The conventional wisdom about private companies working with public institutions paints a bleak picture: incompatible priorities, bureaucratic roadblocks, and fundamental misalignment of values. One CEO, Nick Mirisis, has found success with an entirely different approach.
As CEO of Hometown, an Ohio-based EdTech company serving over 17,000 K–12 schools, universities, and community organizations nationwide, Mirisis has developed a blueprint for effective public-private partnerships that serves all stakeholders—not just shareholders.
"I tell all of our employees to walk a mile in our customer's shoes," Mirisis says. "Let's understand what is going on in their day-to-day life, and let's not filter information. Let's hear directly from them. Let's see it with our own eyes."
Such claims are common in corporate mission statements. What's less common is putting pen to paper and building a successful business model around this philosophy. Hometown became cash-flow positive in early 2024—a milestone that lends credibility to Mirisis's assertion that serving the public sector can be both mission-aligned and financially sustainable.
Founded in 2016, Hometown has evolved from a digital ticketing platform into a comprehensive revenue generation solution for schools struggling with outdated processes for selling tickets, managing event revenue, and fundraising. In an education landscape where resources are perpetually stretched thin, Hometown's platform provides schools with tools that both enhance operational efficiency and maximize financial returns.
For Mirisis, who brings over two decades of experience scaling SaaS companies like SchoolDude (formerly Dude Solutions) and GoCanvas, understanding the fundamental differences between public and private sector clients is essential to successful partnerships.
"In the public sector, you are dealing with public funds, accountability, and trust," he explains. "Many more stakeholders are involved—some are further removed from the process and unaware of the details, needs or problems you are trying to solve."
This reality creates unique challenges that many private companies fail to appreciate—and it's where most public-private partnerships fall short.
"In the private sector, if software isn't working to our ideal implementation or expectations, we analyze how we can use our resources to overcome the gap," Mirisis says. "The public sector does not enjoy that luxury—budgets are set further in advance and largely based on property tax revenues—so school administrators do not have the same levers as the private sector to 'raise revenues' to fund new initiatives when they are in the middle of their budget cycles."
Where many companies view these constraints as insurmountable barriers, Nick Mirisis sees opportunities for innovation. He's quick to dispel common misconceptions about working with public institutions, at least for Hometown.
"A common misconception is, 'we just need to get on the radar of the superintendent, and if we convince her/him, then we are golden,'" Mirisis says. "Most superintendents understand that their resources are precious and that most software and initiatives are interconnected and impact many departments—so rarely do you see a Super make a decision without involving the key stakeholders."
This insight reflects a deeper understanding that public institutions operate through collaborative decision-making, not top-down mandates—a reality many private companies fail to grasp.
"There's a notion that the private sector operates with a short-term, profit-driven mindset, and that this makes it incongruent with the pace and values of public sector organizations," Mirisis explains. "There's some truth to that. But it's possible to find healthy common ground and cultivate mutually beneficial partnerships, and Hometown is proof of that."
This commitment to finding common ground isn't just philosophical—it's practical. Hometown has restructured its entire business calendar to align with education's funding cycles.
"Most private sector companies budget on a calendar year, and education budgets predominantly start on July 1, to align with the academic year," Mirisis explains. "We recently adjusted our cycle to mirror the education market, which makes it easier for us to predict budget approvals, implementation timelines—and be more in sync with our market."
For companies serving public institutions, trust isn't just a nice-to-have—it's the primary currency of business. This holds especially true when handling public funds, where accountability and transparency are non-negotiables.
"Schools need to trust their partner and ensure they can account for every penny which is collected, and how every penny is distributed in furtherance of the educational mission," Mirisis emphasizes. "Transparency and accountability are critical to the success of a public-private sector partnership."
Many of Hometown's customer success representatives live in the communities they serve and operate during peak school event times—Thursday through Saturday—when many tech support teams are off the clock.
"Having team members as close as possible to the customer has always been in our DNA," Mirisis says. "We know that Thursday, Friday and Saturdays are peak event times, so we make sure to be a proactive, accessible resource. We're always either by our phones, on our computers, or present in-person at these weekend events to ensure our serviced events run smoothly."
This level of commitment translates into tangible results for schools. Through its merger with Schoolfundr in 2024, Hometown has helped generate over $1.3 billion in revenue for schools, served more than 12 million unique users, and supported over 50 million students.
Unlike traditional fundraising platforms that take 20–30% of funds raised, Schoolfundr's model ensures that schools keep 100% of what they raise, only paying a standard 3% credit card processing fee.
"Steve Kray with Edgewood Baseball raised $6,774 and kept $6,522, a difference of $1,103 more than a competitor that takes 20%," Mirisis said. "Similarly, Nick Lapsevich with North Royalton Basketball raised $6,030 and kept $5,804, and Ali Platz with Chardon Girls Lacrosse raised $10,434 and kept $10,044 for her program."
Hometown's numbers don't lie, and they represent real opportunities for students. Every dollar saved goes directly back into programs that enrich student experiences, whether through better equipment, more fundraising opportunities, or enhanced events.
A mission-driven company requires mission-driven leadership, and Mirisis has evolved his approach as Hometown has grown.
"I used to find success in being the first one to solve a problem," he recalls. "It's different when you become the CEO. It's my role to empower the team to help and get to the right answer, I'm not necessarily supposed to be the first one jumping in to save the day."
His leadership philosophy extends to how he views feedback—not as criticism but as opportunity.
"We live by the mantra of feedback as a gift," Mirisis says. "We definitely believe that we do not just want to hear when things are great, we want to hear if there's a hiccup and what could we do differently."
For entrepreneurs looking to enter the public sector space, Mirisis offers practical advice based on past experience with balancing mission and margin:
"Consider your go-to-market and product strategy to set price accordingly. In the early days of SchoolDude, most of our core SaaS modules were less than $2K annually—which was below procurement levels. This allowed us to demonstrate our value to the key decision-maker, and if they agreed, they could proceed in a low-risk manner."
At the heart of Mirisis's philosophy is a conviction that serving the public sector isn't just about adapting to constraints—it's about reimagining what's possible when mission and margin align.
"For the longest time, the private sector hasn't given education the attention and respect that it deserves," he says. "Technology and solutions always seem to make their way into mainstream business, but less so in education. When educational institutions find a solution that is purpose-built for education, they feel like the provider is not only listening but dedicating all of their research and development efforts specifically to their unique environment."
This commitment to education isn't just good ethics—it's good business. By focusing on three universal needs among educational institutions—raising awareness through better communications, ensuring supporters have an easy experience with ticketing, and building deeper engagement with supporters—Hometown has created solutions that address real problems schools face daily.
For leaders in both public and private sectors, Mirisis offers a simple yet powerful framework for successful partnerships:
"Seek out and find those private sector companies who are truly mission-aligned and not just profit aligned; those are the partners that develop into long-term relationships with values, interests and outcomes aligned."
In an environment where collaborations between public entities and businesses frequently underdeliver, Hometown stands out with its innovative model—demonstrating that purpose and profitability can work in tandem rather than conflict, that obstacles can spark innovation instead of disappointment, and that prioritizing student outcomes ultimately creates sustainable business success.
"The future of public-private partnerships in education will be defined by genuine mission alignment where technology companies don't just aim to sell solutions, but truly engage with their public partners and create sustainable impact that puts students above profit."
