06: From Side Hustle to Strategic Exit: Lessons from Scaling Unique World
Eddie Geller, Founder & Chief SKOR'er
In this episode, Bruce Eckfeldt welcomes Eddie Geller, a seasoned entrepreneur whose career spans the early internet era to modern SaaS ventures. Geller recounts his unorthodox path into entrepreneurship, shaped by his parents’ contrasting business experiences—a successful deli run by his mother and a failed cabinetry venture by his father. These early life lessons planted the seeds for Geller’s approach to risk, resilience, and business building.
Eddie’s first major entrepreneurial move came with the launch of Unique World in 1999, a backend-focused web development agency that rode the dot-com wave. By 2000, the company had grown rapidly, attracting attention from investors and even receiving a $30M acquisition offer—which Geller declined, only to see the market crash and clients vanish months later. This misstep became a pivotal learning moment in exit timing and valuation realism.
Despite these setbacks, Geller rebuilt and scaled Unique World again, learning hard-earned lessons about leadership, client diversification, and the importance of culture. A key turning point came during the 2008 financial crisis, which prompted Geller to adopt open-book management inspired by Jack Stack’s The Great Game of Business. This cultural shift reinvigorated the company, positioning it for a successful exit.
In 2011, Geller sold Unique World to Jacobs Engineering in an all-cash deal—a rare feat for a services business. He emphasizes the importance of preparing the business to function independently of its founder, with clean operations, transparent governance, and scalable systems. Though the post-acquisition integration was rocky, Geller reflects with clarity on the strategic decisions that led to the sale.
Now the founder of Culture Score (SKOR), Geller is on a mission to quantify company culture and tie it to business performance. His goal is to make culture as measurable and strategic as EBITDA, helping companies and leaders drive sustainable growth. This episode offers invaluable insights for founder-CEOs navigating scaling challenges and contemplating their own exits.
Key Takeaways
Declining a $30M offer taught the importance of realistic valuations and market timing.
Relying on a single client base can cripple a business—diversification is key.
Open-book management rebuilt trust and performance post-2008 crash.
A company must be operationally independent from its founder to be sellable.
Hiring based on assumed influence, not proven impact, can backfire.
All-cash deals require clean operations and attractive growth metrics.
Cultural mismatch post-acquisition can derail team retention and value.
Measuring culture (via SKOR) can be a driver of business performance.
Contact Information:
https://www.cultureskor.com/
