James Loffler has long been a fan of Fisher’s Technology. The feeling regarding Loffler Companies was mutual in the eyes of Fisher’s leadership. Now, after years of taking note of how perfectly they’d align as a single organization, the idea has evolved from half-joking to reality.
Despite the recently announced acquisition by Loffler, little will change for Fisher’s and its clients. The Fisher’s Technology brand remains intact, as do customer relationships, contracts, pricing, service, etc. Loffler believes the market reputation cultivated by Fisher’s was worthy of maintaining. And the possibilities are limitless.
“When you combine two organizations that share similar values, technology strategies and customer-focused cultures, collaboration becomes incredibly powerful,” he noted.
In this edition of Two-Minute Drill, Loffler takes a deeper dive into the anatomy of the deal, which sees former Fisher’s President Ty Grigsby assuming the role of group president leading operations across Idaho, Montana, Washington and Utah. Loffler also examines the opportunities for growth and other benefits of scale.
Loffler and Fisher’s have been professional friends for nearly 20 years. What spurred you to bring them aboard and how long did it take to put the deal together?
Loffler: Over the years, we’ve crossed paths countless times through manufacturer events, industry associations and peer groups. We have always had a great deal of respect for one another, and it wasn’t unusual for us to pick up the phone several times a year to share ideas, compare best practices, and learn from each other’s experiences.
We’ve joked for years about how amazing it would be if our two organizations ever joined forces. Both companies have built strong reputations, share similar values and have always approached the market with a customer-first mindset.
The opportunity really came together when the ownership group at Fisher’s Technology reached a point where they felt the timing was right for their next chapter. They knew Loffler would be a natural fit for their employees, customers and culture. From our perspective, we’ve long admired the Fisher’s team, not only for how they’ve gone to market, but for the culture they’ve built and the way they’ve invested in their people.
Once the conversations became serious, the process moved relatively quickly. We worked on the opportunity for about four months before finalizing the transaction. Throughout the process, what became increasingly clear was how aligned our organizations are in terms of values, vision and commitment to creating opportunities for employees while delivering exceptional service to customers.
What was the thought process behind Fisher’s maintaining independent branding and agreements?
Loffler: Maintaining the Fisher’s brand and existing agreements was a very intentional decision. From the beginning, our philosophy was simple: protect what makes Fisher’s special while expanding what’s possible. Fisher’s has spent nearly 90 years building an incredible reputation, strong customer relationships and a culture that their employees are proud to be part of. We didn’t see a reason to disrupt that.
Our goal is for customers to continue working with the same people they know and trust, under the Fisher’s brand, with the same contracts, pricing and service experience they’ve always had. At the same time, they now have access to the additional resources, expertise and investment that come from being part of a larger organization.
Ultimately, this isn’t about changing Fisher’s. It’s about preserving the culture, relationships and values that made them successful, while creating new opportunities for employees and delivering even greater value to customers over time.
The companies have nearly identical service portfolios. Will there be opportunities to cross-sell accounts?
Loffler: While our service portfolios are much aligned, both organizations have developed unique solutions, processes and areas of expertise that create opportunities for us to learn from one another and bring additional value to customers. We’ve already identified innovative offerings on both sides that we believe can be shared across the combined customer base over time.
I have been very vocal that our industry’s greatest opportunity is helping customers simplify technology procurement by partnering with a trusted provider across multiple technology categories. As businesses continue to face increasing complexity around IT, cybersecurity, managed services, AI, automation, communications and office technology, we believe there is significant opportunity within our combined customer base to introduce additional solutions that help them operate more efficiently and securely.
So yes, there will absolutely be opportunities to expand relationships over time. The real value isn’t traditional cross-selling for the sake of cross-selling. It’s bringing innovative technology solutions to customers who may not realize the full range of capabilities available through either organization today. By combining our knowledge, resources, and expertise, we believe we can create even better outcomes for the customers we serve.
Are there other advantages the combined companies will enjoy?
Loffler: We now have more expertise, more perspectives and more opportunities to share best practices across a broader footprint. That ultimately benefits both employees and customers.
Beyond that, I believe the combined organization is better positioned to invest in innovation, attract top talent, and create long term career opportunities for our teams. The technology landscape continues to evolve rapidly, and bringing together two highly respected organizations gives us greater scale, deeper expertise, and a stronger foundation for the future.
At the end of the day, this partnership isn’t really about combining revenues or expanding geography. It’s about bringing together great people who share a passion for helping others succeed. When you do that, you create an organization that is stronger, more resilient, and better equipped to help customers navigate whatever comes next.
