Why Every CEO Should Fear the 100-Person Startup

If you’re the CEO of a big company, there’s a small team out there—100-strong or less—working on a product, service, or technology with the potential to reshape your industry. I don’t mean to alarm you, but I want to create a sense of urgency; they’re moving fast, and we’re here to keep you on your toes.

Because now is the time to build a workforce that’s agile, bold, responsible, and ready for what’s next—or risk getting left behind.

The Age of Small Giants

In today’s world, agility and purpose define success, and the 100-person company has never been more powerful. These companies aren’t weighed down by legacy systems or bloated bureaucracies. They’re fast, purpose-driven, and fiercely committed to solving problems better than anyone else. At Reejig, we’re living proof. With fewer than 100 full-time employees, we’re delivering billion-dollar impact across multiple industries—and our goal is to build a billion-dollar company ourselves with this lean team. This is our experiment for the new era of AI, where the impossible finally feels within reach.

As we take on this journey, we’re committed to sharing everything openly—our wins, our challenges, and the lessons we learn along the way.

Reejig’s Secret: A Lean Workforce DNA

We’ve pioneered a transformative workforce model, one that enables us to operate as a billion-dollar business with a small but mighty team. Our “Workforce DNA” combines Fixed Employees, Flex Workers, and Digital Workers (AI agents) to create a high-impact workforce that’s lean and adaptable. Here’s why it works:

• For Employees: Our core team holds equity, creating a culture of deep ownership and accountability.
• For the Business: Our Workforce DNA provides flexibility. Fixed employees ensure strategic continuity, Flex Workers bring in specialized expertise, and Digital Workers (AI agents) take on repetitive tasks, freeing our team to focus on strategic work.
• For Shareholders: The numbers speak for themselves. By keeping a lean workforce, we save $1.5 million monthly, and our margins have increased by 29 percentage points.

Why Big Companies Should Take Note:

The Talent Advantage: Startups are agile because they don’t get tangled in red tape. At Reejig, our lean team is proof of how a small group can pivot with speed and creativity. Our data-driven approach enables us to move as quickly as industry disruptors. This is something every CEO should consider when transforming their workforce: “Can your company pivot, reskill, and upskill as rapidly as a startup?”

Velocity Matters: Decision-making in small companies happens in hours, not weeks. At Reejig, we operate with this same focus on velocity—empowering teams to act quickly and effectively. We’re helping our clients eliminate bottlenecks, drive operational effectiveness, and keep employees engaged by enabling them to focus on their most meaningful work. Our partnerships with global giants demonstrate that adopting this “startup” mindset allows organizations to tackle challenges and respond to trends with unmatched speed and impact.

Hyper-Focused Missions: Purpose is more than a buzzword; it’s a competitive advantage. Reejig’s mission is simple: Zero Wasted Potential. This purpose drives our team and the clients we work with. It’s a mindset shift that powers both financial and cultural growth, resonating throughout every product and decision we make.

3 Reejig Strategies That Big Companies Can Learn From

1. Operate Like Your Own Startup: Empower Intrapreneurship

Large companies don’t need to wait to be disrupted; they can build internal teams that function like startups. At Reejig, we lead by example. With fewer than 100 employees, we’ve structured our workforce to prioritize innovation and accountability. By embedding agile practices across every department, we’re showing CEOs how even massive organizations can cultivate a startup mindset—keeping decision cycles tight, empowering small teams, and creating a culture of ownership and experimentation.

2. Leverage Workforce Intelligence for Real-Time Adaptation

Big companies often struggle to stay connected to the noise—the real-time feedback and shifting demands of their customers. Reejig’s Work Ontology™ solves this. We provide a comprehensive view of workforce tasks, skills, and roles, helping organizations bridge the gap between work and workers in real time.

This “common language of work” is how we help our clients stay agile and responsive.

3. Make Purpose a Competitive Weapon

Purpose isn’t a vague promise at Reejig; it’s the core of our strategy. CEOs need to ask, 'Is our purpose clear, actionable, and understood by our teams?' Every Reejig employee knows our mission: to create a world with Zero Wasted Potential. This clarity, combined with an AI-first mindset, drives everything we do, positioning us as a serious contender in the workforce tech space. We’re not just creating tools; we’re setting a new standard for workforce agility and ethical AI, making 'purpose' a tangible, competitive asset.

Reejig’s Blueprint for Competing with the 100-Person Startup

Creating an intrapreneurial culture enables teams to work with startup-like agility, experiment boldly, and adapt quickly. Here’s how Reejig does it—and how you can, too:

• Democratize Data Access: Reejig equips every employee to make data-informed decisions in real time, ensuring our team can act fast and stay on target.
• Focus on Reskilling and Upskilling: Our Work Ontology™ lets clients pinpoint skills gaps and prioritize reskilling, preparing them for future changes before they even arrive. For example, Reejig’s insights help leaders make real-time workforce decisions, keeping them a step ahead of the competition.

Savage Take: The 100-person startup isn’t a threat to be ignored; it’s a mirror. These companies are lean, agile, and relentless because they have to be. At Reejig, we’ve set a big, bold goal: to prove that size doesn’t equal power—agility does. And we’re committed to sharing our journey with the world, experimenting in real-time. So, CEOs, rethink how you operate, innovate, and adapt. Because in this era, it’s not the big that eat the small; it’s the fast that eat the slow.

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