Companies on the Inc. Regionals: Pacific list had a median growth rate of 94 percent. 

Los Angeles, CA, 2nd April 2026, ZEX PR WIRE, Inc., the leading media brand and playbook for the entrepreneurs and business leaders shaping our future, today revealed that TLK Fusion has been ranked No. 99 on its sixth annual Inc. Regionals: Pacific list – the most prestigious ranking of the fastest-growing privately held companies in the Pacific. The region includes California, Oregon, Washington, Hawaii, and Alaska. 

An extension of the national Inc. 5000 list, the Regionals list offers a data-driven look at the independent small businesses driving growth across the Pacific economy. Companies on this year’s list demonstrate exceptional revenue expansion, resilience, and job creation during a challenging economic period. 

“Being recognized with this award is an incredible honor, but what matters most is the measurable revenue growth we’re driving for our clients,” says Ken Collis, Founder & CEO. “In today’s environment, where rising costs, tighter consumer spending, and increased competition are putting pressure on small businesses, results aren’t optional, they’re everything.” 

“At TLK Fusion, we’ve built our approach around performance, not just visibility. We help brands break through the noise, accelerate sell-through, and create sustainable revenue streams. Our strength lies in being agile, data-driven, and deeply aligned with our clients’ success, because in this economy, strong partnerships aren’t just supportive, they’re the foundation for growth.” 

Between 2022 and 2024, these 134 private companies had a median growth rate of 94 percent; by 2024, they’d also added 7,503 jobs and $2.5 billion to the region’s economy. 

Complete results of the Inc. Regionals: Pacific, including company profiles and an interactive database sortable by industry and metro area, will be available beginning March 31 at: https://www.inc.com/regionals/pacific. 

“The honorees on this year’s Inc. Regionals list achieved exceptional growth at a time when the odds were against them. Amid inflation, supply chain disruptions, and ongoing economic uncertainty, they didn’t just persevere – they innovated, adapted, and thrived. Their resilience made them standouts in their industries and true growth engines in their regions,” said Bonny Ghosh, editorial director at Inc. 

About TLK Fusion, Inc 

TLK Fusion is a premier retail brokerage and marketing firm headquartered in Los Angeles, CA, redefining how brands scale from small businesses to enterprise-level success. Founded in 2009 by Ken Collis Jr., TLK Fusion has cultivated a reputation for powerful retail distribution strategies, bridging the gap between emerging brands and major retailers. 

With a track record of billions of dollars in transactions, TLK Fusion has successfully placed brands on the shelves of big-box retailers, e-commerce giants, and specialty stores nationwide. The firm’s dynamic approach to retail expansion, combined with celebrity endorsements and influencer-driven marketing, has positioned it as a dominant force in brand acceleration. 

TLK Fusion’s roster boasts A-list celebrity partnerships, including collaborations with some of the biggest names in entertainment, fashion, and sports. Their ability to merge high-impact marketing with retail execution ensures that brands not only enter the market but thrive. 

As a multi-award-winning company, TLK Fusion has received numerous accolades, including: 

• INC5000 Fastest Growing Companies (2020, 2021, 2022, 2023, 2024, 2025) • Rolling Stone Magazine Impact Award 
• Best in Biz Awards 
• The Golden Bridge Award 
• The Stevie Awards 
• Entrepreneur 360 Award 
• Multiple Clutch Awards 

TLK Fusion continues to be the firm of choice for brands looking to scale, succeed, and dominate the retail space. From Pitch to Shelf, We Deliver. 

More about Inc. Regionals 

Methodology 

The Inc. Regionals lists are ranked according to percentage revenue growth over two years. To qualify, companies must have been founded and generating revenue by March 31, 2022. They had to be U.S.-based, privately held, for-profit, and independent, not subsidiaries or divisions of 

other companies—as of December 31, 2024. (Since then, a number of companies on the list may have gone public or been acquired.) The minimum revenue required for 2022 is $100,000; the minimum for 2024 is $1 million. As always, Inc. reserves the right to decline applicants for subjective reasons. 

About Inc. 

Inc. is the leading media brand and playbook for the entrepreneurs and business leaders shaping our future. Through its journalism, Inc. aims to inform, educate, and elevate the profile of its community: the risk-takers, the innovators, and the ultra-driven go-getters who are creating the future of business. Inc. is published by Mansueto Ventures LLC, along with fellow leading business publication Fast Company. For more information, visit www.inc.com.

California, USA, 2nd April 2026, ZEX PR WIRE, Technology has reshaped nearly every part of modern life. Yet global challenges remain urgent. More than 700 million people still live in extreme poverty. Roughly 675 million lack access to electricity. Over 2 billion people do not have safely managed drinking water. Climate-related disasters continue to increase in frequency and cost.

Faiz Chowdhury, Founder and Vision Leader of Graphene Valley Corporation, believes the problem is not a lack of innovation. It is how innovation is measured.

“Success is using our abilities and talents to have a positive impact on people and our world,” Chowdhury says. “Reducing suffering and optimizing the ability of people to succeed and thrive.”

Chowdhury is advocating for a shift in how businesses, investors, engineers, and entrepreneurs define success. Instead of focusing only on traditional profit and loss metrics, he calls for a broader standard: PL&I — Profit, Loss, and Impact.

“In my business, we do not judge from a P&L,” he explains. “We use PL&I. Profit allows us to continue. But Impact is the measure.”

Why Impact Matters Now

Global energy demand is expected to rise nearly 50 percent by 2050. The International Energy Agency reports that clean energy investment surpassed $1.7 trillion in recent years, yet fossil fuels still account for the majority of global energy use. At the same time, water scarcity affects over 40 percent of the world’s population.

Chowdhury believes advanced materials such as graphene can help address these systemic problems. Graphene is known for being stronger than steel by weight, highly conductive, and flexible. It has applications in batteries, water filtration, electronics, mobility, and renewable energy systems.

“Without impact to improve the world — making products better, safer, faster, more efficient, cleaner — then my goals are not being achieved,” he says.

He argues that technology leaders have a responsibility to think beyond quarterly results.

“I realize that I am merely a nano-person in all of humanity. One among 8 billion,” Chowdhury says. “But I am obligated to use the talents I was given to make the world a better place.”

A Broader View of Success

Chowdhury’s perspective is shaped by his early life. Born in a poor village in Bangladesh, he later came to the United States alone as a teenager to pursue advanced education. He earned dual degrees in Electrical Engineering and Computer Science from UC Berkeley and later completed a leadership certificate at MIT Sloan.

“My entire life has been overcoming challenges and difficulties,” he says. “Perseverance and strength of character have been key.”

That experience informs his belief that technology must serve humanity at scale. According to the World Bank, small increases in access to reliable energy and clean water can significantly raise educational outcomes and lifetime earnings in developing regions.

Chowdhury believes innovators should ask a simple question before launching any new product or company: What real human problem does this solve?

“Success is measured by results and the impact those results have,” he says.

What Individuals Can Do

Chowdhury’s call to action is not limited to CEOs or policymakers. He believes individuals can shape the future through daily choices.

He encourages people to:

• Support companies that prioritize sustainability and long-term impact.

• Learn about emerging technologies like graphene and clean energy systems.

• Invest time in education, mentorship, and community problem-solving.

• Evaluate personal and professional goals based on their broader impact.

“Personal and professional success are intertwined,” he says. “If we compromise ourselves to gain financially, we are hurting our family by not being the people we are supposed to be.”

He also emphasizes the importance of surrounding oneself with strong teams and diverse thinkers.

“A good heart and good motivation,” he says, “and the ability to work with a team that fills in your weaknesses.”

A Long-Term Vision

As global industries adapt to climate pressures, digital transformation, and resource constraints, Chowdhury believes the next era of innovation must focus on security in energy, water, food, and economic systems.

“A larger vision keeps us from getting upset by bumps in the road,” he says. “Impact is the measure.”

He hopes more leaders adopt a similar framework. Not as a slogan, but as a discipline.

“We are obligated to use our talents and opportunities,” he says. “That is where true success lies.”

To read the full interview, visit the website here.

About Faiz Chowdhury

Faiz Chowdhury is the Founder and Vision Leader of Graphene Valley Corporation. A graduate of UC Berkeley in Electrical Engineering and Computer Science, with a Certificate in Management and Leadership from MIT Sloan, he is a serial entrepreneur focused on advancing graphene and other breakthrough technologies to address global challenges in energy, mobility, health, and sustainability. His guiding philosophy centers on PL&I — Profit, Loss, and Impact — with Impact as the ultimate measure of success.

Contact:

Info@faiz-m-chowdhury.jimdosite.com

McLaren Charlotte, based in Charlotte, North Carolina, offers a practical path for individuals navigating modern sports car and supercar buying, delivery, and long-term ownership.

Charlotte, NC, 2nd April 2026, ZEX PR WIRE, A buyer had done what most people do now. They started online, opened too many tabs, and fell for the easy shortcut: treat the purchase like a single moment instead of a full process.

They made a few calls. They heard conflicting details. They waited on follow-ups that never quite landed. A test drive was discussed but not scheduled. Service was an afterthought. By the time delivery was on the table, the excitement had turned into fatigue.

The turnaround did not come from a dramatic change in taste or budget. It came from structure.

They narrowed the search. They asked for clear next steps. They treated availability as a guided conversation. They chose a path that connected sales to service from the start. The experience became smoother, not because the category got easier, but because the steps became clearer.

McLaren Charlotte says this is one of the most common patterns it sees across the sports car and supercar space. The business emphasizes that the best outcomes tend to come from a staged approach that protects the experience after delivery, not only during the first burst of excitement.

Many car retailers put the product at the centre. McLaren Charlotte frames the experience.

The issue is widespread

McLaren Charlotte’s perspective aligns with a basic truth in high-performance retail: many frustrations are not about the vehicle itself. They are about how the process is managed across stages.

A few indicators show how common the breakdown can be, even before someone visits a showroom:

• 5 phases are typically involved in a smooth journey: browse, inquire, visit or test drive, deliver, and service. Skipping phases often creates friction later.

• 2 handoffs matter most: online to in-person, and sales to service. When either is unclear, the experience starts to feel fragmented.

• 3 early decision points tend to cause the most confusion: availability, next steps, and what happens after delivery.

This matters because a supercar transaction is rarely just a single exchange.

Expert commentary from McLaren Charlotte

McLaren Charlotte points to the mismatch between what people imagine and what the process actually requires.

The emphasis on seamlessness reads like an attempt to reduce friction across that arc.

The business also notes that availability is often misread. People want certainty, but in this category, the healthier approach is a guided process with clarity around next steps.

By making availability a conversation rather than a guarantee, the business sets an expectation that the process is guided, not simply transactional.

Finally, McLaren Charlotte stresses that long-term satisfaction is built on continuity. It is not one great day. It is many small moments handled well.

The company’s own public-facing material treats that continuity as part of what it offers.

Copy this framework: five phases to follow

Below is a simple, repeatable framework individuals can use to keep the experience clean, calm, and coherent.

Phase 1: Browse with intent

Start by browsing inventory with a shortlist mindset. Focus on fit, not fantasy. Use a single place to track what you are considering.

What to do:

• Browse new inventory and pre-owned inventory.

• Identify your non-negotiables before you inquire.

Phase 2: Inquire with clarity

Treat your first outreach as the start of a guided process. Ask what the next step is and how timelines are handled.

What to do:

• Request availability for the model you care about.

• Ask what information is needed from you to move forward.

Phase 3: Confirm the experience

Before you mentally commit, confirm what the path looks like from interest to delivery. This is where many people avoid small questions and pay for it later.

What to do:

• Schedule a test drive when appropriate.

• Confirm the handoff points and who owns each step.

Phase 4: Make delivery part of a longer plan

Delivery should feel like the start of ownership, not the finish line. The goal is not only to take delivery, but to stay supported after it.

What to do:

• Confirm what happens immediately after delivery.

• Clarify the service relationship early.

Phase 5: Set your ownership rhythm

The lasting experience comes from the routine: service planning, communication, and knowing where to go when something needs attention.

What to do:

• Know the service contact pathway.

• Keep future scheduling simple by using the same relationship.

Quick wins you can do this week

• Reduce your options to a shortlist you can actually manage.

• Ask for a clear next step in writing after every conversation.

• Confirm who handles the handoff from sales to service.

• Treat availability as a structured conversation, not a yes or no question.

• Use posted hours and direct contact lines to keep the process efficient.

Red flags to watch for

• You cannot get a clear next step after an inquiry.

• Information changes each time you ask.

• The process feels like separate silos rather than one connected path.

• Service is treated like something to think about later.

• The experience feels rushed at the start and vague at the end.

This week, pick one active situation you are in, or one purchase you are considering, and apply the five phases above. The goal is simple: make the process staged, guided, and continuous, from browsing to service. Small clarity moves early tend to prevent big frustration later.

About McLaren Charlotte

McLaren Charlotte is a McLaren Automotive retailer based in Charlotte, North Carolina. It offers new and pre-owned inventory, supports customers through a guided ownership journey, and provides access to a service department as part of ongoing ownership support.