When he got his MBA from Michigan State two years ago, Fiscussus CEO Charles Fendrick had one goal in mind. Long an admirer of those who labeled themselves “disruptors,” he’d determined that he wanted to be a disruptor himself.
But after graduation he quickly discovered that virtually every company that was disruptable had already been disrupted.
“It was really depressing,” he says. “If I couldn’t be a disruptor, I might as well have become a clarinet teacher.” Then it hit him that just because a company is a disruptor doesn’t mean it can’t be disrupted itself.
“So it made sense to focus on disrupting other disruptors,” he says.
Since launching in January of 2020, Fiscussus has disrupted 17 other businesses, and plans to disrupt 11 more by the end of this year. “We’re actually ahead of schedule,” says Fendrick, “since three major disruptors took less time to disrupt than we’d estimated.”
Fendrick won’t reveal which disruptors Fiscussus has disrupted, saying only that they weren’t very happy about the whole thing.
“When someone considers themselves a disruptor,” he says, “they don’t exactly jump for joy when the shoe’s on the other foot.”
His company’s financials, he says, speak for themselves: Two years ago it earned $1300. In 2022, it is on track target to earn $21.6 billion.” By 2033, Fendrick predicts, Fiscussus will have disrupted every US disruptor.
“When that day comes,” Fendrick says, “we will shift our mission and focus on something that we believe has even greater potential.”
That, he says, is concentrated canola oil.
