In 2005, Dale Anderson, Robert Bloyd, Warren Golla, Marv Richardson and Jon Waddell joined forces to create Trexin, an IT and Strategy firm focused on the application of advanced and disruptive technologies.
“If there is anything that characterizes the five of us, and really the entire firm, it’s a blend of business- minded technologists and technology-minded industry experts,” says Golla. “We’re all about the notion that there is a place for a company that can take leading edge technologies and apply it to a tough business problem and drive value—not technology for technology’s sake but technology to solve business problems.”
The firm’s early years were driven by the vision of the founders. “We felt that if we could provide trust, experience and innovation, to clients we’d have a pretty strong company,” Golla says. In fact, that’s where the name “Trexin” comes from: trust, expertise and innovation. As the firm ramped up, it didn’t take long for the five founders, who remain managing directors, to realize they needed to go bigger. “We simply matured to a point where we had to make the decision to establish an industry-led go to market approach,” Golla says. “We hired practice leads for each of the major sectors and that’s really paid off for us.”
It’s paid off to the tune of 80 percent growth in 2013 and another 40 percent growth forecasted for 2014.
“We believe we have everything in place to continue to grow,” Golla says. “But we’re also cautious because we see ourselves as a boutique firm. Can you take a boutique firm up to $50 million? In time, yes.” But Golla says that at the moment Trexin doesn’t have specific growth plans that take the firm past that milestone marker.
A lot, of course, will depend on the markets Trexin serves—healthcare, manufacturing, financial services and insurance. Traditionally, the firm was focused on financial services and manufacturing, but it’s recently made a lot of headway into the healthcare space—a big reason for the rapid rise in revenue.
“Disruptive change is something that we are well equipped to address with the expertise we have on the business side and combining it with our unique ability to innovate,” he says. “In healthcare, the Affordable Care Act is disruptive and how technology will impact it in the future is just immense. We don’t suspect that will end anytime soon.”
Meanwhile, data and analytics are having profound impacts on the manufacturing and financial services industries, too.
“The combination of our own maturation, the hiring of really good leadership and the disruption in our key markets has led to our growth,” Golla says. “It also comes down to our people. When we compete with larger firms, clients often say they like our culture and work style. We are a very customer-centric firm; we’re flexible. We like to work with clients; we’re not big enough to tell them what to do and that is well received.”
And the expert model had other advantages. “Our consultants are recognized as experts in their field, and they’ll be highly sought after by clients and find that very attractive,” he says. “We really owe our success to our people. Today, I’m just the spokesperson for their hard work.”