From Birmingham to Six Figures: How Immediate Turned Geographic ‘Disadvantage’ Into Competitive Advantage

From Birmingham to Six Figures: How Immediate Turned Geographic ‘Disadvantage’ Into Competitive Advantage

The conventional playbook says raise in Silicon Valley, build in San Francisco, hire from Google and Stanford. Matt Pierce ignored all of it. He moved his financial wellness startup from Atlanta—a city of nearly 7 million—to Birmingham, Alabama, population just over 1 million.

Four years later, Immediate serves six figures of eligible employees with zero customer churn. Not a single employer has left.

In a recent episode of Category Visionaries, Matt Pierce, CEO and Founder of Immediate, shared how geographic positioning became one of their most durable competitive advantages—and why competitors in major tech hubs can’t replicate it.

The Intentional Move to Smaller Waters

Immediate didn’t stumble into Birmingham. The relocation was strategic. “We moved here because we wanted to be a bigger fish in a smaller pond,” Matt explains. “And we felt like we’d have opportunities to recruit better talent and get some of what we would look at as some of the top talent in this community.”

The logic defies startup orthodoxy. Conventional wisdom says major tech hubs offer larger talent pools, better access to capital, and proximity to potential customers. All true. But Matt saw the inverse opportunities that smaller markets create.

Birmingham’s tech ecosystem had matured through several successful exits over the previous decade. That meant experienced talent without the competition and cost structure of major hubs. Engineers who’d scaled companies weren’t fielding daily recruiter calls from well-funded competitors. Customer success managers weren’t constantly evaluating offers from the hottest new unicorn.

The talent existed. The stability didn’t—until Immediate created it.

“We also still have a presence in Atlanta,” Matt notes. “So we’ve got this nice aspect of being able to hire in both cities and being able to go in and grow in both places.” The dual-city approach gave Immediate access to Atlanta’s larger market while building core operations in Birmingham’s more stable environment.

Weaponizing What Makes You Different

Most founders in secondary markets apologize for their location or try to hide it. Matt did the opposite. He turned Southern hospitality into a strategic weapon.

“When we talk about weaponizing hospitality, it’s taking kind of this Southern mindset, this Southern hospitality that a lot of our team brings to bear from an implementation and customer success and customer support team,” Matt explains. “And I would put those teams up against anybody in the industry.”

The results prove the strategy works. “To date, knock on wood, we haven’t lost a single customer,” Matt emphasizes. “So hundreds and hundreds of customers, we haven’t lost a single customer. And by that I mean employer that has signed up and partnered with us. None of them have left to go to competitors or left just to turn it off, which means we’re doing a really good job of taking care of our customers and ultimately our end users.”

Zero churn isn’t luck. It’s the compounding result of systematic decisions rooted in cultural values that Birmingham made easier to maintain than San Francisco would have.

The Customer Success Advantage

In major tech hubs, customer success teams face constant pressure: compressed timelines, automated playbooks, efficiency metrics that prioritize scale over relationship. The economics demand it when your office lease costs $80 per square foot and your average CS manager costs $150K plus equity.

Birmingham’s economics allowed Immediate to make different trade-offs. “I think that we have a team that goes above and beyond that works round the clock to make sure that our users are taken care of and when issues arise that we’re there to support,” Matt notes.

This isn’t about working harder—it’s about having the economic freedom to prioritize differently. When your cost structure is lower, you can invest more in white-glove service. When your team isn’t constantly fielding recruiter calls, they build deeper institutional knowledge. When your culture genuinely values relationship over transaction, customers feel it.

One customer reported that Immediate was “the easiest software that I’ve ever rolled out my entire career,” according to Matt. That kind of implementation experience doesn’t happen by accident. It’s the result of a customer success team with the time, training, and organizational support to make it effortless.

The Community Advantage

Beyond internal culture, Birmingham’s tech community created external advantages that major hubs struggle to replicate.

“The other thing that I see and I find really valuable in a market like this is we want to see each other succeed,” Matt explains. “It’s rare that a week goes by that I don’t have a breakfast or a coffee or a lunch or a happy hour with another entrepreneur in town that may be ahead of us as companies or maybe behind us. As companies just from on their lifecycle.”

This kind of genuine founder community is theoretically possible anywhere. But in practice, major tech hubs create competitive dynamics that work against it. When every founder is chasing the same institutional investors, competing for the same senior hires, and reading the same TechCrunch articles about who’s winning, collaboration becomes harder.

“We’re all about trying to build each other up,” Matt continues. “And I think that’s something that’s really good about this tech community in Birmingham and something that not to say that doesn’t happen. I’ve worked for companies in Boston, I’ve worked for companies in Atlanta, I’ve worked for companies in California. I’ve seen that there. But I’ve also seen a lot more competition and kind of a dog eat dog world there. Whereas here I’m seeing a lot more of people going in and trying to build up and help everyone succeed.”

The knowledge sharing compounds. Matt learns from founders who’ve already navigated his current stage. He shares with founders approaching challenges he’s already solved. The ecosystem strengthens collectively rather than competing for zero-sum status.

Addressing the Real Trade-offs

Matt doesn’t pretend location has no downsides. “It’s definitely different when we’re going up against our biggest competitors in this market, which are Northeast and West Coast and where we know that they’ve got much more access to capital and they’ve got a lot more people to choose from,” he acknowledges.

Access to capital remains easier in major hubs. The density of institutional investors, the frequency of founder-investor introductions, the familiarity with emerging categories—all favor companies in traditional tech centers.

But Immediate’s growth trajectory suggests these disadvantages matter less than founders fear. The company has raised nearly $10 million in equity primarily from high net worth individuals and family offices, with debt facilities exceeding $20 million. In the most recent quarter, they closed 60 deals in 100 days.

That’s not despite being in Birmingham. It’s partially because of it.

The Hidden Economics of Zero Churn

Here’s what makes Immediate’s geographic strategy particularly powerful: zero churn compounds faster than any other metric.

Every retained customer strengthens three advantages. First, retention creates predictable revenue that makes the business more valuable to investors—partially offsetting the capital access gap. Second, long-tenured customers generate referrals and case studies that accelerate sales—reducing customer acquisition costs. Third, retained customers prove that implementation and support actually work—making the “weaponized hospitality” narrative credible rather than aspirational.

Birmingham’s culture and economics made zero churn achievable. Zero churn made geographic location increasingly irrelevant to growth.

The Playbook for Secondary Markets

Immediate’s experience suggests principles other founders can apply:

Choose Location for Team Stability, Not Just Talent Density. Birmingham had fewer total candidates than Atlanta or San Francisco, but the candidates who joined stayed longer and built deeper expertise. Optimize for retention and cultural fit over pure talent pool size.

Weaponize Your Differences, Don’t Apologize for Them. Southern hospitality, Midwest work ethic, Southern California creativity—every region has cultural strengths. Build them into your competitive positioning rather than treating them as weaknesses to overcome.

Build Multi-City Presence Strategically. Immediate kept an Atlanta office for hiring flexibility while building core operations in Birmingham. You don’t have to choose one location exclusively—but be intentional about what each location provides.

Invest Service Advantages Into Retention Moats. Lower cost structures in secondary markets create economic room to over-invest in customer success. Use that room to build retention rates that major hub competitors can’t match at their cost structure.

Find Communities That Want Collective Success. Not all secondary markets have collaborative founder communities. Before relocating, test whether local founders genuinely help each other or just talk about it.

The Compounding Returns of Going Against Conventional Wisdom

Immediate now serves six figures of eligible employees across hundreds of employer customers. They’re closing 60 deals per quarter. They’ve achieved 24% average enrollment with their target verticals pushing 25-35%. They’re positioned to capture significant share in a market moving from 15% to near-universal penetration by 2030.

None of that required Silicon Valley.

The biggest lie in startup land is that location determines outcomes. The truth is simpler: location determines what’s easy and what’s hard. Major tech hubs make capital easy and talent competitive. Secondary markets make talent stable and culture defensible.

Immediate chose the trade-off that aligned with their strategy—build retention first, scale second—and turned geography from perceived disadvantage into competitive moat.

The question for founders isn’t whether to build in major tech hubs. It’s whether your strategy benefits more from what major hubs make easy, or from what secondary markets make possible.