How Whip Around Broke Into the US Market
A true story of traction, trade-offs and timing - and what still applies in 2025
The Setup: A Paper Problem, a Practical App
Whip Around launched in Auckland in 2016 to solve a simple but persistent operational issue. Commercial drivers were still completing daily inspection logs on paper, often using carbon-copy forms. Compliance with fleet safety regulations was frustrating and inefficient.
Co-founder James Colley came from freight logistics and knew the pain firsthand. He began building a mobile solution to digitize these Driver Vehicle Inspection Reports (DVIRs). The initial product gained traction in New Zealand, but the bigger opportunity was always going to be the US - a market where DVIR compliance was federally mandated and still largely manual.
It was also a time when capital was flowing. The years before COVID saw fast-flowing, pre-revenue bets commonly made, a global surge in B2B SaaS, and venture firms actively backing Kiwi companies with international ambitions. While no formal Series A was announced, Whip Around was backed by a mix of angels and early investors, including Punakaiki Fund, Fantail Ventures and Wyborn Capital, who provided the runway needed to explore international expansion.
It was with these tail winds that, in 2017, Colley flew to the US on a self-imposed mission: land 20 customers in a month. He came back with 24.
That kind of early validation was rare - even then. But it proved there was demand, and more importantly, that buyers were willing to switch. From that moment, the company pivoted its attention toward the US.
The Expansion Strategy: Focused, Customer-Led and Sustainable
A US Foothold Where the Customers Were
With the strong tail winds and a lot of cash still flowing in 2018, Whip Around opened a US base in Charlotte, North Carolina, a practical location given the city’s role as a transport and logistics hub. They hired Mike Flournoy, an experienced SaaS sales leader, to build local sales coverage.
CEO Noah Hickey began splitting time between New Zealand and the US. By 2022, he relocated to San Diego to lead US operations directly.
Those moves made sense at the time; hiring a seasoned sales leader in-market and relocating the CEO. But today, US sales salaries and full relocation often aren’t realistic - or necessary - for most early-stage founders. What still holds true is the principle: find a foothold in the right market, and make sure someone with local experience, skill and bi-cultural understanding is close to the customer.
Product Market Fit - Built on Regulation
Whip Around’s value prop wasn’t just digital convenience. It was compliance confidence.
US fleet operators are legally required to complete daily DVIRs and retain inspection and maintenance records. Whip Around automated that process, enabling drivers to submit checklists and defect reports digitally, with photos and timestamps.
For fleet managers, this meant audit-ready records, faster repair tracking and cleaner compliance processes.
In 2025, where operational ROI is being scrutinized and software spend is under pressure, products that tie directly to regulatory requirements tend to survive longer and sell faster.
Sales Before Scale
Whip Around didn’t start with marketing. The early growth came from direct selling, demos and referrals. Colley pitched fleet managers personally. The first major break came when the company was invited to demo at the 1-800-GOT-JUNK franchise conference. That exposure led to widespread adoption across the franchise network.
From there, they added brands like PODS and Imperfect Foods. These weren’t massive enterprise contracts. They were high-trust, high-need fleet operators with urgent problems.
Even now, this playbook holds. Focus on one vertical. Earn one logo that unlocks more. Reference wins matter more than reach.
Dual-Market Execution
Engineering and product stayed in New Zealand. Sales, support and marketing were built out in the US.
This gave Whip Around control over costs while improving proximity to the customer. It also created some strain. At times, Hickey was working back-to-back NZ and US time zones. On one occasion, he drove across Auckland at 3 a.m. to wake up a developer after a system outage.
These growing pains are familiar for international startups. The difference now is that founders need to build with sustainability in mind. Burnout isn’t a badge of honor and timezone gaps need systems, not heroics.
This hybrid model is also still highly relevant. In fact, it’s often the only viable structure for companies trying to scale internationally without raising large funding rounds.
Partnerships, Not Paid Growth
As it grew, Whip Around leaned on partnerships to expand distribution. It integrated with:
Geotab - a global telematics platform
Fullbay - repair shop software
EROAD - compliance and telematics tools
Platform Science - fleet IoT infrastructure
These integrations increased discoverability, improved retention and created more complete solutions for fleet operators.
In 2025, partnerships like these are more valuable than ever. Outbound email response rates are low. Paid CAC is high. Ecosystem placement offers trust and reach without the burn.
The Roadblocks: What They Hit and What Still Applies
Compliance Complexity
Earning the trust of U.S. fleets meant more than building a checklist app. Whip Around had to ensure it met Department of Transportation (DOT) standards for digital record keeping, fault logging and multi-year audit trails. The product had to do more than function - it had to hold up under scrutiny.
That remains true today. Even for smaller buyers, compliance-related solutions need proof. Your value is only as strong as your weakest assurance.
Being a No-Name Company
Whip Around entered the US market as an unknown vendor in a traditional sector. To overcome skepticism, they had to win a few trusted early adopters, then use those relationships to land more.
That hasn’t changed. The difference now is that buyers are more skeptical and the sales cycles can be longer - especially without US references or a trusted intermediary.
Hiring Too Early vs Not Hiring at All
Whip Around hired experienced US sales leadership early. But that was a luxury many companies can’t afford in today’s market. Hiring senior US talent too early can drain capital and create false starts.
The key isn’t headcount. It’s capability. Whether you’re using internal staff, contractors or local partners, someone needs to own motion in the market. Responsiveness in time zone wins deals.
Funding Reality
Whip Around raised its $14M Series B in 2021, after winning major US clients, building strategic integrations and showing real usage.
That’s a different world to 2025. Today, few startups raise on narrative alone. The benchmark is higher. Investors want:
Proof of buyer interest
Real revenue or pilots
Evidence of motion toward repeatability
You don’t need to be scaled. But you do need to be able to prove why now, why here and why you.
What Founders Can Still Use in today’s market
Not everything in Whip Around’s journey is repeatable. But a lot still is - especially if reframed for today’s market.
Laser-Focus
Whip Around picked a pain point (DVIRs), a buyer (fleet managers) and an outcome (compliance) - and stayed there until it worked. That kind of focus is still one of the best ways to avoid false positives and bloated CAC.
Defining ICP, positioning and pitch are crucial in today’s environment.
Practical Entry Point
Charlotte wasn’t sexy, but it was effective. Geography was chosen based on proximity to customers, not hype.
That logic still works: pick one market, go deep, learn fast. Expansion isn’t about going big it’s about getting specific.
Proof Over Pitch
One 1-800-GOT-JUNK pilot turned into dozens of accounts. One demo led to a network. That kind of network-led growth still beats spray-and-pray outbound. Find your targets and go after them relentlessly. One respected customer in your vertical is worth more than a thousand ad impressions or random cold calls. Buyers talk. Let your customers market for you.
Partner Distribution
The integrations with Fullbay, Geotab, and others opened doors - and showed the product played well with the tools customers already used.
Partnerships are still one of the most capital-efficient growth strategies available, especially for companies without the budget for paid acquisition.
Dual-Market Discipline
They didn’t move the whole team. They didn’t build a US HQ prematurely. They added what was needed, when it was needed. That playbook is more valid than ever.
In Summary
Whip Around’s US expansion wasn’t explosive. It was earned and included a lot of luck from the market conditions.
They got it because they proved that their product solved a real, regulated, high-frequency pain.
The tactics have changed. So has the funding landscape. But the principles still hold:
Solve a real problem
Focus on one buyer
Win one logo
Build systems to deliver, not just scale
In 2025, it's not about expanding fast. It’s about expanding well.