Why Small is Powerful at Blend Interactive: A Look at our Team, Culture, and Future

There's a belief that running a small company is more challenging and less rewarding than managing a larger one. Because society celebrates rapid hockey stick growth as the measure of success, steady and conservative growth seems unexciting. 

However, I see things differently from my position as CEO. While running a "small" business comes with challenges, the benefits are substantial. our size makes us nimble and quick to adapt, fostering a close-knit team that drives innovation and maintains strong personal connections with our clients. I don't find the challenges and the successes of navigating a small business unexciting. I embrace them wholeheartedly. 

When Joe, Deane, and I started Blend, it was just us three, wearing all the hats and doing all the jobs. The days were long, and there wasn't much sleep as entrepreneurs working the equivalent of several full-time jobs. It was exciting, challenging, and, yes, utterly exhausting. We grew our team as soon as we could afford to do so. 

Nearly two decades later, after Joe and I became the sole owners of Blend, our team has grown to 25 members. That's still small by some standards, especially when competing for work against large agencies with hundreds of employees. Some clients might initially see working with a small business like Blend Interactive as risky, worried about scalability and resources. But our proven track record of stability and growth demonstrates that we're a reliable partner. We often hear that we "punch above our weight." That's true, and we believe our size makes us the strongest partner for our clients. 

Our team's size is crucial to our operation. It allows us to build personal connections, adapt quickly to changes, and maintain a high standard of work. Our team is more than just a group of employees; we are a collective that values each person's contribution. This sense of community extends to our client relationships, enabling us to work closely with them and understand their unique needs. 

The definition of "small" continues to evolve. Back when our company was even smaller, a comment from my friend Rob Harr made me rethink our approach to growth: "By choosing to stay so small, you're not allowing other talented people to work at such a great company." This perspective has made me more receptive to the idea of expansion. 

To meet our three-year goals, we aim to grow conservatively by 20%, with the potential for further expansion down the line. We will thoughtfully plan any expansion to ensure that as we increase in size, we retain the core attributes that make working at Blend special. We plan to grow in a way that maintains the integrity of our workplace culture, strengthens our client relationships, and continues to provide an encouraging environment for professional development. 

Blend operates on the Entrepreneurial Operating System (EOS) to strategically manage our growth, which includes an Accountability Chart. This tool is more than just an organization chart; it's a strategic plan that defines all the roles and responsibilities necessary for our compan'y operations and future growth. It's designed to be "like an oversized coat" that we can grow into, ensuring we're always prepared for what's next while staying true to our core values. 

At Blend Interactive, being small is our superpower. It fosters a tight-knit environment where innovation, client relationships, and team development are at the forefront. It enables us to maintain a vibrant culture and ensure every team member feels valued and empowered. As we continue to grow, our focus will remain on being the best rather than the biggest, ensuring that our small size continues delivering big results for our clients and our community.