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enues to increase to $35 million in 2014.
The heady climb placed its growth second
among U.S. telecommunications companies
on Inc.’s 2013 growth list, eighth among
businesses based in New York City and No.
9 when factoring in the city’s vast metropoli-
tan area in its entirety.
And according to Goldman – who joined
Zoldan as a 15-year-old intern on the way
to reaching the executive level by the time
he was 20 years-old – it’s the product of a
corporate culture that feeds off the energy,
creativity, and willingness to sacrifice, toted
daily by a similarly youthful staff.
“When you’re in your 40s and have chil-
dren, family and a mortgage, you can’t really
risk your credit or not make a salary for a few
years,” he said. “We were lucky. We all start-
ed out at times in our lives where we were
able to take the risk. We decided then that
we would invest everything - money, time
and effort and that we would work 12 hours
a day.
“The timing was great and the personal-
ity combination is one where it’s not a will
to win, but a will to achieve no matter what.
If you have to sleep in the office, you do it,
because you know the opportunities going
forward. Once you see what you’re capable
of doing, you would be foolish not to do it.”
And if you’re going to sacrifice, it doesn’t
hurt to have a cool space to do it in.
In 2013, the company moved from a typi-
cal midtown Manhattan corporate space on
