In an industry dominated by giants like AECOM and Jacobs, Merjent operates like a stealth fighter—249 experts, $57.5M in revenue, and a digital footprint so minimal it's almost invisible. Yet they command a specific, high-value niche that larger firms can't touch.

"Their website traffic is a rounding error, but their revenue suggests they're playing an entirely different game—one built on relationships, not algorithms."

The real story is in their tech stack. They're using jQuery, Bootstrap, and core-js—technologies that scream 'we built this once and never touched it again.' This isn't a criticism; it's a statement of priorities. While competitors spend millions on digital transformation, Merjent invests in wetland scientists and habitat restoration technicians. Their website is a digital business card, not a lead generation engine. And for a company that likely wins 95% of its business through referrals and long-term contracts, that's perfectly rational.

• Employee-owned structure aligns incentives for long-term client retention
• Heavy industry focus (mining, energy, infrastructure) creates sticky, multi-year contracts
• Specialized expertise (wetland scientists, cultural resource specialists) creates high switching costs
• Minimal digital presence suggests they're not hunting for new clients—they're servicing existing ones