Veterans, Grit and Payback: How VETCOMM Built Loyalty From Garage to State-of-the-Art HQ

Four employees handling VA disability claims on $99 desks in a garage, sharing a single microwave and cheap headphones. Today, those same four people run departments in a state-of-the-art facility as part of a 16-person customer service operation that’s helped veterans secure nearly $4 billion in benefits. None of them left. All got promoted.

Kate Monroe, the 100% disabled Marine Corps veteran who founded VETCOMM US, kept her original team through every stage of growth. While 43% of veterans leave their first civilian job within one year, Monroe’s approach shows what happens when founder-led businesses prioritise genuine career progression over flashy perks.

The Real Mechanics of Early-Stage Team Building

Most startup scaling stories focus on explosive hiring numbers. VETCOMM’s story is different – it’s about the four who stayed. Hailey Cook, Scott Klein, Madison Salyer and Jacob Salyer started when the company operated from Monroe’s garage. They’re still there, stronger than ever according to Human Resources Director Lisa Khalil.

The retention matters because these weren’t just warm bodies filling seats. Cook now runs the Director of Data and Systems role after building the entire customer service team. The skills developed over years of handling complex VA claims gave them institutional knowledge that new hires simply can’t match.

Research shows that veteran-owned businesses account for 5.2% to 6.1% of all employer firms in the US, employing millions. Yet many struggle with the same retention challenges that plague hiring veterans across industries. Monroe’s approach – keeping the original team and growing their responsibilities – runs counter to typical rapid-scaling models.

Promotion Over Pomp – Who Gets Ahead and Why

The promotions at VETCOMM weren’t token gestures. They reflected actual capability built through experience. Tim Lawless, co-founder and former Chief Technology Officer, moved up to Chief Development Officer to drive the company’s next growth phase. Kasi McGraw went from Sales Manager to Executive Director after building the entire sales department from scratch.

Cook’s promotion to Director of Data and Systems came after she proved herself building and overseeing both customer service and claims teams. Brian Sharp became Claims Director, with Wilson promoted to Claims Manager to develop new training programmes.

Clear career advancement paths are crucial for scaling businesses while maintaining talent retention. VETCOMM’s approach shows how this works in practice – roles expanded as people proved their capabilities, not because of tenure or promises. Unlike many startup myths about rapid scaling, Monroe focused on organic growth through proven performers.

The customer service department that started with four people in a garage now operates with 16 staff. The growth happened methodically, with new hires filling gaps only after the core team had matured past single-figure headcount.

Claims, Grit and Hands-On Support

VETCOMM US helps veterans navigate VA disability benefits through trained specialists who understand the system’s complexities. Monroe’s own experience as a 100% disabled veteran shapes the company’s approach – founder-led empathy backed by dedicated training and systems built from scratch.

Kate Monroe expressed pride in her team’s passion and perseverance, but the real measure is results. VETCOMM has helped veterans obtain nearly $4 billion in benefits under Monroe’s leadership.

The company addresses a genuine market need. Traditional veteran service organisations often move slowly, while profit-driven companies may prioritise volume over outcomes. VETCOMM’s model combines personal investment with professional systems.

The Real Playbook for Scaling Without Venture Capital

Monroe’s scaling process prioritised systems over speed. The shift from garage operations to structured SOPs, training programmes and dedicated claims support happened gradually. Each role change tied back to demonstrated performance rather than aggressive hiring quotas.

McGraw’s sales department shows this approach – built from scratch by someone who proved their capabilities before taking on larger responsibilities. The methodical progression contrasts sharply with proven business models that prioritise steady growth over rapid expansion.

Successful scaling requires balancing rapid growth with maintaining company vision. VETCOMM’s approach shows how founder-led businesses can grow without losing their core mission or burning out their early team.

The veteran entrepreneurship space faces unique challenges. Nearly 2 million veteran-owned businesses employ over 5 million people, but access to capital and building social networks remain significant barriers. VETCOMM’s organic growth model sidesteps some of these traditional constraints while building the kind of meaningful business relationships that drive long-term success.

Loyalty, Experience and Payback

The four employees who started on $99 desks aren’t nostalgic footnotes to VETCOMM’s growth story. They’re running the operation’s next phase of expansion. Cook manages data and systems. The Salyers and Klein continue driving customer service operations they helped build from scratch.

This retention creates value beyond just avoiding recruitment costs. Institutional knowledge, relationship continuity and proven reliability become competitive advantages. The original team understands both the company’s mission and the practical challenges veterans face when dealing with VA bureaucracy.

Monroe’s approach demonstrates that growing value means rewarding the people who helped create it. The garage-to-headquarters change worked because the same people who understood the mission in its earliest days now have the resources and authority to execute at scale. Like other successful military entrepreneurs, Monroe built her business on service and genuine relationships rather than quick returns.

For founders building mission-driven businesses, VETCOMM’s model offers a practical alternative to venture capital playbooks focused on rapid scaling and frequent staff turnover. Sometimes the best growth approach is keeping the people who believed in the vision when it was just desks in a garage and a lot of grit.