Eric Remer On Selling Three Companies For Over $100 Million Each And Building A $2 Billion Valuation Company To Support SMBs With AI-Driven Business Solutions

Eric Remer’s entrepreneurial path is an inspiring story of reinvention, grit, and strategic vision. From selling roses in college to taking a vertical SaaS company public, he’s navigated every stage of startup building: founding, funding, scaling, exiting, and doing it all over again.

Eric’s latest venture, EverCommerce, has secured funding from top-tier investors like Susquehanna, Providence Strategic Growth, and Silver Lake.

In this episode, you will learn:

• Eric Remer turned an early hustle selling roses in college into a career of founding, scaling, and exiting high-growth ventures.
• His first major win, I-Behavior, was strategically split and sold in two separate $100M deals, showcasing creative M&A thinking.
• Losing a major AMEX partnership nearly crippled PaySimple, but the setback catalyzed a shift to direct growth and long-term resilience.
• EverCommerce scaled through over 50 acquisitions, becoming a $2B+ vertical SaaS platform serving 700,000 small businesses.
• Eric emphasizes that consistent execution and investor alignment—not one big break—drive lasting success.
• EverCommerce is now an AI-first company, integrating intelligent tools across its platform to empower service-based entrepreneurs.
• Through his podcast Business Underdogs, Eric celebrates everyday founders who build impactful companies outside the spotlight.

 

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About Eric Remer:

Eric Remer is the Chief Executive Officer of EverCommerce. Prior to EverCommerce, Eric co-founded and served as CEO of PaySimple, where during his tenure, he led its growth from a startup to $50M revenue company.

Before PaySimple, Eric founded and served on the management teams of several startups, including the Conclave Group, a direct marketing services company, and I-Behavior, a leading behavioral targeting and database marketing organization. I-Behavior sold its online division, Acerno, to Akamai and its offline data division to the KBM Group.

Eric began his career in investment banking at Kidder, Peabody & Company and holds a B.A. in history from the University of Michigan. Eric is passionate about building growth-oriented companies with strong cultures that provide platforms for the personal and professional growth of their employees.

Connect with Eric Remer:

• LinkedIn
• Crunchbase
• Zoominfo
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty, hello everyone, and welcome to the DealMaker show. Today we have a really awesome founder. It’s unbelievable—the number of times he’s done it. His latest company is a rocket ship that he’s taken public, and it’s been a truly remarkable journey. So again, all the good stuff on building, scaling, financing, and exiting too, because he’s had a previous exit as well.

Alejandro Cremades: We’re going to be discussing all of that, but I think you should all brace yourselves for a very inspiring conversation. So without further ado, let’s welcome our guest today, Eric Remer. Welcome to the show.

Eric Remer: I appreciate you having me today. Looking forward to it.

Alejandro Cremades: So, originally born in Michigan. Give us a walk through memory lane. How was life growing up over there?

Eric Remer: Life was good. I grew up on the lakes, played hockey, played some baseball, and had a really great childhood. It was a good family—great brother and sister—and I was kind of blessed with a really, really nice childhood.

Alejandro Cremades: How do you go from—because obviously, you studied at the University of Michigan—but from there, you go into investment banking before entering the venture world. So why investment banking, out of all things?

Eric Remer: Pretty random. I was a history major with no finance and accounting background. I started interviewing for jobs out of school, and it was a little bit random. The year prior, during the summer, I ended up getting an internship at the World Bank. That kind of popped me onto the investment banking screens, and I started getting interviews. And Alejandra, I could not have been more clueless. I didn’t even know what an investment bank was when I started interviewing with them.

Eric Remer: Through the process, I realized I was talking to a lot of smart people. They were asking good questions. As I figured out the game they were playing, I thought it would be a really great opportunity if I was able to get in. I got a job at Kidder Peabody, which no longer exists, but at the time it was a nicely sized investment bank. It really became Business 101 for me. My father was a physician, my mother was kind of a small entrepreneur, but I had no business background or business sophistication. So it really started as a platform to learn about business and allowed my entrepreneurial mindset to grow with some real base of knowledge.

Alejandro Cremades: What was that moment like where you were like, “Okay, it’s time. Let’s go,” and you got started with iBehavior?

Eric Remer: Yeah. Well, prior to that, I had a little entrepreneurial bug. In college, I started my first company—a flower-selling company. We imported flowers from Miami. We thought it was an amazing idea. We had a buddy who went to the University of Miami and sent truckloads of flowers to us for Valentine’s Day.

Eric Remer: We thought we could undercut the market and sell really well. It was my first entrepreneurial opportunity to realize that shit’s harder than you think. We did sell 300 dozen roses, made $0, and worked our asses off. That was my entry into understanding that you can build something out of nothing.

Eric Remer: After I left the investment bank, I got together with a group of people who were focused on a company called Abacus Direct. Abacus Direct was ultimately sold to DoubleClick for a couple of billion dollars.

Eric Remer: What Abacus Direct had done was consolidate the marketplace of direct marketers. We laugh now about e-commerce—everyone buys something online. I literally bought something this morning on Amazon. It’s normal now, but in the early 90s, only 30% of the U.S. population was willing to buy something sight unseen—meaning in a catalog or something of that nature.

Eric Remer: So you might be the right demographic, you might fit the exact profile to buy from a catalog, but if you weren’t willing to buy sight unseen, it would be a wasted catalog on that group. These businesses called cooperative databases, which Abacus built, started to proliferate.

Eric Remer: We started iBehavior to focus on helping not only the offline world but really the online world as well. At that time, e-commerce was starting to really explode.

Eric Remer: So we started iBehavior. I met with a group of people focused on direct marketing for online players. I had just spent some time in that online space.

Eric Remer: As we came together, we started iBehavior. It ultimately grew—we had an online division focused on the e-com space and an offline division, which was more of a traditional cooperative database helping direct marketers target consumers more effectively.

Alejandro Cremades: Let’s talk about iBehavior. Ultimately, quite a successful outcome. You guys basically broke it into two pieces, and it ended up being two transactions—I believe for $100 million a pop. How do you grow a business to a level where, instead of doing a typical acquisition of the whole entity, you break it into two pieces and sell it to two reputable companies? How did that work out?

Eric Remer: Like everything in life, it’s rarely a direct line, and it’s definitely not up and to the right. We had many challenges along the way, but as the business evolved, the offline and online divisions were really serving different marketplaces. We went to market to sell the whole thing, and one of the buyers, which ended up being Akamai, was much more interested in the online division. They really only wanted that piece of the business, and the price they were paying was almost equal to what other companies were offering for the entire company.

Eric Remer: So we went through the process—there were some tax complications—of breaking up the business. We sold the online division to Akamai for just under $100 million.

Eric Remer: Then we still owned the offline division. A couple of years later, we built that up and sold it separately to an ad agency called Young & Rubicam, who had a data group within their entity.

Alejandro Cremades: What kind of visibility do you think that gave you into dealmaking? Because here you got full-cycle visibility, and not only in one transaction—but in two. That’s pretty amazing.

Eric Remer: I had a little bit of a dabble in investment banking, so I had seen the world of M&A and dealmaking a little bit. But being on the seller side—when you’re selling a company—everyone sees the deals that get closed. Nobody sees the process of actually going through the deal.

Eric Remer: And I know we’ll get to it, but at Evercommerce, my current business, we’ve acquired 53 companies over the last 10 years. Knowing what I know now, based on buying 53 companies versus what I didn’t know then—you think these transactions are going to be straightforward, but they rarely are. Buyers go in with good intentions, but they rarely go in with full conviction. Due diligence is real, and deals break up all the time for a variety of reasons. It’s not a straight line. Deals go through twists and turns to get to the end. I think going through that for the first time was more complicated than I thought it would be.

Eric Remer: But getting to the end of it is always a really nice thing.

Alejandro Cremades: In your case, what happened after that is you got started with Apartment Moves under a conclave group, and that ended up evolving all the way into what you’re doing now with Evercommerce.

Alejandro Cremades: Walk us through that journey, because it sounds like you were going down one path, and that path kept transforming into something else.

Eric Remer: It’s a great question. When I left iBehavior, we had data on 100 million households, but what marketers couldn’t target effectively was apartment renters because of the transient nature of the group.

Eric Remer: So I started a platform called Apartment Moves, which distributed new mover guides to apartments nationwide. We were in all 50 states, with English and Spanish versions. We distributed 2 million English and half a million Spanish guides.

Eric Remer: The focus was giving advertisers access to this transient marketplace through the 15,000 properties we had built up. It was an interesting platform. It was growing, we were profitable, but it couldn’t scale. The reason was that most marketers, even though they couldn’t reach this demographic otherwise, didn’t want to spend heavily to access it. We couldn’t get enough advertiser dollars to support the scale of the business.

Eric Remer: So I sat down with the properties and asked, “What else can we do for you? You like this product, but what are your other challenges?” They said, “We’re having a hard time collecting rents. We know there’s an automated way to do this. Can you help us?”

Eric Remer: I knew nothing about that. As I started looking at the market, there were several companies doing early-stage rent automation. What I realized was that apartments and renters looked very similar to other service-based businesses—collecting similar amounts of money on a recurring basis—and no one was really providing the tools to that market.

Eric Remer: E-com was big. Retail was big. But nothing existed for service-based businesses. So I evolved Apartment Moves into PaySimple.

Eric Remer: PaySimple was created to help service-based businesses build, collect, manage, and ultimately grow their businesses. Prior to this, if you were a service business—plumber, therapist, whatever—you’d need to piece together tools. Maybe a Verisign connector, a credit card processor, and an ACH account. But you were just doing transactions—there was no customer management, no integrated workflows.

Eric Remer: That’s what we started PaySimple for—a multi-vertical, horizontal platform helping service-based businesses collect money more effectively.

Eric Remer: The business was doing really well. We got up to about $60+ million in revenue, very profitable and growing. But I saw an opportunity to consolidate verticals, because the market had become more verticalized and even micro-verticalized. For example, if we had 1,000 field service contractors—plumbers, electricians, HVAC—and wanted 5,000, 10,000, or the 300,000+ we have at Evercommerce today, we just didn’t have the workflows.

Eric Remer: That could be things like dispatching, inventory management, truck routing. PaySimple was a horizontal platform—it couldn’t be all things to all people. I saw two main things: one, there was a ton of fragmentation in the verticals; two, no one was consolidating them to provide end-to-end solutions.

Eric Remer: In 2016, I sold the majority of PaySimple to Providence Strategic Growth. It was a nice exit, a win for me and the investors. But more importantly, PSG had a vision of helping us consolidate markets through M&A—buying great vertical niche software within our target markets.

Eric Remer: So we can provide that opportunity—I call it that last-mile vertical software—that system of action within HVAC, within plumbing, within landscaping. So we can not just have this horizontal platform to help these businesses, but give them exactly what they needed based upon the needs of that specific vertical.

Eric Remer: So that was the launch of Evercommerce from PaySimple. Focused originally on three main verticals. So we had home services, which evolved into EverPro, health services, which evolved into EverHealth,

Eric Remer: and then our health and wellness vertical, which is Everwell. Think about that as salon and spas. What we also realized was, that’s great to provide that last-mile vertical software, but if we could integrate the tools that these businesses needed to be more effective—because these are small businesses, we’re talking about one to ten employees, one to ten trucks on the road, a lot of single-op type of providers—

Eric Remer: so what can we do to make their lives easier? That was really the vision. How do we simplify and empower the lives of our customers? So we integrated payments into the solution, marketing solutions, customer engagement solutions.

Eric Remer: So as they utilized that core software, they had already an integrated suite to provide more value to their customers.

Alejandro Cremades: So I guess for the people that are listening to get it, what ended up being the business model of Evercommerce? Like, how do you guys make money?

Eric Remer: So Evercommerce is a SaaS platform—a vertical SaaS platform—focused on, again, helping those service-based businesses. So we provide vertical SaaS, collecting monthly payments on vertical SaaS.

Eric Remer: And integrated payments is really the top two ways you make money. So we collect money on the payments that we provide, as well as vertical SaaS solutions. We have customer engagement as well as marketing services as well.

Eric Remer: That’s a much smaller portion of the business, but 90-plus percent of the revenue is generated from pure SaaS and payments.

Alejandro Cremades: I know that the deal done with AMEX was a significant milestone for you guys. How so?

Eric Remer: Early on—this was in the early days of PaySimple—we built this really nice business and we were growing the business. We had gotten in touch with the guys at American Express that were looking to provide more value to their small business customers.

Eric Remer: They had over five million small business customers that they wanted to provide more integrated value to. They wanted to say, “Listen, if you’re a member of AMEX small business customers, you also get X, Y, and Z.”

Eric Remer: So we partnered with those guys, created a product called Accept Pay. They private-labeled our solution. And at one point, 80% of our new business was coming from the AMEX customer base. So growing the business through the American Express integrated partnership—they made an investment in the business as well.

Eric Remer: And at that point, as an entrepreneur, you’re thinking, game over. These guys are going to buy us for hundreds of millions of dollars. It’s going to be all great—until you get the phone call from your partner over at American Express that says, “Eric, we just, as we do as a large organization—business is going fine with our partnership—but we’ve decided to shift gears and we’re going to shut down the program.”

Eric Remer: I said, “Well, that sucks. When is that going to happen?” This was end of March of—I forget the exact year. “In one week, April 1st, the program’s going to get shut down.”

Eric Remer: And remember, 80% of my new business was coming from that channel at that point in time.

Eric Remer: So it was definitely an “oh shit” moment. I was on vacation with my family, flew back to Denver where we’re based, and had a heart-to-heart with my team. I said, “Listen, we need to make changes.”

Eric Remer: We can’t operate the same way we’re operating. Because at the time, we had really neglected some of the core direct business, since so much of the new business was coming through the American Express deal.

Eric Remer: So that was on Friday. Saturday and Sunday, we worked through it. On Monday, we had to lay off 30% of our staff. We just couldn’t afford to keep them with so much business being gone, and we refocused the entire business on PaySimple Direct.

Eric Remer: As things go, you know, that partnership process—someone once told me, and this is the best piece of advice I ever got—someone once said, “Listen, there’s never one big deal, never one big partnership, never one big customer that’s going to change the structure of the business. It’s all the little things you do every single day that you look back five, six years from now and say, ‘Wow, we’ve created a really amazing organization.’”

Eric Remer: That was my moment of realizing: we thought American Express was going to be our savior. What ultimately ended up happening was it really laser-focused us. We have to build this ourselves. We have to figure out our customer dynamics, our churn dynamics, our ROIs, our LTV to CACs—all the things you need to do to be effective.

Eric Remer: It took us about 18 months to rebuild the same business model in terms of the number of new customers we were acquiring, and then we ultimately exceeded that quite a bit. It pivoted us to really focus on that direct channel and move away from the partnership mindset. It was incredibly painful, but it ended up being an incredibly positive thing for the business. It was an awakening for me to realize no one’s going to solve your problems except yourself.

Alejandro Cremades: So then in this regard too—you alluded to it—you guys raised $650 million. It was mainly for doing a recap, but that was prior to the IPO, I guess. How was the journey of raising that money?

Alejandro Cremades: And then also, how was the journey of going public? That’s quite the achievement too.

Eric Remer: Yeah, I mean, many entrepreneurs out there know—raising capital, you’ve got to kiss a lot of frogs to find your prince. I’ve kissed hundreds in my day. You go in with a smile and talk to a lot of people. I’ve been very fortunate, specifically in this business. I’ve had three main partners, and they’ve all been incredible—both as human beings and in helping us grow.

Eric Remer: Our original partner was a group called Susquehanna out of Philadelphia. They helped us early on in PaySimple, really take the next step in our business. They sold out completely when Providence Strategic Growth came in in 2016.

Eric Remer: PSG has been as good of a partner as you can imagine. They helped us with our entire strategic mindset around M&A. They helped with our growth trajectory and the things we were doing.

Eric Remer: And again, I don’t say this lightly—genuinely good people. Several years after we brought on PSG, the business was growing really well. We needed the next level of investor to help us scale the business. We were reaching over half a billion in revenue. We needed someone who knew what that next stage of growth looked like.

Eric Remer: So we focused on real large-cap guys. And we were extremely fortunate to bring in the guys at Silver Lake, who have had tremendous success scaling software technology at the level we were at.

Eric Remer: They joined in 2019—mostly a recap in terms of their investment—but they’ve been incredible partners for us. They helped set the stage for going public with their experience. They’ve done this many times and helped us quite a bit in that process. And again, I don’t say this lightly—

Eric Remer: the guys we’ve worked with from the Silver Lake team are genuinely good human beings. I’ve been fortunate. It doesn’t mean everything’s gone amazing. It doesn’t mean we don’t have disagreements or challenges.

Eric Remer: But my team, my investors, and the board have been incredibly supportive of the business. And I think that’s because we were pretty selective in terms of who we wanted to work with.

Eric Remer: There’s a lot of money out there, but money is energy. What kind of energy do you want in your organization? Because that’s going to determine a huge amount of your success going forward. Is there alignment? Is there harmony? Is there disharmony? Is there misalignment? Those things can rip a company apart. You’ve done enough of these interviews to know—bad investors can really mess up the trajectory of an organization. We’ve been fortunate to date.

Eric Remer: In early 2020, the business was doing really well. As COVID happened, we were performing really well through it. We had a lot of diversification.

Eric Remer: Business was continuing to grow. We were very profitable. As 2021 hit, we got through it much more positively than expected. We had a lot of scale at that time. The bankers, the markets—if you remember—were just wide open, on fire.

Eric Remer: All the big banks were coming to us, telling us the values we could go public at. The opportunity to use that capital to buy more organizations and uplevel our talent were really the three main reasons we decided to go that path.

Eric Remer: By mid to late Q2 2021, the market started to get a little more choppy. When we were going to go out, we were being talked about with big numbers—$8 to $10 billion market cap.

Eric Remer: But by the time we went out, it was in the $4 to $5 billion range in July 2021. The week we went out was literally the busiest week in NASDAQ history—more companies went public that week than any other.

Eric Remer: And that’s not actually a good thing. That means you get lost in the shuffle, which we did quite a bit. It was a successful IPO—Goldman and JP Morgan co-led the deal. We raised just under a half billion dollars through a traditional IPO.

Eric Remer: Four months later, before we could do our secondary and diversify our investors in Q4 2021, we had a tech market crash. That really limited our ability to do a secondary and let the PE guys sell down.

Eric Remer: We got stuck—like a lot of early 2021 platforms—with liquidity and float issues. I’ve learned a lot. There’ve been positives and negatives. The technical aspects of being public are things I didn’t fully understand.

Eric Remer: But like everything—there are learning opportunities and growth opportunities in everything you do.

Alejandro Cremades: Looking back, would you have ever thought that you would build a $2 billion company?

Eric Remer: No, not on day one. I think as I started going, that was really the goal. When PSG came in in 2016, I literally said, “I think this could be a billion-dollar company.” Mark Hastings said, “Eric, I think this could be a multi-billion-dollar company.” That was the first time I really believed that was a possibility.

Eric Remer: From that point forward, the focus has been: how do you continually build scale, provide more value to customers, and build something long-lasting that provides incredible value to the entire ecosystem?

Alejandro Cremades: So if you were to go to sleep tonight and you wake up in a world, Eric, where the vision of the company is fully realized, what does that world look like?

Eric Remer: That’s a great question. It’s different today than it would have been a year ago. Today, I would tell you we’re a fully AI-focused, AI-first organization providing integrated value at the highest level to our customers. That means not only utilizing AI across the entire organization so we can be more efficient—

Eric Remer: How we provide our services and our software to our customers, but providing integrated AI within each of our product offerings to allow our end users—our service-based small customers—to have simplified tools, simplified ways they can utilize our software to become even more successful in their businesses. And so when I see the vision, I wouldn’t say we’re that far away, but if I could stop the world for 12 months and wake up 12 months later—that kind of question—it would be fully integrated. The value-add within the software itself would be all there, so we could provide the highest level of value to our customers.

Eric Remer: You know, that has been an evolution. That is not something I would have thought about 18 months ago. But the really cool thing, Alejandro, is we are doing what I envisioned we were doing.

Eric Remer: If you listened to us 15 years ago, we would say our goal as an organization is: how do we simplify and empower the lives of small business owners? How do we serve those businesses that serve us every single day?

Eric Remer: And you look at where we are today—we have over 700,000 small business customers around the world utilizing one or multiple of our product offerings. And are we doing everything we should be doing? No. We could be better. We could always be better. We could always provide more value. We could always provide better service.

Eric Remer: But at a core level, on a daily basis, our focus to simplify and empower the lives of small business owners—I think we’re doing that.

Eric Remer: And how do we do it better? Again, integrate more effectively, provide even better value in our software, and provide an even higher level of service to our customers.

Alejandro Cremades: Amazing. So Eric, imagine I now put you into a time machine and I bring you back in time to that moment when you were coming out of the University of Michigan, or maybe when you were giving your notice at the investment bank. And let’s say now you’re thinking about starting your own business, but you’re able to show up right there on the spot and give that younger Eric one piece of advice before launching a business. What would that be and why, given what you know now?

Eric Remer: Another great question. I would tell myself two things—one I tell other people. And I think the importance of a positive mindset, persistence no matter what’s going to come your way, and your ability to overcome the obstacles that happen. I think those three things go together. Because if you have a positive mindset and you’re focused on what’s going to happen, it allows you to be persistent because you really believe it’s going to happen.

Eric Remer: And then ultimately, overcoming the obstacles—if you aren’t positive and you don’t believe it’s going to ultimately happen—it’s never going to happen. You interview enough CEOs. The lonely journey of the CEO is really realized in the early stage of the business because—

Eric Remer: We do not know. I’ll speak for myself—I did not know, as I’m hiring this person who’s leaving XYZ organization, if we’re going to make it. In the back of my mind, I’m like, holy shit, this person’s coming to join this organization, and I don’t know if this is going to work. And as people have doubts about the organization, they look to you as a CEO.

Eric Remer: And if you aren’t fully convicted and fully positive and fully believe that you’re going to overcome whatever is going to be in your way, the business doesn’t exist. You can’t hold the energy for that organization.

Eric Remer: And so, that’s the part where—there were many times I looked around and said, everyone’s believing in me, but I’m looking around thinking, who am I believing in?

Eric Remer: Because I don’t know if this is going to work or not, you know? And so those three things are really a main focus. And I’ll repeat the story I said earlier. This was from one of my early investors in iBehavior. They had said to me—don’t focus. There’s no one big deal, or one big partnership, or one big anything that’s going to change the business.

Eric Remer: It’s the things you’re going to do every single day, little by little, that you’ll look back and be like, we created a really amazing organization. And I think the mistakes I made early on were really focused on looking for big partners that were going to help us solve our problems, focused on areas outside of ourselves to build what we needed to build to be ultimately successful. So those kinds of combination of things—I would say, it’s going to be all right. But it’s not going to be straight and to the right. I’ll tell you that. There’s going to be some bumps and bruises along the way.

Alejandro Cremades: No kidding. So Eric, for the people that are listening and would love to reach out and say hi, what is the best way for them to do so?

Eric Remer: It’s er**@**********ce.com. I’m on LinkedIn as well. I’m Eric Remer. I started a podcast, which is called Business Underdog, which is available anywhere you find your podcasts. And real quick, the vision of Business Underdog—I started it to really celebrate our customers. So you think about what you’re doing: you’re celebrating those businesses like my business that has reached a really interesting level of scale, multi-billion-dollar unicorn status—and those are awesome.

Eric Remer: My focus is really on that plumber who was just a plumber working for some group and decided to take that risk and go on his own. And now he’s got ten trucks on the road. He’s got a multimillion-dollar business supporting his family and his community.

Eric Remer: And I want to celebrate those business underdogs that have really created awesome businesses across these service-based categories. And there are stories of overcoming. There are stories of—

Eric Remer: employee challenges, all the things that we deal with at big companies. And they’re dealing with them without funding, at a scrappy level, and have really done an amazing job. So check out Business Underdog as well.

Alejandro Cremades: Amazing. Well, Eric, thank you so much for being on the DealMaker Show today. It has been an absolute honor to have you with us.

Eric Remer: I really appreciate you having me on today. Thanks so much.

*****

If you like the show, make sure that you hit that subscribe button. If you can leave a review as well, that would be fantastic. And if you got any value either from this episode or from the show itself, share it with a friend. Perhaps they will also appreciate it. Also, remember, if you need any help, whether it is with your fundraising efforts or with selling your business, you can reach me at al*******@**************rs.com

 

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