The risk that doesn’t pan out sometimes leads to the one that does. Jeff Porter’s career journey is evidence of that.
In 2009, Porter left an executive role at a billion-dollar corporation to run a mobile software startup, wondering if he could survive and support his wife and four children in a startup environment.
Porter and his business partner started with just $100,000 and within a year, brought in more than $1 million in new business. But the operation’s parent company declared bankruptcy and shut its doors, leaving Porter scrambling to fulfill contracts, replace lost resources and pay the bills.
“There were weeks (sometimes months) when we did not make payroll, putting unwanted stress on my family,” Porter said. “However, through it, we acquired resiliency and faith to survive. We sold this company’s contracts and moved on to other ventures.”
One of those other ventures is Handbid, where Porter is CEO. “Handbid would become my next biggest risk and passion,” Porter said. “Could we deliver a technology solution to nonprofits that they would pay for? And could we make a living doing it? The rest is history, as they say.”
Handbid helps charities maximize revenue and reduce stress by providing fundraising software and personalized service.
“Fundraising and auction software must be engaging and fun to use,” the company said. “Usable software drives engagement, which in turn drives revenue.”
In the last year, Handbid has expanded from nonprofit clients by adding commercial businesses through a deal with the Walt Disney Corporation. Disney chose Handbid to replace an asset auction platform to sell assets to vendors, third parties and cast members. Along with Disney, Handbid has a growing commercial business that includes oil and gas, cattle auctions and hard materials.
This is Porter’s second time being named a titan. Under his leadership, Handbid promotes an environment that allows its team to pursue career goals and objectives. It allows its older team members the flexibility to work around their family obligations, and it develops career advancement plans for younger employees.
“When we bring on younger employees, We sit down with them to determine their career goals,” Porter said. “We develop a career plan in addition to their work plan and revisit it regularly. Over time, their desires may change, or we may identify skills that point to new opportunities. Either way, it’s our priority at Handbid to turn young employees into reliable and capable corporate leaders.”
