In 2016, Zach Garippa co-founded Order.co alongside Tom Jaklitsch and Matt Garippa with a simple but powerful idea: make business purchasing as seamless as consumer shopping. Nearly a decade later, that idea has evolved into a company processing millions in transactions, serving over 300 customers, and connecting more than 40,000 vendors. But for Garippa, success is no longer defined by what has been built; it is defined by what must come next. Order is at an inflection point, and the stakes have never been higher.
Long before New York stirs awake, Garippa is already at work. His day begins at 3:30 a.m., not out of routine, but out of necessity. This is the quiet hour where strategy sharpens and priorities crystallize. It is followed by intense workouts, fast-paced mornings, and a schedule packed with investor meetings, internal reviews, and decisions that could redefine the company’s trajectory. This is not the glamour of startup life. It is the discipline behind scale. At this stage, building a company is no longer about ideas; it is about endurance.
YOU CAN ALSO READ: Nigeria’s Dangote Refinery Signals New Era of Regional Fuel Self-Sufficiency
Before Order, business purchasing was fragmented, slow, and frustrating. Employees navigated approvals, vendor sourcing, reimbursements, and manual processes that belonged to another era. While working at Morgan Stanley, Garippa encountered a pattern of inefficiency that many had simply accepted as normal. Departments relied on spreadsheets, emails, and guesswork to manage procurement. Order was built to eliminate that friction. Today, the platform allows businesses to purchase everything they need in one place, with approvals, payments, and vendor management seamlessly integrated. The ambition is to bring the simplicity of platforms like Amazon into the business world.
Order’s journey reflects the evolving demands of growth. In its earliest phase, it was what Garippa describes as “a deck and a dream,” where investors backed vision rather than metrics. As the company matured, traction became essential, followed by structure, repeatability, and disciplined execution. Sales had to move beyond the founder, and systems had to replace instinct. Today, Order generates approximately $40 million in annual revenue, but that figure is not the destination; it is the foundation for what comes next.
Garippa is now in the midst of raising a Series C round, targeting $50 million in capital. At this level, investors are no longer buying into potential; they are evaluating proof. They want to see a business that can scale efficiently, sustain demand, and maintain strong unit economics. Every meeting carries weight because each decision has the power to accelerate or stall the company’s trajectory.
The business model behind Order is both simple and powerful. The company earns through subscription fees for its platform and a percentage from transactions flowing through its system. As more businesses adopt Order, more purchasing activity moves through the platform, and revenue grows alongside it. It is a model designed for scale, provided execution keeps pace with ambition.
The capital being raised is intended to accelerate growth in three critical areas. First, expanding sales capacity to capture growing inbound demand that the current team cannot fully absorb. Second, advancing product capabilities through artificial intelligence to create a more autonomous and intelligent purchasing system. Third, pursuing strategic acquisitions to broaden capabilities and strengthen market position.
Behind the headlines of fundraising lies a far less glamorous reality. The process is defined by repetition, constant meetings, and frequent rejection. Resilience is not optional; it is essential. Garippa operates within this intensity with a sense of clarity and purpose, understanding that persistence is part of the process.
YOU CAN ALSO READ: 33 Banks, ₦4.6 Trillion, One Goal: A Stronger Nigerian Financial System
Weeks after a series of high-stakes meetings, Order secured a term sheet, not from the expected firm but from a new investor that moved quickly and decisively. It is a reminder that at this stage, momentum can shift rapidly, and opportunities can emerge without warning. What remains constant is the need to be prepared.
Garippa is no longer selling an idea; he is demonstrating a system that works. Each day is an exercise in execution, discipline, and consistency. Scaling a company at this level is not driven by vision alone but by the ability to deliver results repeatedly under pressure.
“I am trying to build the greatest company New York has ever seen,” Garippa says. It is an ambitious goal, but one grounded in discipline rather than noise. The early mornings, the relentless pace, and the constant demands are not sacrifices; they are the structure supporting that ambition. What defines Order is not just its growth, but the deliberate and sustained effort behind it, a company being built not only to scale, but to endure.
