Delaware County · 2026
Ryan Grissinger
Democratic Candidate for Delaware County Commissioner
Fractional CTO & Technology Consultant, Polaris Pixels · Former CTO, Roof Maxx
I live in Genoa Township with my five kids. I've spent 30 years in sales, management, operations, and technology, always at companies growing faster than their systems. I'm running for Commissioner because Delaware County deserves leadership that plans ahead.
The Candidate
Why I'm
running.
"County government should plan ahead instead of reacting to problems after they show up."
Delaware County is one of the fastest-growing counties in Ohio. That growth is a good thing, but only if the county plans for it. Right now, the decisions being made about sewer capacity, zoning, road infrastructure, and development agreements will define this county for decades. Those decisions deserve more rigor than they're getting.
My career has been defined by one problem: how do you build systems that hold up when growth comes faster than expected? I built technology at Roof Maxx that served 350+ franchise dealers across the country. I know what happens when you under-plan. I know what it costs to fix infrastructure problems that were predictable from the start.
I'm raising five kids in Genoa Township. This county's future is personal to me. I'm running as a Democrat for Delaware County Commissioner because I want to bring that discipline, to plan ahead, to the people who need it most: our neighbors.
Professional Background
What I've built.
2025 – Present
Polaris Pixels
Fractional CTO & Technology Consultant
Building AI-native technology advisory and implementation services for home services companies. Helping operators build scalable systems drawing on 30 years in sales, operations, and technology, including pioneering operations and marketing automation at Feazel Roofing and scaling Roof Maxx to 350+ franchise dealers.
- + Advising companies on CRM selection, process automation, and AI implementation
- + Building RAG-based systems that reduce manual work 60% while improving response quality
- + Bridging the gap between field operations and technology for companies in the $500K to $50M range
2017 – 2025
Roof Maxx
Chief Technology Officer
Co-founded and served as Chief Technology Officer (CTO) of a franchise roofing services company that grew from zero to 350+ dealers nationwide over eight consecutive years. Led all technology, product, and engineering functions. Managed a team of 12. Served on the senior leadership team through the full growth arc of the company.
- + Built RoofMaxxConnect, a custom dealer platform serving 1,500+ users processing 10,000+ leads per week with automated billing exceeding $1M monthly
- + Selected and implemented enterprise CRM (HubSpot) that became the foundation of the company's entire growth strategy
- + Built and mentored a high-performing team of 12 engineers and technology support staff; championed AI adoption that increased developer productivity 30%+
- + Maintained 99.9%+ platform uptime across an 8-year period of continuous growth
1996 – 2017
Earlier Career
Sales, Mortgage Banking, Software
I started my career in 1996 in automotive sales at Ricart, one of the largest dealerships in Ohio, advancing from sales into leadership and learning the fundamentals of customer acquisition, operations, and frontline management. From there I spent nearly a decade in mortgage banking, originating residential mortgages and managing branch offices at Randall Mortgage Services, Allegiant Mortgage Group, and Highland Banc, where I led teams of up to 30 loan officers. I was consistently a top performer and found myself building systems to solve problems even then — at Highland Banc I built a lead distribution and mail merge system on the side because the tools we had weren't good enough.
In 2008 I pivoted fully into software when Mike Feazel hired me with one instruction: "automate this company." I built Feazel Roofing's entire technology stack from scratch, including virtual roof measurement using aerial imagery, marketing automation, and a real-time web platform for field operations. After leaving Feazel I returned briefly to mortgage banking as a Mortgage Banker at JP Morgan Chase, where I ranked in the top 5% of roughly 900 mortgage bankers nationally, before moving into software development full-time at Viviosoft and ultimately co-founding Roof Maxx in 2017.
That combination of frontline sales, financial services, and self-taught systems thinking is what shaped how I build technology. I've always understood the business first.
Qualifications
What I bring
to the role.
Running a growing company is not the same as running a county. But the skills transfer more directly than you might think.
Planning for growth before it arrives
I built infrastructure at Roof Maxx that had to stay ahead of demand, not react to it. When you under-plan at a franchise company, dealers fail. When you under-plan at a county, roads flood and fire departments get stretched. I understand what it costs to build after the problem shows up instead of before.
Making complex systems legible
Translating technical complexity into decisions that non-technical stakeholders can understand and act on is my core skill. County government involves complicated interdependencies between zoning, infrastructure, finance, and service delivery. That's a systems problem. I build systems for a living.
Operational discipline and long-term thinking
Eight years of EOS strategic planning at Roof Maxx gave me a framework for keeping short-term execution aligned with long-term goals. County decisions have 20-year consequences. I'm used to making decisions at that timescale and being accountable for them.
A neighbor with skin in the game
I'm not running to build a political career. I have five kids in Delaware County schools. I'm raising my family here. The decisions the commissioners make about growth, infrastructure, and fiscal sustainability are decisions that will shape the county my kids grow up in. That's not an abstraction for me.
Philosophy
How I
think.
"Software should serve the business, not vice versa."
I built custom solutions throughout my career because off-the-shelf tools routinely failed to meet the actual operational needs of the businesses I was working in. The lesson I took from that is simple: you have to understand the problem deeply before you reach for a solution.
The same principle applies to county government. The solution isn't always more spending or more regulation. Sometimes it's a better process. Sometimes it's a harder conversation with a developer. Sometimes it's publishing a ten-year forecast so residents can see what's coming. The right answer starts with a clear diagnosis of the problem.
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