New Plano tech firm could reach around 800 to 1000 workers by year's end – Dallas Business Journal – Dallas Business Journal

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A new Dallas-area company that’s growing through acquisitions could be an even bigger player.
Plano’s Argano, a technology company, is set to reach between around 800 and 1,000 workers by year’s end, Chip Register, CEO at Argano, said in an interview. That compares to around 400 now.
Argano is the combination of three companies — Keste in Plano, InterRel Consulting in Arlington and United Virtualities, which has offices in New York, Mexico and Argentina.
The company is looking to benefit from businesses that need help with digital-based services that can touch on issues around sales enablement, supply chains and enterprise resource planning systems. Argano is backed by Trinity Hunt Partners, a Dallas private equity firm.
Argano has over 400 clients, with more than ten in the Fortune 100. The names include companies such as Fujitsu, Honeywell, McKesson, Samsung, Verizon and Wells Fargo.
Register, whose resume includes being co-CEO of Boston’s Publicis Sapient, is optimistic about growth as the company continues to invest internally and likely externally. After three acquisitions to get Argano to this point, Register said the company could have seven or eight deals by the end of the year in total.
The company has strength in sectors that include financial services, healthcare, retail, logistics, manufacturing and high tech.
“We’re operating in the fastest moving transformation markets,” Register said.
Can you talk about what you do for your clients?
Everybody’s talking about digital transformation. “How do I become the whatever of the future” — but they’re really talking about product, service and experience design. “How do I meet the changing expectations of consumers in a world that’s becoming faster and more complicated, more customized and more personal?”
What we’re building at Argano is a company that is innovating in the space of digital foundations — which is what I call deep transformation. It’s not just, “Can you think of some new gee-whiz product or service or experience?” It’s, “Is your company actually capable of changing the way that it delivers, the way that it fulfills, the way that it operates, which is not just technology.”
The company itself has to be built in an agile way to absorb all the changes. We spent 15 years working on the front end, but the foundations of companies are still relatively static, old, un-modernized, un-integrated, un-migrated to the cloud — not a lot of intelligence built into them, and not a lot of agility. So, every time that you want to change things in the front end, your digital foundation becomes the governor of your ability to innovate, as opposed to the enabler.
What do you see for expansion and acquisitions?
First, we’re here to solve business problems, leveraging technology. What we’re looking for — both in our organic strategy, which is stuff we invest in or hire for or do, all that, and our inorganic strategy, which is stuff we buy — is, “What business problems are you solving?” We’re not a product company. We’re an integrator. We’re providing consulting and technology services.
Why pick the Dallas area for the headquarters?
Well, Trinity Hunt is in Dallas. Keste is in Dallas. And InterRel is in Dallas. So, it hasn’t been a hard decision.
What do you see for your geographic reach?
Our clients are U.S.-centric.
Do you expect to be more international?
Because of globalization and because a lot of these bigger companies are global, you’re going to get pulled all over the place. Are we going to go plant a flag in some other country and say, “We’re here” — and open doors and all that? I would say that’s not part of the strategy to go do that, but we will be operating and selling all over the world, over some period of time. It just happens naturally.
-Edited for clarity, flow and grammar.
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