Bryan Christiansen didn’t set out to transform maintenance operations—he didn’t even know the field existed.“I was one of those, like most people, who took for granted that everything just works,” he said. In an interview with The Software Technology Report, he explains that what started as a search for a tough, underappreciated problem became a ten-year journey to serve the workers most people never see.
Christiansen came into the space after a failed first startup—“horrible failed experience,” as he puts it. But that hard reset led to a different approach. “I went out and just started asking anyone and everyone what they hated about their lives,” he said. He met a Marriott facility manager who, within 30 seconds, was venting his frustration about the job’s challenges—including a missed filter change that caused a $50,000 HVAC replacement. That moment opened Christiansen’s eyes to the importance of the teams that run nearly every physical operation worldwide.
Christiansen is the Founder and CEO of Limble, a maintenance management platform built for those teams. The product helps maintenance and facilities professionals track assets, manage preventative and corrective work, and troubleshoot problems—all within a system designed for real-world complexity. “Our software is designed to empower those unsung heroes,” Christiansen said. “Without them, we would not be able to live the lives that we live today.”
Getting traction took time. “It took me about two and a half years to get the first paying customer,” he said. Christiansen bootstrapped the company early on, building the product himself and running marketing while working part-time for his father. “There was a ton of blood, sweat, and tears,” he said. By the time Limble brought on its first investor—four years in—it was already generating $2.7 million a year in revenue. Today, the company serves more than 4,000 customers with a team of over 200 employees.
Christiansen sees AI as a major unlock—not just inside Limble’s product, but also across its operations. “Dramatically decreasing that troubleshooting time is just one of many ways that we can cause impact for our customers,” he said. The company is also investing in internal tooling to help its teams serve users faster and more effectively.
Now, Limble is scaling into a global market. “We’re probably not even at 1%,” Christiansen said. “You can just walk down the street and see potential customers. Every single one of those facilities could be a Limble customer.” That scale caught the attention of major investors, including Goldman Sachs, who joined the cap table on the strength of the company’s traction.
Reflecting on growth, Christiansen noted how company culture plays a key role, “If you set the culture very deliberately at the beginning and make it very strong, you’ll be able to scale the companies a lot more effectively and continue to serve your customers.”