We’d like to thank Rohana Meade, President and CEO of Synergy Technical, for sharing her experience and insights on growing a national customer base. Her perspective offers practical, real-world lessons that many CEOs can relate to, especially those thinking about expanding beyond their home market. We are also pleased to welcome Synergy Technical as a new sponsor of VACEOs in 2026 and are glad to have Rohana and her team joining our community.
When we founded Synergy Technical fourteen years ago, cloud technology was still emerging, and managed IT services were shifting from reactive support to strategic partnership. We believed deeply in both trends, but being early meant we had to build our business differently. Virginia has always been home for us, yet as newcomers introducing new models, we quickly realized that our growth would depend on reaching customers beyond our backyard.
What we learned in that process are lessons any CEO can apply when considering national expansion—regardless of industry.
1. Get laser-focused on your positioning.
In the early years, we didn’t try to be everything to everyone. We led with a clear point of view: a modern approach to cloud and managed IT that challenged traditional models. That clarity helped us stand out and ensured our messaging resonated with the right audience, not the broadest one.
2. Identify markets that are already leaning forward.
Instead of pushing aggressively into regions that weren’t ready, we targeted organizations across the country that were already exploring modernization. Finding receptive markets reduces friction, shortens sales cycles, and builds early momentum.
3. Build a repeatable delivery model.
Supporting customers in multiple states meant our services had to be consistent, reliable, and scalable. We standardized processes, documentation, onboarding, and communication rhythms. This approach not only allowed us to deliver effectively across time zones but also improved the experience for our local Virginia customers.
4. Leverage early adopters as proof points.
Our first national clients became our strongest advocates. Their success stories helped validate our approach and gave us credibility as we entered new regions. When expanding nationally, one well-documented win often opens the door to five more.
5. Treat your home market as an anchor, not a limitation.
We never stepped away from Virginia. We simply recognized that diversification was essential. As we grew nationally, the expertise we developed strengthened and made our work in Virginia more relevant. National expansion and local strength aren’t mutually exclusive; each reinforces the other when executed intentionally.
6. Stay committed to your core values during expansion.
Growth should refine who you are, not change it. Our approach to managed IT and cloud, forward-thinking but grounded in service, remained consistent no matter the customer’s size or location. That consistency built trust, and trust built scale.
Looking back, expanding nationally wasn’t just a growth strategy; it was a catalyst for becoming a better, more resilient company. For CEOs considering a similar path, the opportunity isn’t just in reaching new markets, but in becoming the kind of organization that can serve them well.
