With his co-founder and CTO, Jacob Boudreau, what Henry envisioned wasn't so much a supply chain company as it was a supply change company--a single distributed network that would allow customers of all sizes to shape-shift, to expand or contract their warehouses on demand, for example, without having to build their own or enter into long-term contracts with third-party logistics companies. Essentially, Stord can form an orchestra from scattered soloists.
In many industries, disrupters compete against the established order. Such order didn't exist in the logistics space. "More than anything, they were competing against no one," says Daley Ervin, the managing director of Engage Ventures, a venture platform for some of the largest corporations in Atlanta and an early investor. "When you go into an industry that has nothing, whatever you build is better than sheets of paper and faxes. They were competing against sticky notes."
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