Aztec Reinvents Its Way To Fast Growth

Not every Fast Growth company can say it started off as an idea germinated during a skydiving tripand#8212; but Aztec Computing (2008 CRN Fast Growth Company 64) can. President Andrew Levi was a software developer at Sterling Software, building internal networks, when he and a fellow skydiver decided to do some network consulting on the side. When that moonlighting business took off, Aztec was born.

A $5.3 million total-solutions VAR based in Carrollton, Texas, Aztec has reinvented itself in the past few years to specialize in the ERP space. Levi talked to ChannelWeb recently about its transformation from midmarket networking solution provider to ERP powerhouse.

ChannelWeb: Aztec is a total-solutions VAR. We think of that as handling everything for a customer from soup to nuts.

Levi: We started in 1991 and grew up as a midmarket networking solution provider. We specialized in collaboration, security, with our innovation practice centered on software development. For a number of years, that was our offering. As infrastructure solutions became commoditized, we began to look for greener pastures. We continued to think about adding business-class applications, but they didn't seem to fit. Then, in 2002, we formed an IT venture with and#91;a local accounting firmand#93;, and we focused on implementation of a single ERP product: Great Plains. We co-funded the venture and ramped up staffing. The theory was to focus on a single, less-commoditized area.

ChannelWeb: Did the tech bubble affect the venture?

Levi: The timing was right. The companies that were positioned to come out of the bubble were also the ones that had just gone through an evaluation of Y2K systems. They were the ones looking for our type of solution. So we came out of the blocks screaming. We were able to reinvent ourselves in a profitable space, where there was demand for our product and now I can't hire enough people. Out in front of all things ERP: line of business applications, CRM and so forth. We can then upsell our other offerings, such as managed systems. Managed services is just one delivery option, we can do on-site also. We have he ability to do that better than anyone; we've had our own data center since 1995.

ChannelWeb: So your rebirth provided another stream for your original product?

Levi: We are bringing professional services around ERP. And we are always dealing with a top decision maker, usually the CFO. So, if we are looking to bring more value around, say, managed services, I already work with CFO.

ChannelWeb: To what do you owe your fast growth?

Levi: Our ability to build bridge apps and create symbiotic ecosystems, create business optimization, and find storage and gaps. Those become clear when we do an ERP installation. When we are with clients, we have a great opportunity to listen to problems and connect dots. It's how we came up with and#91;a separate ventureand#93; Boardroomsoftware.com, which has T. Boone Pickens as a funder. Most organizations, oddly, think it's the symptom, not the problem that is the pain.

ChannelWeb: Between 2005 and 2007, Aztec grew more than 80 percent. How do you intend to continue such fast growth?

Levi: We just announced an acquisition that will add 50 percent to our gross revenue stream. We'll be on an acquisition hunt for the next well, until we're not! The time has never been better to fold in organizations with decent market share but are "stuck." Some get stuck between $2 million and $4 million. We've created a very scalable org. We believe in the future there will be two different factions: independent consultants and orgs that are $10 million-plus. Others don't have the ability to deliver resources. Companies have to have expertise, infrastructure prowess, and the insight to close gaps that exist between groups. You'll need a multidimensional business to bring bright people together to deliver the next generation of solutions.