Global Growth, LLC

Our History

Our History

How We Got Here

Global Growth is a group of more than 100 companies that was established in 2018. Many of those companies had been in the Eli Global family of companies that began in 1991. The first company in that group launched when Greg Lindberg, then a college student, saw an unmet need in the home care market for regulatory compliance information and launched a home care newsletter.

In 1998

we were 12 people working out of one big room full of folding tables and bubble Macs. We struggled mightily to meet payroll and pay our printing bill. We had holiday parties at our founder’s house … (His three roommates were invited, of course.)

We built up our products in the health care space and began to look at acquisitions. Our first acquisition was in the travel ticketing space just before it dis-intermediated. We paid almost nothing out of pocket. We agreed to pay outstanding bills and to clean out the office. Our founder and IT Director rented U-Haul and did that move over the weekend. It was a terrible acquisition and taught us a lot about how not to acquire companies.

In 2002

we closed our first “stretch” acquisition for $8 million, which gave us a foothold in the medical coding space.

In 2006

we acquired a health care business with $4.8 million in EBITDA. We put into place new management and worked to scale our core values across business units. We used the lessons learned from six previous turn arounds. We launched more than a dozen product lines. Fourteen years later, that business has multiplied its customer base by 4 and has EBITDA of more than $74 million.

In 2007

we opened our first offshore office in Faridabad India. It became a center for excellence in software development, finance and leadership. It allowed us to buy companies under stress, cut costs and yet invest in development at the same time. Today we have more than 2,000 employees in India.

We developed turn-around expertise. Private equity groups noticed our success and started reaching out to us when they had a business in trouble. We looked for companies that were stuck in a rut.

We developed a turn-around strategy based on our values. At acquisition we went into each company and spoke about Eli’s unique culture. We offered flexibility, meritocracy, and unlimited opportunity for growth. In exchange we demanded that each employee grow and stretch. We told them that A players would have their roles expanded and that C players needed to go. We wanted a company made only of people who were passionate about what they do.

Once we had acquired 25 companies, and had succeeded beyond even our most aggressive strategic plan, we knew the growth would continue. We had to do some real soul searching about who we were and where we wanted to be in 10 years. We abhorred bureaucracy, but how do you hold together a company of 4,000 people doing business on 5 continents without it? The answer is you don’t.

So we broke the company up into portfolios. Each portfolio followed Eli values, but other than that, they functioned independently. This set us up for growth.

In 2018

Eli closed a record 32 acquisitions.

Our acquisitions saw significant growth in their first-years post acquisition. At the same time some Eli portfolios had successful launches into software, longevity, and innovative communications platforms.

Eli was now a diverse group of more than 120 companies with holdings in Australia, Bermuda, Canada, Costa Rica, Denmark, England, France, Germany, Ireland, Luxembourg, Malta, New Zealand, the Netherlands, the Philippines, and the United States. While the portfolios operate independently, our ability to identify and hire great leaders, our robust leadership training program, and our continued commitment to our unique corporate culture ensured success across the portfolios.

In 2019

we faced many adversities. We were forced to fight unjust charges against our founder from a politically-motivated insurance regulator, as well as defamatory media reports, and rapid and unforeseen changes in insurance regulation. Some of Global Growth’s insurance companies were forced into rehabilitation.

To manage these challenges consistent with our core values of “first who, then what,” we brought on a new Chairman George A. Vandeman, a new chief financial officer, and a new VP of corporate development. We also renamed the group Global Growth.

In 2020

we expect to close to $300 million in EBITDA across all of our companies.


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