Annual revenue
Reached within six years of starting from zero.
Entrepreneurship & operations case study
From $15,000 to $40 million: building Computer Parts Unlimited from the ground up.
A $15,000 personal investment — no private equity, no outside investors — became a $40 million multi-site technology services business that reached profitability in month three, made the Inc. 500 twice, and exited to an investment group.
Prior operating experience: Casey Jackson co-founded and led Computer Parts Unlimited and Nexicore Services as President & COO, 1991–2005. Sources: Casey Jackson resume and LinkedIn profile; Los Angeles Times historical profile. The $15,000 investment and absence of outside investors are founder-provided facts.
Results at a glance
$15KPersonal startup investmentNo private equity or outside investors
$40MAnnual revenue at scaleZero to $40M in six years
Month 3Reached profitabilityPositive operating economics early
#32Inc. 500 recognition1995 — and #356 in 1996
4 sitesU.S. & Canadian operationsSAP ERP and barcode inventory across all four
$10M/yrNational field serviceIn-home repair line on a custom routing tool
The start
No institutional capital. No private equity sponsor. Just $15,000 and an operating idea.
In 1991, Casey Jackson co-founded Computer Parts Unlimited (CPU) with a $15,000 personal investment. There were no private-equity investors or outside institutional backers funding the growth. The business had to generate cash, serve customers and finance its expansion through execution.
CPU focused on OEM computer service parts, distribution, depot repair, refurbishment and exchange. The operating challenge was not simply selling components; it was building the inventory, logistics, repair, technical-service and fulfillment infrastructure needed to support demanding enterprise customers at scale.
The company became profitable in month three. Within six years, the business had grown from zero to approximately $40 million in annual revenue.
The operating model
Scaling required building the company behind the revenue.
As President & COO, Jackson’s scope covered supply chain, inventory, repair logistics, technical service, fulfillment, vendor relationships and the operating P&L. Growth required those functions to operate as one system rather than as separate departments.
The company expanded into a four-site U.S. and Canadian operating footprint. SAP ERP and barcode-based inventory were implemented across the locations, creating a common operating platform for inventory and execution.
A 1999 Los Angeles Times profile independently documented the company’s expansion, describing nearly 200 employees and a planned move from a 40,000-square-foot facility into a 104,000-square-foot headquarters.
How the business grew
- OEM service-parts distribution, depot repair, refurbishment and exchange
- Four-site U.S. and Canadian footprint on one operating model
- SAP ERP and barcode inventory across all locations
- A $10M/yr national in-home repair line on a custom routing, coverage and capacity tool
- Toronto acquisition: $1M unprofitable → $5M profitable
- Inc. 500 #32 (1995) and #356 (1996)
Growth was financed by operating performance.
Expansion depended on customers, cash flow, disciplined inventory management and the ability to build operational capacity ahead of demand — not on outside capital.
Acquisition & turnaround
Turning an unprofitable Canadian operation into a profitable business.
Growth also included acquisition. Jackson led the integration and turnaround of a Toronto operation, bringing it onto the broader company’s operating model. The operation moved from approximately $1 million unprofitable to $5 million profitable.
That required more than a financial restructuring. The acquired operation had to be integrated into the company’s supply chain, systems, processes and management cadence so it could perform as part of the larger enterprise.
After building CPU and Nexicore Services from startup through national scale, Jackson negotiated the strategic sale of the business to an investment group — completing the progression from founder-funded startup to scaled enterprise and investor exit.
Before & after
From founder-funded startup to scaled operating company.
Before
$15,000 personal investment
After
Approximately $40M annual revenue
Before
Startup operation
After
Four-site U.S. and Canadian footprint
Before
Early parts business
After
Distribution, repair, refurbishment, exchange and national field service
Before
Manual growth-stage processes
After
SAP ERP and barcode inventory across four locations
Before
Acquired Toronto operation losing money
After
Turned into a $5M profitable operation
Before
Private operating company
After
Strategic sale to an investment group
Business impact
Scale in numbers.
Profitable
Positive operating economics established early.
National field service
A national in-home repair line beyond distribution.
National recognition
#32 in 1995 and #356 in 1996.
Key takeaway
Technology matters. But operating discipline is what turns growth into enterprise value.
Computer Parts Unlimited demonstrates the operating philosophy behind Built-N-AI today: identify the opportunity, build the process, use technology where it creates leverage, measure the economics, and scale what works. As the business grew, the challenge shifted from entrepreneurship to institutionalization — repeatable processes, management systems, technology, multi-site controls and leadership capable of supporting tens of millions of dollars in annual activity.
$15,000 invested. Profitable in month three. $40 million within six years. Four sites. Two Inc. 500 appearances. A strategic exit.