Description
The world of business often feels unfair. Many companies reward only those at the very top, while the people who work hardest every day see little benefit beyond their paychecks. In such a world, it can be difficult to imagine a company where every worker feels ownership, where decisions are shared, and where success is measured by how much the whole team rises together. Yet this vision became real when Bill Roark and his team built Torch Technologies. Their story shows how a company built with purpose, fairness, and shared responsibility can thrive and set an example for others.
The idea for Torch was born out of disappointment and hope. After the company Bill worked for was sold, he wanted to create something different—something that gave power back to employees. He partnered with Don Holder, and together they dreamed of a company where workers weren’t just employees but also owners. This belief in shared ownership became the foundation of Torch Technologies.
The early days were tough. Bill and Don started in a small office in Huntsville, Alabama. They didn’t even have proper furniture in the beginning. But what they did have was determination, trust in their people, and a clear vision. They aimed to earn million in their first year, but instead they reached almost million. This early success proved that their idea could work, and it set the stage for rapid growth. Within just a few years, Torch was generating tens of millions of dollars in revenue, eventually landing on the Inc. 5000 list for more than a decade straight—an almost unheard-of achievement.
At the heart of Torch’s success was a simple but powerful idea: employees who feel like owners work harder, care more, and think long-term. When the company introduced its employee stock ownership program, workers were no longer just clocking in and out—they were building their own future. Shares that once seemed small grew in value by thousands of percent. For many employees, this meant their dedication at work directly created wealth for their families. It was a life-changing model that went far beyond a normal paycheck.
One story that captures this transformation is that of engineer Brady Porter. At his old job, Brady worked long hours but never felt the benefit of his hard work. After joining Torch, his efforts built not just company profits but also his own financial stability. He became a passionate supporter of the employee-ownership model, helping recruit new talent and showing others what was possible. His belief was simple: the grass is greener where you water it. Torch gave him the chance to grow a career while also building a secure future for his family.
The culture at Torch grew stronger as the ownership model took root. Unlike traditional companies, where departments often fight against one another for recognition or resources, Torch employees worked together with a common goal: to make the company thrive. Every person understood that helping the team succeed meant personal success as well. Collaboration, fairness, and shared responsibility replaced rivalry and self-interest.
To support this culture further, Torch introduced Stock Appreciation Rights, or SARs. These were designed to reward employees as the company’s value increased over time. The longer someone stayed and contributed, the more they gained. This not only gave employees more reason to commit, but also encouraged loyalty. Everyone at Torch, from managers to new hires, had a chance to benefit.
The values of ownership and responsibility extended beyond the office walls. Bill Roark once shared a story about his hospital recovery after heart issues. While walking the halls for exercise, he met Carlos, a hospital worker who always paused his floor-cleaning to ensure Bill could walk safely without slipping. Carlos wasn’t just doing a job; he was taking ownership of outcomes that mattered—patient safety. That sense of responsibility deeply impressed Bill and became part of Torch’s culture. At Torch, every employee was encouraged to act like Carlos: to see their work not just as tasks, but as contributions to the larger mission.
Torch also believed in doing the right thing even when it wasn’t easy. Inspired by the words of Martin Luther King, Jr.—“the time is always right to do what is right”—the company worked hard to treat employees, partners, and communities with respect. When it came to charity, Torch didn’t just donate money from the top down. Instead, it created “Torch Helps,” a program where employees chose where funds would go. Through small paycheck contributions and collective decision-making, employees supported causes ranging from healthcare to libraries to therapy programs. Over the years, this grassroots effort had a huge impact on local communities and gave employees pride in knowing they were part of meaningful change.
This democratic approach to giving reflected the company’s deeper philosophy: ownership means responsibility, both inside and outside the workplace. Employees didn’t just share in profits; they also shared in shaping the company’s role in society. This balance between personal reward and collective good gave Torch a reputation as a company with both heart and strength.
The financial results spoke for themselves. Torch outperformed many global giants in growth rates, proving that putting employees first was not just kind—it was smart business. But more importantly, it created a place where people felt they belonged. Employees weren’t replaceable parts of a machine; they were co-owners of a living, breathing organization built with purpose.
Torch Technologies shows us that businesses don’t have to follow the old rules. A company can grow, profit, and succeed without leaving workers behind. By aligning ownership, trust, and responsibility, Torch created a culture where everyone—from founders to new hires—was invested in the outcome.
The lesson is clear: when people feel that their work truly matters and that they are building something for themselves as well as for others, extraordinary things can happen. Torch is living proof that a business built with purpose can change lives, create wealth, and strengthen communities—all while thriving in its industry.
