Scott Walker, President of WaveGuide, offers an in-depth look at how their company has coupled efficiency and challenge into its company culture. As a medium-size start-up, Scott works hard to not only provide meaningful work to his employees but empower them to find innovative and efficient solutions, instilling the value that every voice is important. Find out how Scott has combined all of these elements into a single cohesive culture, giving WaveGuide a competitive edge over its competition, in this episode of The Epic Company Culture Podcast.
President | CEO
Scott Walker, CTS-D, LEED® AP, is president and founding partner of Waveguide LLC. Scott has been an independent technology consultant since 1989, and his mark on the AV industry and the AV consulting profession is extensive. From 1999 to 2001 he served as chair of InfoComm’s Independent Consultants in Audiovisual Technology (ICAT) council. At the 2001 InfoComm Show, Scott delivered the keynote address on the future of AV and IT technologies. He served on the InfoComm board of directors for six years and was the first independent consultant to serve as InfoComm president in the trade association’s 60-year history.
From 2007 to 2009, Scott was the first chair of the InfoComm Performance Standards Committee to establish ANSI standards for the performance of audiovisual solutions and environments, and his passion in recent years has been promoting sustainability in technology design.
We are very thankful Scott broke up his rock-n-roll band to pursue this little side project.
WHAT FLOATS MY BOAT
Traveling the world with my family, making music with my kids, trying to solve all the world’s problems all the time and attempting to someday become an average surfer
WHY I SURF WITH WAVEGUIDE
I get to work with people smarter than I am, and I am always stoked to see a great project when it all comes together, especially when it’s our design, our software and our team running it. That’s a beautiful thing.
One West Court Square Suite 300 Decatur, GA 30030
We’re a little… different.
Waveguide was founded in 1996 as a full-service independent technology consulting firm committed to your success. Why? Because technology is only your friend when it works. As we grew and technology changed, we realized your success depends on a holistic approach to fulfilling your communications needs. Our answer to this challenge was to complement an already innovative AV, IT and acoustics consulting practice with control and management of your systems, the result of which has been the successful delivery of hundreds of projects large and small, near and far.
We’ve worked hard to evolve the art of our profession and help lead our industry to its rightful place as a mission-critical part of the modern built environment. As part of our commitment to that evolution, in 2016 Waveguide joined Compass Group USA and Flik Hospitality’s family of businesses, a move that brings our industry closer to that rightful place. We’ve always been focused on doing great work, so we are thrilled to now have the resources to do great work even better.
Why We’re Here
We help our clients communicate by blending the right technology into beautiful spaces, creating an intuitive user experience, and delivering on the promise of great communication, every day.
Where We’re Going
We don’t know what the next big challenge in communication will be, but it’s in our DNA to find it and solve it.
What We Believe
Good guys should win. Good design should win out over bad design. Good service should win out over bad service. We are the good guys.
From the Podcast Booth:
Series Quick Links
Speaker 1: Welcome to the Epic Company Culture podcast where your host, Josh Sweeney, will give you, the business leaders, HR professionals and company culture aficionados the knowledge you need to take your company culture to the next level.
Josh Sweeney: Hello, fellow culturist and welcome to the Epic Company Culture Podcast. Before I get started, I’d like to thank Prototype Prime for this amazing podcast space. Today is part of the Culture Champion series. We’re joined here by Scott Walker of Waveguide. Thanks for joining us.
Series: Culture Champions
Scott Walker: Thanks for having me, Josh. Yeah.
Josh Sweeney: Tell us a little bit about yourself and Waveguide.
Introducing Scott Walker with Waveguide
Scott Walker: Well, I’m one of these people, I’m a musician by avocation, but an electrical engineer by education. In my industry, if you fail as a rock musician and you have an engineering degree, you end up in the AV business.
Josh Sweeney: Got it.
Scott Walker: That’s how I got into this.
Josh Sweeney: Very cool. How about Waveguide? What do you guys do there?
Scott Walker: Right. That will probably be the hardest question you ask me all day. I tried to explain this to people at Christmas parties.
Josh Sweeney: You do stuff with AV, that’s what I got.
Scott Walker: We do stuff with AV. I didn’t even know this industry existed, much less, the profession existed until I got into it. We’re this giant, I think it’s 90 billion dollar industry, maybe 120 billion globally. We touch everybody every day of the week of their lives. They just probably don’t realize there’s an industry of people behind it. We’re on the consulting and design side. We design AV spaces and technologies for giant corporations like Coca-Cola, MetLife, McDonald’s.
All across lots of vertical markets. We’re the designers. There are people who are the installers. There’s of course the manufacturers, the Ciscos and Sonys and Samsungs and all that. Our job is to take all that technology that’s out there and figure out what a McDonald’s or a Coca-Cola or MetLife or insert name here, law firms, financial firms, what they need in their workplace to optimize what they do for a living to communicate better. We also do lots of work for universities, government installations, museums. There’s probably 20 different vertical markets from stadiums to bars and restaurants within our industry, we just tend to focus mostly on the big corporate clients.
Josh Sweeney: Got it. If I go into an amphitheater to listen to a presentation at MetLife, you would have installed most of that gear that makes that happen.
Scott Walker: We would have designed it.
Josh Sweeney: Designed it, okay.
Scott Walker: We’re a little unique among designers and that we probably wrote the software that runs it and we may be operating it too. There are lots of jobs to do to deliver audio visual. There’s production like we’re doing here today, right? They’re streaming that production out to people. We try to take clients from that first instance of saying, as McDonald’s did recently or as Coca-Cola is doing, or Georgia-Pacific or any of our other clients, Porsche, Mercedes, “Hey, we’re going to build a new facility,” or, “We want to move,” or, “We want to attract millennials to come work for us versus the Google and Amazon and Facebook’s. Can you help us with the technical parts of that?” Sometimes we’re working for the architect. Most often we’re working directly for the owner helping them take their vision of, “Hey, we want to make a better workplace,” or, “We want to make a better university,” or, “We need to make a better attraction. We want to use audio visual technology to do that. Can you help us?”
Now, once you’re in the AV business, you’re in related industries. We’re also IT consultants. We help them with their network because most of these signals are now IP-based network signals. We’re also acoustics consultant. This room we’re in, you know, if this room were all glass, we wouldn’t be having a very good experience right now. We get involved with lighting, we get involved with all the technical infrastructure to make these buildings work. Again, I wouldn’t even know that was a thing until I started doing it about 30 years ago. That’s how we make a living.
Josh Sweeney: Very cool. Love to get started off hearing more about the culture of Waveguide.
Scott Walker: Sure.
Josh Sweeney: Tell us a little bit about your ethos, the values of the company and what you see as the culture.
Scott Walker: We like to joke that we’re a 22 year old startup. We’re 148 employees today, but we started as two employees working out off two different guys’ bedrooms, spare bedrooms, as many things do. I started Waveguide in 1996. I had been working for another firm here in town for about seven years prior to that. Just saw that there was a gap where people wanted to make it simpler. The answer just needs to be yes and go figure it out. I kind of built a company around trying to be the easy button because what we do is complicated and virtually none of our clients fully understand it. That’s why they hire us, right? If they knew it all, they wouldn’t need us. We just need to find a way to say yes. First of all, the goal is get to yes quickly. One of the things though, early on, my profession is probably 50 years old. Thinking about architecture or law or things that have been around for hundreds or thousands of years, right?
Mine’s very, very young, therefore there is no rule book that’s been written on this. You don’t have to, well, you know, at step three, the consultant does this, but he shall not do that. We just make it up. Right? Very early on in my career I was fortunate enough to sit at a round table with all the who’s who of the industry 25 years ago. I saw that there was just a gap that people are going to want us to do more than draw drawings and produce specifications, that’s really boring. What they want us to do is walk through the user experience and define that user engagement for them. By the way, yes, we’ll design systems around that but really the focus is a CEO walks in a boardroom and what happens? A teacher walks in an auditorium, what happens? The city council chamber sits down, what happens? Because we’re humans. That’s where we need to be as engaging people and technology and then we’ll figure out the nuts and bolts behind the scenes.
Waveguide: Work-life balance
Part of it is all ideas are valid, whether it’s the newest, greenest employee or me, just if we need to go that way, we go there instantly. Another thing is we’re very much a doer engineer kind of culture. Though we sell to eat, we’re not sellers by nature. We’re nerds, right? It’s a nerdy, relaxed culture but we’re working for some of the biggest corporations in the world. We want to have fun. We don’t want to take ourselves seriously. We do want to take our work seriously. We’re spending millions and millions of dollars on behalf of our clients to make them a better company or better university. That’s serious stuff, but we don’t have to be serious in the office. We can be goofballs, we can be chill. The work is hard, we don’t need to make anything else harder. That’s the ethos, and because we were a project-driven and deadline-driven, sometimes you got to, just gird up and do the hard work. Other times, leave a little early today, beat traffic, get out of here, because you’re going to work 16 hour days occasionally. We try to have that work-life balance as best we can, given that we can’t control deadlines or how many times they stack up on top of each other.
Josh Sweeney: It sounds like you have a pretty dynamic group and that you said, you could be architecting it, drawing it out. That’s the architecture and the sound and the layout.
Scott Walker: The engineering side.
Josh Sweeney: You got the installers, you got the hardware people that are doing the hardware side, because installing the cabling and low voltage and fiber is different than installing all the equipment. The last one I heard that I haven’t really heard from, I don’t think any other AV company or anybody in that space is the software development. You guys are developing your own software to make these systems easier. I mean, I always joke like, yeah, the Tesla can drive itself, but I was just somewhere literally two days ago and plugged in my MacBook and couldn’t present because it just wouldn’t work.
Scott Walker: I’m a past president of the AV trade association. It’s awful to walk the earth and go, yeah, our industry as a whole has let you guys down. Now there’s a million reasons for that. There’s a bigger problem out there in the world, which people understanding that it’s gone from being a trophy room to mission critical. We do a project now for Shell Oil Company or a big Fortune 10 company.
Josh Sweeney: Mission critical.
Conservation of Complexity
Scott Walker: Thousands of spaces, this is how work gets done. This isn’t an option anymore. It’s not a luxury. It’s not like, oh everyone go to your 3-ring binders and go to page 400 anymore. It’s like, wa wa wa end of meeting. Right? That just can’t happen. We are in the software business to automate these things because if you tell people you have to hit 47 buttons to get this meeting going, that doesn’t fly. It’s now one button, start my meeting. That’s how most people want to get or no button. If you book this room to do this type of event, the lights and the shades and the gear can respond to that event and you don’t have to do anything. We call it this conservation of complexity to make it easy for Josh walking in this room. There’s some other stuff behind the scenes needs to happen. For somebody to have one button control of their meeting, other stuff happens behind the scenes.
Our goal is to always present back to that user journey the easiest journey for that user, right? There are complicated things in the world and big all hands meetings for corporate rollout of a new product or service or something, that’s going to take a team. We do onsite AV operations to run meetings for our clients at Coca-Cola, MetLife, William Blair, Capital One,
insert name here, because there are events that can’t be automated. It is, go to camera three. Camera three, okay, do this. Now, let’s go to wide shot. Now we’re going to take the calls from the far end, and these meetings are becoming full blown TV productions. They’re not just click PowerPoint. Click PowerPoint. They’re meant to be engaging. They’re meant to have people from around the world presenting and that can be a nightmare. You’ve got every possible point of failure between here and all of those remote people and we’ve got to test for that and make it work. That’s a valuable thing in planet earth today.
Josh Sweeney: Certain things you just have to have a human looking at the shot or switching the board, seeing the real time interaction.
Scott Walker: There are people at NASA at every one of those monitors.
Josh Sweeney: Checking things.
Scott Walker: I’m sure Tesla could write some software to make that happen automatically, but you kind of want some eyes on that.
Josh Sweeney: Yeah, from what I read, I went to NASA, I mean, SpaceX supposedly like automated more checks than anybody in history to launch because like a lot of it was manual before for NASA. Of course.
Scott Walker: That’s a great example. We want to move as many things as we can to be automated, right? They’re repeatable with the least footprint of people because people cost money, right? We don’t want the clients to pay for people to sit around and do nothing, right? We always want to move to the highest part of the value chain where they’re doing the hardest work that requires a human being. The software can take care of a lot of the rest or the simplicity of the design can take care of all bunch of it. Our industry went through this kind of curve of complexity where every room had to have a DVD player and a tuner and VGA and HDMI and nobody could run this. Now it’s pretty clean. It’s, I’m going to get that laptop wirelessly up to this screen and I want to share it with the people who are not in the room. I want to start my meeting with one button press. That’s everybody’s goal.
The thing we’re super stoked about is okay, we make certain things simpler, great, now let’s pull data on how people are actually using their facilities, how they’re working, what is work in the planet earth today? You know, this thing we call work, how do we make it optimized for people? Then we take it from the people side out to go, then what buildings and facilities do they need and what technology do they need in those buildings? What policies do they need? It’s not just about the gear, it’s about looking at that experience and saying can we make people more effective and efficient in their jobs.
Automation: Designing for a Use Case
Josh Sweeney: Yeah, I know talking about effective and efficient. I did a dive trip with some friends in Bermuda and one of the friends knew the lady that was on the Nightly News and so we go and sit on the set of the Nightly News and I’m like, oh this is going to be cool. There’s cameras and people and whatnot. Apparently, it was her in front of multiple cameras and one guy up at the top controlling all the cameras remotely, all the sound. There were two people doing the Nightly News. It reminded me of what you were saying. You know, you do have to have a person, but we’re getting to the point where that one person can automate and manage multiple screens and inputs and everything else. You don’t have to have quite the army you used to if you can automate these things.
Scott Walker: Exactly. That’s that mix of designing for a use case. There was a use case that they had that said, “We want to interview people, okay, how do we do that most efficiently so we can step and repeat that?” We do the same thing, whether it’s a corporate headquarters, university, a government facility, what are you trying to do? CDC is a big client of ours. What are they trying to do at the CDC? What are the things that happen daily, weekly, monthly, annually that we want to build for? Trying to make that where the fewest number of humans can make that happen successfully 99.9% of the time is the goal.
Josh Sweeney: Got it. In building the company culture at Waveguide over the past few years in the time that you’ve been there, what influence did you draw off of? What past roles have you had an experience that you had where you said, I want to make sure that we do that in our company? What are some of the amazing culture experiences that you’ve had?
Scott Walker: Well, I’m one of these weird guys. I’ve only had two jobs in 29, 30 years. I’m very weirdo because basically three jobs if you count the one I had right out of school, which I worked at the Charleston Naval Shipyard. Got bored out of my brain. I’ve never been bored before that in my life or since, but for a year I was completely bored. I learned, oh my God, you got to challenge people. Don’t sit a 22 year old behind a computer and have them be bored to death. The experience prior to that that I probably draw on the most was working for my dad in high school as a little shipping guy for his very tiny little family run business. He sold dental supply products, which company never got bigger than me, my dad, my mom, my sister, and a couple of other people.
The Journey to Learning
Working with your dad, particularly if it’s a guy like my dad was just a wash of life lessons happening every day that I didn’t even realize when I was 16, 18, 20 years old till I started running up my own business. Simple, simple things like, you don’t show up late to meetings, period. My dad, he was from the deep south. He just had a particular parlance about it saying, you know, “The man ain’t paying us to be late.” It was just hundreds of lessons about why you do that extra little bit, that they’re expecting this and we throw this extra thing in, didn’t charge them for it. It’s a little surprise, little extra, just about company earning client loyalty for your business to grow your business. I’ve learned a ton from him just about service and service attitude. I’m schooled in engineering. I’m not schooled in business. I’ve never read a sales book in my life.
I just learned a lot about selling by going on sales calls with him. Was bored for a year, then I worked for another company, and that was a real startup. I was the one employee, there were two owners and me, so I got to watch another small business. I watched my dad grow a small business. I watched my previous employers grow a business and learned a lot. Hats off to them and thank you for giving me a shot. What I wanted to do out of that was just evolve the art of what we did to new places, into software, into that user experience, into operations and now, into data analytics. I felt hemmed in and stressed out incredibly. What I learned in the process was there’s good cholesterol, bad cholesterol, there’s good stress, bad stress. The stress I don’t have any problem with is where you can affect the change. The stress that literally drove me to having medical conditions was the stress you can’t control.
Empowerment and Freedom
I try to extrapolate that. I want to give my employees the empowerment to relieve their own stress by having agency to make things better. That’s kind of the culture. I try to leave people alone, hire smart people, give them hard stuff to do and leave them alone and let them do that. Then they come and say, “Hey, here’s what we’ve done.” The folks who have really thrived at Waveguide have been the ones who, they had that extra little thing. It’s like, yeah, hit the target but along the journey I discovered this, so I’ve added this like, holy cow, I never would’ve thought of that. Part of the culture is just letting people have freedom. You also have to have a culture where they have to see that we’re working hard too. It’s not like the boss has checked out, you know.
You have to be willing to do anything you’re asking them to do. They have to have seen you do a hundred times. It gets harder the bigger you get, that, well maybe some of the young employees didn’t see all the all nighters I pulled to get to this point where they could have a job here. They have to know in our DNA that we’ll do whatever it takes to make it right and get the job done.
Valuing Every Voice in The Room
Josh Sweeney: Even though there’s only been a few roles before this, what were some examples or do you have any examples of things that weren’t something you wanted to carry on?
Scott Walker: Yeah, I think it gets back to valuing every voice in the room. If somebody is trying to tell you, “Hey, there’s a fire going on over here, you have to listen to that stuff.” Particularly, if somebody’s job all day is to do this thing over here and they’re trying to tell me something about that thing over there, I’ve got to listen to that because they’ve done the hard work to figure out here’s this information. I think it’s very important to build an organization where you’re just listening to all those voices and your time gets constrained trying to, in my role, bring new business in, right? Constantly asking the world, please bother me, please bother me. At the same time, I would love to just sit and make Waveguide better every day. We have to create tools for that.
Even my one year at the shipyard, I was like, oh my gosh, there’s 40 people sitting on this floor. We could do this more efficiently with like four people, you know? It’s not like they were going to listen to my ideas. That’s really frustrating. That’s why I wasn’t a long timer there. Nothing against the Charleston Naval Shipyard but you know, it wasn’t for me because I just wanted to invent and create and I want to attract people around me like that. That’s why there’s at Waveguide probably half of us are musicians or come out of that creative world. It’s just that part of the brain that, oh, we’ll make it up, just like you’d sit down and write a song, just sit down and write a better way you’ve got. That’s kind of how we go about our jobs every day.
The Pirate Ship
Josh Sweeney: Awesome. Well thank you for sharing that. Last question I have is about the future. What do you think your biggest challenge in the company culture is? Where do you want to take that? How do you see overcoming the challenge that you have?
Scott Walker: You know, the .com and the tech company guys did … I don’t know how to scale like from zero to a thousand employees fast. My son is starting actually an app company and he potentially has this trajectory of which would be alien to me. I don’t even know how that works, but I might find out through my son’s company. We’ve been growing, growing, growing. It took us 20 years to hit 100 employees and we’re at 150 at year 22. We’ll be 200 probably within six or nine months. We’re just growing rapidly. As you grow rapidly, how do you keep that small punk rock kind of aesthetic, right? It’s still a pirate ship. We’re still just, let’s make it up every day if we can. You got a lot of people now and they have to kind of know what is the standard operating procedures of Waveguide. It’s a balancing act to go, yeah, there are rules and there are things we do and guard rails but by the way, you can jump the guard rail if you found a better way to get to the destination.
Globalization is a challenge
I think growth, long-winded way of saying, I think growth is a challenge to keep that culture while you double in size. There are already people that worked for me that I haven’t met yet. If we had 20, 30 more people, I don’t often get a chance to meet them before we hire them. We’re growing at that pace at this point. Eventually, I meet everybody but it might take six months after they started that I make it to every place because we have people, probably 30 different locations across the U.S. that’s a challenge. Globalization is a challenge. Our clients are global. They want us to be global. We are global. We do work in more than 30 countries, but they would rather us be local in London, in Dubai, in insert city here. I’d love to do that too but that’s a big challenge.
We’re still a small company now. We did get bought by a massive company. We’re a part of Compass Group, which is a giant, publicly traded 28 billion dollar, the world’s largest food service and hospitality company, which is a whole other discussion.
Josh Sweeney: That’s an interesting transition.
Scott Walker: Yeah, we’re part of a giant company now that does operate in 60 countries. Now we’re part of the USA division, so we’re USA focused but you know, that’s partly what’s going to be fueling our growth and we need to pay attention to still staying that small company aesthetic while we had lots and lots more people.
Josh Sweeney: Awesome. Well, thank you for sharing on the podcast today. I really appreciate it.
Scott Walker: Well, thank you. It’s been great being here.
Josh Sweeney: Yeah, thank you. Have a good day.
Scott Walker: All right, thanks.
Speaker 1: Thank you for tuning in to today’s episode of the Epic Company Culture podcast with Josh Sweeney. If you enjoyed this content, please subscribe on iTunes, SoundCloud or Stitcher. For additional content and transcripts, visit EpicCulture.co. If you have questions or topics you would like us to address or expand on, tweet us at EpicCulture1 or email at podcast@EpicCulture.co.
Podcast Highlights and Resources
The work is hard, we don’t need to make anything else harder.
- It’s about looking at that experience and saying can we make people more effective and efficient in their jobs.
- You don’t show up late to meetings, period.
- The man ain’t paying us to be late.
- The stress I don’t have any problem with is where you can affect the change. The stress that literally drove me to having medical conditions was the stress you can’t control.
- Let people have freedom.
- Valuing every voice in the room.
is an American fast food company, founded in 1940 as a restaurant operated by Richard and Maurice McDonald, in San Bernardino, California, United States. They rechristened their business as a hamburger stand, and later turned the company into a franchise, with the Golden Arches logo being introduced in 1953 at a location in Phoenix, Arizona. In 1955, Ray Kroc, a businessman, joined the company as a franchise agent and proceeded to purchase the chain from the McDonald brothers. McDonald’s had its original headquarters in Oak Brook, Illinois, but moved its global headquarters to Chicago in early 2018.
is a carbonated soft drink manufactured by The Coca-Cola Company. Originally intended as a patent medicine, it was invented in the late 19th century by John Stith Pemberton and was bought out by businessman Asa Griggs Candler, whose marketing tactics led Coca-Cola to its dominance of the world soft-drink market throughout the 20th century. The drink’s name refers to two of its original ingredients: coca leaves, and kola nuts (a source of caffeine). The current formula of Coca-Cola remains a trade secret, although a variety of reported recipes and experimental recreations have been published.
is the holding corporation for the Metropolitan Life Insurance Company, better known as MetLife, and its affiliates. MetLife is among the largest global providers of insurance, annuities, and employee benefit programs, with 90 million customers in over 60 countries
is an American multinational technology conglomerate headquartered in San Jose, California, in the center of Silicon Valley. Cisco develops, manufactures and sells networking hardware, telecommunications equipment, and other high-technology services and products.
is a Japanese multinational conglomerate corporation headquartered in Kōnan, Minato, Tokyo. Its diversified business includes consumer and professional electronics, gaming, entertainment, and financial services.
is a South Korean multinational conglomerate headquartered in Samsung Town, Seoul. It comprises numerous affiliated businesses, most of them united under the Samsung brand, and is the largest South Korean chaebol. Samsung was founded by Lee Byung-chul in 1938 as a trading company.
is an American pulp and paper company based in Atlanta, Georgia, and is one of the world’s largest manufacturers and distributors of tissue, pulp, paper, toilet and paper towel dispensers, packaging, building products, and related chemicals.
Dr.-Ing. h.c. F. Porsche AG, usually shortened to Porsche AG, is a German automobile manufacturer specializing in high-performance sports cars, SUVs and sedans. Porsche AG is headquartered in Stuttgart, and is owned by Volkswagen AG, which is itself majority-owned by Porsche Automobil Holding SE
is a German global automobile marque and a division of Daimler AG. The brand is known for luxury vehicles, buses, coaches, and trucks. The headquarters is in Stuttgart, Baden-Württemberg. The name first appeared in 1926 under Daimler-Benz.
William Blair & Company is American multinational independent investment bank and financial services company focusing on investment banking, investment management, and private wealth management.
Capital One Financial Corporation is a bank holding company specializing in credit cards, auto loans, banking and savings accounts headquartered in McLean, Virginia. Capital One is ranked 10th on the list of largest banks in the United States by assets.
CDC is one of the major operating components of the Department of Health and Human Services.
The Entrepreneurs’ Organization (EO) is a Global business network of 13,000+ leading entrepreneurs in 185 chapters and 58 countries. Founded in 1987 by a group of young entrepreneurs, EO enables business owners to learn from each other, leading to greater business success and an enriched personal life.
We educate, we transform, we inspire and we offer invaluable resources in the form of global events, leadership-development programs, an online entrepreneur forum and executive education opportunities, among other offerings designed for personal and professional growth.
At its core, EO is a collection of like-minded entrepreneurs focused on business growth, personal development and community engagement. In addition to our mission, vision and core values, our global makeup is comprised of nearly 13,000+ individual member stories.
Prototype Prime is a 501(c)3 non-profit incubator focused on early stage software and hardware technology startups. Our mission is to provide startup companies with the support they need to launch & scale.
Our suburban location within a 500-acre commercial office park, adjacent to a custom- built intelligent mobility test and demonstration track, is the ideal place to envision what smart cities of the future will look like.