue is finding
capital to grow the business, because it
requires a pretty big marketing budget
to educate people. But we think what
we’re explaining is the future of the
cleaning industry. Q
CLEAN SLATE
Carolina Alvarez
learned everything
there was to know
about running a
janitorial business,
including how the
industry exploits
women and immigrant
labor. An immigrant
herself, she’s grown
her business by doing
things differently.
 417
but powerful competitive advantage: using
No
her years of experience to run a company
that does things differently than many of
her rivals. —as told to kevin j. ryan
CAROLINA ALVAREZ
My sister and I were born in Buenos
J&S BUILDING Aires. When we were young, my parents
MAINTENANCE wanted to get away from the corrupt
Argentinian government and decided we
THREE-YEAR REVENUE
GROWTH: 1,158% should move to the U.S. We all had to
learn English once we got here. My dad
picked up a string of low-wage jobs
else.” It was a small, local account, but I
was like, you know what? I’m just going
to try it. I didn’t want to do the wine and
dine anymore. So I quit.
I started the business as a sole propri-
etorship. My husband and I had just had
our second kid. I didn’t want to travel—I
just wanted to keep it local, get enough
business to pay the bills. But word got out.
I started getting calls from past clients
who had heard I was doing my own thing.
They asked me if we could service this

How I’m before he became self-employed. My

goal was always to follow in his footsteps
location, that location. Two years in, we
started taking business outside of Califor-

Cleaning Up and do something on my own. I just

didn’t know what.
nia, so I decided to incorporate.
It’s been so refreshing to be able to

the Janitorial When I was 20, I opened a retail store

that sold extreme sports equipment for
make my own decisions. I finally feel like
I’m not selling a lie. With the old com-

Industry, One women. It did well for a few years, but

Job at a Time
Carolina Alvarez spent 13 years working in
the male-dominated janitorial industry,
where she encountered discomforting sexism
and shady business practices, and struggled
to get the credit she deserved. Thanks to
a nudge from a customer, she decided to
launch Commerce, California-based J&S
Building Maintenance in 2016, offering
cleaning services to businesses ranging from
retail stores to utility companies. Her simple
then in 2001, the markets crashed and
people stopped spending money on those
kinds of things. I closed up shop. I had a
lot of debt and no money—I’d invested
everything in the store. I took the first job
I could get: a customer service position at
the janitorial company my friend’s father
owned. Soon I moved into operations and
had to learn a lot about the business in a
short period of time.
Janitorial is a very male-dominated
industry. All the crew were men; all my
managers were men. When clients came
into town—mostly older men—I was told
I needed to take them out to dinner. I
usually stayed pretty quiet while the guys
often would have disgusting conversa-
tions among themselves. Once I had to
take someone to Disneyland for the day.
While I was uncomfortable with all of
this, I accepted it because it was my job at
the time.
Meanwhile, I got to a point where I
pretty much touched every part of the
business. When a new VP of operations
started, it was my job to train him. He
continued to ask me, “How do I do this?
How do I do that?” I did the job, but
someone else held the title.
I knew the clients well, and over the
years some told me I should start my own
business. I would always say, “Heck
no—running a business is intense.” Then,
one day, one client said, “Carolina, I’m
not going to stay with the company that
you’re with anymore. If you don’t go do
this yourself, I will go with someone
pany, we always said we could do more
than we actually could. We did not have
the equipment that we promised. We did
not have the staff that we promised.
Clients thought they were getting
in-house employees, but in reality, they
were often immigrants making $5 or $6
an hour. Stretching the truth made it easy
to get clients, but it hurt that company’s
reputation with customers and vendors
in the long-term.
Today, I pay every person who works
for us above minimum wage. Sometimes
that means we’re a little more expensive,
so I try to educate potential clients. I
break down the numbers for them and
say, “If you go with that company, you’re
saying it’s OK to pay the employee five
or six bucks an hour.” It doesn’t always
work. A lot of people think janitorial
should be cheap, and just go with the
lowest price. But I know we’re doing the
right thing. And it is working: We gain a
lot of clients through referrals because
of our reputation. We’re in eight states
and quickly expanding.
I tell customers that I value honesty
and open communication. I think they
appreciate that. I know I can stand by
everything we tell them and everything
we write on our website. As an industry
and as a community, we have to adjust the
way we do business, because if we don’t
do it and we keep accepting these old
ways, then nothing will change. So I’m
hoping our company can be a part of a
new wave of businesses in this industry
that does things differently. Q

PHOTOGRAPH BY PHILIP CHEUNG ● SEPTEMBER 2021 ● INC. ● 151

I N C . B R A N DV I E W/ I N S P E R I T Y

“We’ve had an amazing

53%
of business leaders expect to
and doing really well.
Insperity. They’ve really
some great new talent.”

increase staffing levels in 2021, Matthew Lopes

CEO
up from 14% in March 2020. DVI Group
No. 1238, 2020 Inc.

“We’re looking at who we

want to be three, five, 10
years down the road and
asking ourselves what

LOOKS services and systems are

going to help us get there.
With Insperity as my backup,

BRIGHT I feel more secure. My

employees are more secure,
and they can perform better
because they know we’ve got
the right systems in place.”

Jonathan Holmes
Co-founder and partner
No one can deny how difficult the past year has been for
Mighty 8th Media
everyone. The COVID pandemic hit us hard in our personal N0. 4015, 2020 Inc. 5000 Honoree
and business lives. But as the tide begins to turn, business
leaders are remarkably optimistic about their prospects for
the immediate future.

Insperity’s 2021 Business Outlook Survey paints a picture

of businesses looking to recover economically, add to their
teams, and increase wages.
81%
of business leaders
surveyed expect their
performance to be better
National Business Outlook Surveys – four quantitative waves conducted by Insperity;
or significantly better in
95% statistical confidence level with a +/- 4% margin of error. 2021 than in 2020.

C R E AT E D B Y I N C . ST U D I O ; C O M M I S S I O N E D B Y

couple of years; we’re growing
It’s all due to our team—and
helped us bring in and retain
5000 Honoree
57%
cited recruiting and
retaining talent as a
top HR concern.
“If you want your business to
thrive, each employee needs
to be continually learning and
taking on more responsibility.
If you are not creating new
opportunities, your employees
are not growing. By investing
in HR, you are investing in your
company, and it will pay off
tenfold if you do it right.”
Matt Mugar
Co-founder
BOA Logistics
N0. 4276, 2020 Inc. 5000 Honoree
While businesses are always faced with challenges, COVID-19 truly put
business leaders to the test. Resilient business owners have found creative
ways to rise above the chaos, finding ways to keep their businesses healthy
and buoyant. The key to the survival and success of these companies is an
understanding of the critical role HR plays in taking care of their people
and adapting to change.
With the proper HR support, businesses have the luxury of understanding
that “nothing seems impossible.” No matter what challenges COVID-19
may have brought, businesses can be wildly, and rightly, optimistic about
what the future may hold.
When it comes to this commitment to success, it’s tough to match the small
and midsize businesses (SMBs) that responded to Insperity’s 2021 Business
Outlook Survey. Here’s what survey respondents, customers, and executives
have to say about the year ahead. The survey presents a stark contrast between
how business owners felt in March 2020, at the very outset of the pandemic,
and April 2021, when they could begin to see the light at the end of the tunnel.
“In a stressful and difficult period for our
company, Insperity helped lower that stress. It
gave us confidence to move forward knowing we
were making correct decisions, based on good,
timely information.”
Ahmed Qureshi
President & COO
BILT
No. 375, 2020 Inc. 5000 Honoree
Optimism is reflected in the fact that only 3% of businesses
plan on reducing staffing over the remainder of 2021 and
only 1% anticipate lowering compensation levels. Those
figures were 11% and 7% at the dawn of the pandemic.
C R E AT E D B Y I N C . ST U D I O ; C O M M I S S I O N E D B Y
35% of business
leaders expect to increase
compensation levels for
their employees in 2021.
This is a far cry from
“
“We expect to become one of the
largest companies in our class. HR and
our growing workforce play a key role in
that, and Insperity is the cornerstone of
our remote work model.”

Gabriel Apodaca
CEO
March 2020 when only NearShore Technology
No. 3883, 2020 Inc. 5000 Honoree
5% expected to increase
compensation levels.

The No.1
organizational concern leaders
have for their businesses in
“Without Insperity, we would not
have the competitive employee 2021 is driving growth (62%).
offering that we have today.” Back in March of 2020, by
Tom Palombo far the biggest concern was
President
The InStore Group
getting through the economic
No. 2707, 2020 Inc. 5000 Honoree slowdown (82%).

Founders’ outlook for their businesses was an impressive 86% reporting they
were optimistic for business prospects the remainder of the year. Contrast that to
March 2020, when the optimism level was 48%.

“Insperity takes care of so many HR processes, so we are

free to focus on the job at hand—the things we do well.”

Tim Brown
CEO
Evolve BioSystems

C R E AT E D B Y I N C . ST U D I O ; C O M M I S S I O N E D B Y
HR that drives growth
Following a year of unexpected changes
and challenges, Insperity continues to
support the companies we serve to make
the impossible seem possible again.
We help take care of your day-to-day
HR needs so that you can focus on
growing your business.

FULL-SERVICE HR
EMPLOYEE BENEFITS
HR TECHNOLOGY

Learn more at insperity.com

or call 855.402.7325.

Participate in
our business
outlook study.*

Presenting Sponsor

*See back page for details.

 What’s your
business
outlook?
Insperity wants to hear your views on future growth,
staffing, compensation and other HR matters.

Participate in our confidential Inc. business

outlook study and be entered to win two
airline tickets to anywhere in the U.S.*
You’ll also receive a compilation of the study
results – a valuable resource for your business.

Insperity is ready to help handle your HR needs,

so you can focus on growing your business.

FULL-SERVICE HR
EMPLOYEE BENEFITS
HR TECHNOLOGY

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results will be available in December. Visit
www.events.insperity.com/inc-5000/survey-rules for details.
 No

1
RANIL PIYARATNA &
GEETESH GOYAL
HUMAN BEES
THREE-YEAR REVENUE
GROWTH: 48,345%

THE These founders took a four-year-old

startup with $100,000 in revenue to a
$50 million force in the recruiting and
staffing industry. Behold the story, by
the numbers, of their precipitous rise—
and the buzz around their success.
By Peter Keating

HOW THEY BUILT

THE COLONY
IN THE EARLY 1990S at UC
Davis, students Ranil Piyaratna
(above left) and Geetesh Goyal
became friends—and then pro-
Food Production
ceeded, for years, to not go into and Agriculture
business together.
Goyal attended dental school
before finding he was more inter-
ested in filling positions than in filling
21% Logistics and
Supply Chain
teeth. He and Piyaratna reunited
to solve workforce problems for life-
science companies. They founded
Atomic Staffing, which became, in
2010, Neozene. Then CEO Goyal and THE
22%
CFO Piyaratna saw opportunity: If
they built high-quality pipelines, they INDUSTRIES
could deliver “human capital” to a IN WHICH
broader range of businesses. “We Electronics HUMAN BEES
could have delivered on 10 times the
business we had,” Goyal says. “And
Manufacturing PLACES
THE MOST Medical
I was pretty confident my recruiting
methodologies could transfer
across industries. If a client has a
critical need, it doesn’t matter if it’s
18% STAFFERS Devices and
Biotechnology
in software, hardware, agriculture,
shipping, or logistics. It was like, ‘We
can solve it!’ So we cast a wider net.”
That philosophy still drives
12%
Lathrop, California-based Human
Bees, which prides itself on being Software Other
able to place anyone from seasonal
farm workers to contract CEOs.
As Goyal says, “We’re plugged
(Digital Technology)
12%
into technology companies like
Google and Boston Scientific and
Bitcoin Depot, and companies with
15%
production workers like FedEx.”

P HO T O G R A P H B Y K AT I E T HOM P S ON ● SEP T EM BER 202 1 ● I NC . ● 1 5 7

HOW THEY SWARM FAST, ON AVERAGE, EVERY DAY HUMAN BEES …
STING FIRST makes 2,274 calls places 66 staffers
AT THE HEART of the model Goyal and Piyaratna built
was a simple idea: deep vetting—at both ends of job place-
ments. Today, the company questions clients extensively
to grasp the full range of a position’s requirements. After
its recruiters search widely for applicants, whether by
blanketing neighborhoods with fliers for truck drivers or by
looking online for résumés of software engineers, they probe
applicants through a series of interviews and behavioral tests.
Candidates who aren’t tight fits get discarded quickly. Good
prospects move on just as fast.
Goyal believes any firm considering a candidate should
complete its interviews and reference checks within 10 days of
an application’s hitting its inbox: “Time kills every deal, and you
will definitely lose top talent if you are not quick on the process.
Most companies—especially large ones—can take over four
weeks to get through their processes. And if you can be more
agile than they are, you will have a huge competitive advantage.
Top talent will already be working at your company while others
are still trying to coordinate interview number seven.”
has 547 conversations
with applicants

1,180
HOW THEY HAVE JAN FEB MAR APR MAY JUN
SUSTAINED THEIR
BUZZ THROUGH 3,000
AVERAGE THE PANDEMIC 2,900
HOURS AS COVID RAVAGED the U.S. 2,800 2020 U.S.
OF WORK economy last year, it decimated the 2,700 TEMPORARY
HUMAN BEES staffing industry: From February to
2,600 EMPLOYEE
ESTIMATES July 2020, temporary employment
IT SAVES shrank more than 20 percent. Over 2,500 PLACEMENT,
that stretch, Human Bees increased
CLIENTS its placements by 134 percent.
2,400 BY MONTH
WEEKLY A key reason: It never closed its 2,300
doors. “We supported clients like 2,200
NUMBER OF EMPLOYEES IN 1,000s

FedEx, which was shipping essential

goods, and Rainin, which makes 2,100
HOW THEY CATCH pipettes for the CDC,” says Goyal. 2,000
“Our people were still out there on
MORE BEES WITH HONEY the factory lines.”
1,900
RETURN ON INVESTMENT for Human Bees’ After weighing such obligations 1,800
clients varies widely, depending on what kind of and the relative youth of its staff, 1,700
help they’re seeking—but it typically includes Goyal decided to work through the
savings on recruiting candidates, screening and pandemic, and invested $70,000 1,600
testing applicants, payroll operations, and efforts in personal protective equipment 1,500
Temporary
to retain and replace workers. and social-distancing barriers. The
1,400
Help Industry
Which raises the question: If there’s this choice came with a cost: Despite the (in thousands)
much money available through better workforce precautions, more than two dozen 1,300
management, why don’t companies keep more employees, including Goyal, have 1,200
of it by doing that job themselves? Goyal believes contracted Covid—out of just over
it’s because most large businesses are badly 100 workers. But he still believes he 1,100
organized. “Corporate organizations have rolled made the right call: “You can place 1,000
recruiting and staffing up into human resources, software engineers from home, and
and this angle never made sense to me,” he says. maybe financial analysts. But when it 900
“Human resources is the person who walks you comes to industrial and production 800
through the benefit hotline. It’s so broken—I workers, you can’t do it through the 700
mean, would you have HR selling your product? internet. You have to go out there,
I don’t believe any company has HR selling its find them, and interview them in 600
product. Well, why the hell is HR selling the heart person. Otherwise, they won’t be 500
of your company to your employees? Sales teams the right fit. It was the one decision
should be doing that.” that was the game changer for us.” 400

158 ● INC. ● SEPTEMBER 2021 ●

 HOW THEY
POLLINATE
FUTURE GROWTH
IT MIGHT SEEM unusual
for a company whose mission
is recruiting nonpermanent
employees to lean so heavily
on loyalty and reputation. But
HOW THEY CONTINUE
TO EXPAND THEIR HIVE
SINCE HUMAN BEES’ founding, revenue has increased at an annualized
rate of 685 percent a year to more than $50 million. How can the company
sustain that growth rate over the long haul?
It can’t, because nobody can—at least not organically. Which is why,
as Human Bees looks ahead, it’s plotting a new strategy: acquisitions. With
his company amassing cash and carrying no debt, Goyal believes Human

%
Bees is worth five to six times its sales, double the multiple of many staffing
company officials like to tell the
tale of account exec Steven competitors. So it would be valuable simply to take over smaller hives, and
worth even more to make them fly smarter. “We’ve grown so much that
Robinson, who ran into his old
10-yard passes don’t do much for us,” says Goyal. “Diving a lot heavier into
high school baseball coach
an acquisitions model is where you’re already getting to the 50-yard line,
three years ago. Upon learning
and then giving them better operational efficiency.”
the man was a manager at
All of which explains why Goyal today radiates an optimism that, given
FedEx, Robinson pitched him
his company’s recent performance,
on Human Bees and landed
a follow-up the next day, and seems almost justifiable. “I’m not
PORTION OF CLIENTS that worried about the apocalypse,”
ultimately a partnership at
he says, “because the apocalypse
HUMAN BEES OBTAINS Oakland International Airport.
sort of happened a year and a half $???
Today, Human Bees is the top
THROUGH REFERRALS supplier of contract workers
ago. And we thrived through it.”
to FedEx in Oakland and L.A.

2021
JUL AUG SEP OCT NOV DEC
$52,011,050 104
(JULY)

HUMAN BEES’
ANNUAL 2020
REVENUE AND
EMPLOYMENT
85

$24,101,532

2019
2017
Employees 35

$13,155,862
10

2018
$107,361

Human Bees 16

I L LU ST R AT I O N S B Y T. M . DE T W I L E R ● SE P T E M B E R 2 0 2 1 ● I NC . ● 1 59
 THE STAR
TREATMENT
“I could be moving
anybody, and I would
treat them the same
way I’d treat a Hall
of Famer,” says Chris
Dingman. “Don’t
ask questions, tell
them what you’re
going to do, exceed
expectations, and
move on to the next.”

160 ● INC. ● SEPTEMBER 2021 ● PHOTOGRAPH BY JASON MYERS

 No

212
CHRIS DINGMAN
THE DINGMAN GROUP
THREE-YEAR REVENUE GROWTH: 2,530%

ONThe
LOCATION WITH .
Company That
.
Beams Pro Athletes
From One City to the
Next—and the Next
and the Next

C
Chris Dingman was chewing on
an escape plan from Taco Bell
corporate when he found himself
at a USC football game seated
near the wife of then-coach Pete
Carroll. She was talking with other
coaches’ wives about the strain of
relocating, and said she’d moved
30 times.
Wait—was she joking? And
was there no company to help
pros and their families with the
headaches of uprooting their
lives so often? Nope. When Dingman got laid off soon thereafter,
he drained his 401(k) and in 2007 founded the Dingman Group,
a one-stop relocation shop for players and coaches in the NFL, the
NBA, the NHL, MLB, and MLS. A player is signed, a coach is replaced,
or some other transaction occurs virtually every day. “Most likely,”
says Dingman, “it involves a relocation.”
After a decade of return clients and word-of-mouth growth,
Dingman scored his first NFL franchise, moving the Chargers from
San Diego to Los Angeles in 2017. The Denver-based company posted
$5.6 million in revenue in 2020, and keeps adding services—and now
it even handles game-day logistics for visiting teams. —SOPHIE DOWNES

● SEPTEMBER 2021 ● INC. ● 161

Mortgage Business Moves
From Living Room to 35 States

Top Flite CEO Tim Baise and his wife

Tracie at the Inc. 5000 gala in 2019
Top Flite’s Top Producing Team
Sen. Amy Klobuchar,
Magnus Penker,
Steve Case, and
Jessica O. Matthews
headlined the Virtual
Inc. Vision Summit

“Inc.’s Vision Summit

was well worth the
investment of
time and attention.
I found it allowed me
to identify hidden
opportunities
within.”

“Inc.’s Vision Summit

surpassed my
expectations. The
speakers were all
excellent, providing
forward-thinking,
practical, and
thought-provoking
content.”

FOR MORE VIDEOS AND CONTENT CAPTURED FROM THE INC. VISION SUMMIT, VISIT INC.COM/VISION-SUMMIT.
SPONSORED BY THE INC. 5000 HONOREES WHOSE PROFILES APPEAR IN THE FOLLOWING PAGES
POWER
There is no universal playbook
for fast growth—which has
been more apparent than ever
during this unprecedented
past year. Besides a great idea,
a stellar team, and a healthy
sprinkle of luck, every founder
needs strategic measures
to reach the heights of the Inc.
5000. And even once your
revenue has begun to sky-
rocket, the hard work is far
from over; learning what it
will take to maintain that suc-
cess, now and in the future,
is immensely difficult. We
asked dozens of current and
former members of the Inc.
5000 for the key moves that
have helped them pull it off—
and the hazards they’ve man-
aged to avoid along the way.
● SEPTEMBER 2021 ● INC. ● 165
 GROWTH • BUILDING

LeaseQuery, Gallagher’s Chicago-

an accounting based health care
software executive staffing
provider based firm ranked No. 8
in Atlanta, is on the Inc. 5000 in
No. 266 on 2018 and No. 90
this year’s Inc. in 2019.
5000, after
ranking No. 29 MARK GALLAGHER
in 2020.
Chairman and CEO
GForce Life Sciences
“I got a business partner. We laugh
about this, but I interviewed him 10
times. I was giving up equity, so I made
sure he was the real deal. Once I saw
how good he was, I started letting go.”

We were entirely BEN WRIGHT

Founder and CEO
bootstrapped Velocity Global
through our fast
growth, until
this year. So my
strategy was
GEORGE AZIH simple: I didn’t
Founder and CEO pay myself. When
LeaseQuery
“Deciding to hire 50 sales you don’t have
development representatives funding, you don’t
was the move that put our
company on the path to fast
have any pockets Two-time Inc. 5000
honoree Velocity
growth. At the time, there to reach into. Every Global (No. 4, 2018;
No. 185, 2019), based
were only seven people in
dollar that goes in Denver, assists
SPREAD: COURTESY SUBJECTS (6)

the company, so it was a businesses with

daring and scary decision.” into the business their international

expansion plans.

needs to stay in the

business.
166 ● INC. ● SEPTEMBER 2021 ●
 BILL KERR Tampa-based
Co-founder and CEO Avalon was
Avalon Healthcare No. 4 on the
Solutions Inc. 5000 in
2020, with
We overhired on our executive team. a three-year
revenue growth
rate of 26,011
We hired a chief growth officer, chief percent.

operating officer, and chief client officer

with significant experience, more than
our early-stage company warranted.
But they drove the confidence in the
marketplace—which led to our growth.

ROSIE MATTIO
Founder
Mattio Communications
“It was entirely jumping
on this growth industry.
I wasn’t going for the
weed publications—
which are great—I was
going for mainstream: JONATHAN PROPPER
The New York Times and Founder and CEO
Vogue and O, The Oprah Dropps
Magazine. Now, we’re the “We did a video called
largest firm in the space.” The Naked Truth
Mattio’s New York City
About Laundry. We
firm, a marketing services thought, what can we
provider for cannabis
brands and lifestyle do that big laundry
companies, is No. 190 on won’t do? Take off
the 2021 Inc. 5000.
our clothes to make
a point. Since that,
we’ve had 18 straight

3.1M
quarters of growth.”
The video made by the
Philadelphia-based
Number of jobs created by ecofriendly home care
products company (No. 289,
startups in 2020 that were
2020) has 2.2 million views.
less than one year old
CONTINUED ON PAGE 169

● SEPTEMBER 2021 ● INC. ● 167

When Independence
Is in Your DNA
 GROWTH • BUILDING

TINA WILLIAMS VENUS QUATES

Informed XP
“We just kept on
pitching and reaching LaunchTech
out to our network. “We began to grow when I
And eventually we narrowed our focus. When
landed a substantial you start, you just want to
contract. That was a get whatever business comes
big turning point. your way, so you say yes.
More often than Now when I talk about the
not, it’s about company, I mention that we
persistence and work in only four sectors:
resilience.” financial services, space,
health care, and the public
Chantilly, Virginia-
based Informed XP (No. sector. I want our customers
100, 2021), a company to know that we know them.
that specializes in user
experience design, has When you’re all over the
grown revenue 3,910 place, you’re not homing in
percent over the past
three years. on that thing you do best.”

Baltimore-based
IT and operations
support services
business LaunchTech
(No. 66, 2021) had
$6.5 million in 2020
revenue and a
5,682 percent
three-year
revenue
Our decision to pursue growth
rate.
work with federal
SRIDHARA agencies was a game-
GUTTI
changer for us. In 2014,
Essnova several other businesses
Solutions entered our line of work
A provider of a
range of technology and diminished our
and programmatic
services for competitive advantage.
government
and commercial
clients, Gutti's
Switching gears helped
COURTESY SUBJECTS (3)

Birmingham,
Alabama, firm was
us diversify our
No. 163 on the
2020 Inc. 5000.
business model.
CONTINUED ON PAGE 172
3D Pool-Design Software
Company Hires for Fit
A Corporate Culture Built on Trust
Drives Innovation and Growth
 GROWTH • SUSTAINING

ChomChom Roller, a
Bellevue, Washington- AARON MULLER
based maker of
products for cleaning Co-founder and CEO
up pet hair, was No. 62 ChomChom Roller
on the 2020 list, and
this year is No. 211.
“A lot of counterfeiters started
copying our product. In early 2018
we joined Amazon’s Transparency
program, which uses machine
learning to scan listings and remove
suspected counterfeits. Protecting
our brand from trademark and patent
infringers exploded our revenue.”

10.5M
Number of net new jobs created
by small businesses between 2000 and
2019, accounting for 65.1 percent of net We sustained our growth through
new job creation during that period
A/B testing and social media
marketing strategies. I started by
mastering social media growth
and monetization. Then I mastered
Facebook ads. Then YouTube, and then
influencer marketing. I went piece
by piece.
SPECTACULAR
KIM WALSH PHILLIPS SMITH
Founder and CEO Chairman and CEO
Adwizar
Powerful
Professionals In addition to
“We focused all of our his social media
monetization
product offerings on one company Adwizar
right-fit client so that (No. 262, 2017),
Smith founded
all of our promotions, social media training
marketing, programming, platform Spectacular
Academy. Both are
and customer support in Los Angeles.
could go deep within that
same niche.”
COURTESY SUBJECTS (3)

Based in Alpharetta, Georgia, Phillips’s

business coaching company was No. 475
on the 2019 Inc. 5000.
CONTINUED ON PAGE 175

172 ● INC. ● SEPTEMBER 2021 ●

Trustworthy Auto
Repair Recommendations
Employee Passions Are Key
in this Winning Workplace
 GROWTH • SUSTAINING

STEVE BAINES
Founder, president, and chief growth officer
Forcivity
“We started investing in nonbillable
resources like customer success and
customer engagement. Our customers were
just so happy with the work that we’d done
because we genuinely were invested in
their success rather than just trying to get
that next project. It’s become core to our
DNA ever since.”
RYAN HOGAN
Co-founder and CEO Earlier this year,
Hunt a Killer Baines’s company, a
system integrator
(No. 359, 2021),
merged with Saratoga
Springs, New York-
based Jolt Consulting
Group, continuing
to operate under the
Forcivity name.

Story and community are

the core of why we exist, CHAD HETHERINGTON
and we’ve continued Founder and CEO
The Stable
to evolve the business “When you get bigger, it’s hard to maintain
model in search of that boutique feel. We work really hard
to not be like the Titanic. We want to be
greater scale: from live the little boat that continues to be able
events to subscription to maneuver. We’ve kept a very simple
business model.”
boxes to premium boxes
to retail. Minneapolis-based
branding firm the
Stable ranks No. 229
on the 2021 Inc. 5000,
Hogan’s with a three-year
Baltimore revenue growth rate
company of 1,909 percent.

24%
(No. 6,
2020) makes CONTINUED ON PAGE 179
immersive
murder
mystery
games that
COURTESY SUBJECTS (3)

generated
$27.3 million Increase in business
in 2019 startups between 2019
revenue. and 2020, a rise from
3.5 million to 4.4 million

● INC. ● 175
 Awarding
company
cultures

in the face
of adversity.
Virtual by Design
 GROWTH • SUSTAINING

JILL Willow Industries,

headquartered in
PAIGE GOSS
ELLSWORTH Denver, markets a Founder and CEO
Founder and CEO technology that cleans Point Solutions Group
Willow cannabis. The company
ranks No. 205 on the
“I had a point where I
Industries 2021 Inc. 5000, with wanted to throw it all
2,152 percent three-
year revenue growth. away. Shortly thereafter,
I brought on a COO/
CFO who has helped
shape the trajectory of
the company. She’s now
running the organization
from a day-to-day
perspective, and allows
me to do what I do best.”
Denver IT and
engineering
services business
Point Solutions
Group, founded
in 2017, is No. 486
on this year’s
Inc. 5000.

Our keys were

expanding our science
knowledge—we hired MICHAEL DADASHI
a PhD microbiologist Founder
to bring credibility MHD Enterprises
“I decided to double down
to our science on my meditation practice.
team—increasing our Through meditation
and mindfulness, I can
expertise on cannabis empty my mind and fill
supply chain and it with ideas and advice
growing practices, throughout the day. Having
a ‘beginner’s mindset’ has
and understanding helped me incorporate
plant health for the humility into my work and
leadership, has taught me
purpose of innovating to be a constant learner,
The Austin
reverse logistics
and taking care of our and has shown me the company made
the Inc. 5000 in
COURTESY SUBJECTS (3)

value of being vulnerable

customers. and humble enough to say
2012 (No. 28),
2013 (No. 61),
and 2014
I don’t know something.” (No. 2,854).

CONTINUED ON PAGE 181

● INC. ● 179
Culture is Their Secret Weapon
 GROWTH • INVESTING

The New York City

women’s sleepwear ASHLEY MERRILL
business was No. 130
in 2020 and is Founder
No. 433 this year.
Lunya
“We are investing in
people in a way we
never had a capacity
to before. Everything JOSHUA SCHUSTER
Founder and
from hiring more senior
managing principal
folks to adding 401(k) Silverback Development
matching, heavily
subsidizing insurance,
implementing profit
sharing, and having a
more robust growth-
training process.”
Our plan for the
future is slowing
down, ironically. I
want to take two
steps backward to
DIANA LEE leap forward. And
Co-founder and CEO
Constellation Agency by backward I’m
“We are looking for
partnerships to scale
referring to constant
our revenue even faster. reinvention,
The proof of concept
has already been
reflection, and
realized in automotive. adaptation. Growing
We want to replicate for the sake of
that success in
verticals such growing isn’t
as travel, ‘growth.’ It needs
hotels, and
retail.”
to be growth in the
Lee started the
right direction.
New York City-
No. 168 on the 2020
based hybrid
Inc. 5000, Schuster’s
adtech and SaaS
COURTESY SUBJECTS (3)

Silverback Development is
agency (No. 65,
a commercial real estate
2020) in 2016.
firm headquartered in New
York City.
CONTINUED ON PAGE 183

● SEPTEMBER 2021 ● INC. ● 181

Transforming Clinical
Trials and Company Culture
 GROWTH • INVESTING

1.8K
JUSTIN CROXTON CHERYL
Founder GENTRY
Propellant Media
“One of our clients
Founder Number of
wanted a webinar, so
The Atlanta-based and CEO net new U.S.
marketing and
media consultancy Glow Global businesses
we are building out started per day by
was No. 78 on the
a whole course. You Inc. 5000 in 2020 Events women in 2019
have to be really good and is No. 143 “Process review is
this year. It's also
at one thing—but that a two-time Inc. our secret weapon.
Best Workplaces Regardless of how big
doesn’t mean that you honoree (2020,
can’t do another thing 2021). we grow or how fast we
to diversify and bring get there, we can always
more value for your assess, analyze, apply, and
customers.” then rinse and repeat. By
consistently revisiting our
processes and our hiring,
we spot pain points before
KOSMO KHOSRAVI they become problems.”
Founder and CEO
Gentry founded
Kosmo’s Q Glow Global
in 1998. In
2020, the
New York City
event planning
company ranked
No. 145 on the
Inc. 5000.

We’ve always known our

lane, and we’ve always
stayed in our lane. One of the
things we say around here
is, ‘Let’s get good at what we
already know.’ That means
we don’t have to reinvent the
wheel. We are very good at
selling direct to consumer.
Let’s just get better at it.
COURTESY SUBJECTS (3)

Khosravi’s Oklahoma City business

(No. 431, 2021) sells barbecue
sauces and rubs through retailers
nationwide.
CONTINUED ON PAGE 184
● SEPTEMBER 2021 ● INC. ● 183
 GROWTH • INVESTING

GAIL BECKER
Founder and CEO
Caulipower

Whole Foods has this program where

you can pitch a product in your region.
So I dropped off four frozen pizzas. The
next week I got an email from the Whole
Foods buyer, who said they loved them,
and were going to bring them into 30
stores. And that was how it began.
Becker’s company, which sells a line of healthy foods made
from cauliflower, ranks No. 260 on the 2021 Inc. 5000, with a
1,771 percent three-year revenue growth rate.

ZAIN SUBHANI
Founder and CEO
Skyline Brands
“I decided that rather
than being a jack of
all trades, I’d try to be
the best at one thing.
From being a general
manufacturer of KABIR SHAHANI
homeware products, I Co-founder and CEO
focused specifically on Amperity
a single category. Today “A venture firm offered us
we can proudly say $28 million. We were doing
we’ve created America’s only a million in revenue
leading line of air at the time. Making that
fryers.” decision to go big was
Palatine, Illinois-based definitely an aha! moment
Skyline Brands (No. about what’s required
387, 2020) sells its
line of Aria air fryers to build a really great,
through Walmart, enduring company.”
COURTESY SUBJECTS (3)

Home Depot, and

other national chains. Shahani’s Seattle-based SaaS
company ranks No. 360 on the 2021
Inc. 5000, with a three-year revenue
growth rate of 1,319 percent.

184 ● INC. ● SEPTEMBER 2021 ●

 Back
together,
even
better

Make hybrid work

An Envoy workplace flexes to balance both people and
mission in ways the old-school office simply can’t.

Desks | Rooms | Visitors | Deliveries | Mobile | Protect

Welcome
back

Make hybrid work

In an Envoy workplace, you’re not just bringing
employees back. You’re bringing them back to better.

Desks | Rooms | Visitors | Deliveries | Mobile | Protect

Re-do
desks
Reserve
rooms
Revisit
visits

Make hybrid work

In an Envoy workplace, you not only know when visitors
arrive — you know their temperature when they do.

Desks | Rooms | Visitors | Deliveries | Mobile | Protect

Repackage
deliveries
Reassess
safety

Make hybrid work

In an Envoy workplace, employee happiness and
safety go hand in hand.

Desks | Rooms | Visitors | Deliveries | Mobile | Protect

Rework
work

Make hybrid work

With Envoy’s people-centric platform, you can manage hybrid
scheduling, flex your space, welcome visitors, and ensure everyone
is safe — all from a single dashboard. It’s time to welcome hybrid
and create a workplace people love.

Desks | Rooms | Visitors | Deliveries | Mobile | Protect

21-ENV-007-04-146284-1
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196 ● INC. ● SEPTEMBER 2021 ●

G R E G S C H WA R T Z

Co-Founder and COO, StockX

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