Aislelabs helps businesses with physical locations unlock the power of WiFi and location intelligence to better understand visitors, build stronger customer relationships, and drive measurable business growth. Its platform supports marketing, leasing, and operations teams across sectors such as retail, aviation, restaurants, hospitality, mixed-use properties, and other high-traffic environments.
Launched in 2014, Aislelabs has grown into a global SaaS business serving more than 300 enterprise customers across three continents. In 2021, the company joined Volaris Group, becoming part of a permanent, buy-and-hold acquirer focused on strengthening and growing vertical market software businesses for the long term.
When Julie Fry stepped into the General Manager role in November 2025, Aislelabs already had a differentiated product, a global customer base, and strong market relevance. What the business needed next was greater operational maturity.
A Successful Business Ready for a Stronger Operating Foundation
When Julie joined Aislelabs, she saw an opportunity to re-establish the business around Volaris’ operating model and best practices.
Several functional areas were still missing the templates, procedures, processes, and tools needed to support scalable execution. Rather than treating integration as a one-time exercise from four years earlier, Julie saw an opportunity to revisit the foundations and build them properly.
The priority was to help the team understand how Volaris operates and why its metrics, frameworks, and functional disciplines matter.
Julie and the leadership team reintroduced Volaris 101 across the company, bringing the team back to the fundamentals of operating within the Volaris ecosystem. She brought in legal resources to help the team better understand contracts, review processes, and commercial risk. Aislelabs also engaged with cybersecurity and data security teams at Volaris to strengthen awareness of compliance, risk management, and customer trust.
The goal was not simply to add process for the sake of process, but to create a shared foundation for decision-making.
“I wanted to make sure everybody was aware of where decisions come from and how a lot of decisions get made,” says Julie Fry, General Manager of Aislelabs.
That reset helped the company begin reviewing its core functions from the ground up, including research and development, customer success, and support.
Reintroducing the Volaris Operating Model
For Julie, the Volaris network became one of the most valuable tools available, offering access to operators who’d worked through similar challenges in their own companies. Through her group manager, portfolio leadership and the broader Volaris community, Julie was able to identify templates, frameworks and examples from other businesses that could be adapted to Aislelabs’ needs.
That included resources for sales, professional services tracking, customer success processes, and functional performance management.
“There was always a resource that I could use and potentially adjust to work for the company’s needs,” says Julie.
The benefit extended beyond documentation. Volaris events, peer-to-peer conversations, and learning forums helped Aislelabs connect with other businesses facing similar challenges. At Quadrants, AI accelerators and other Volaris programs, leaders from across the portfolio were able to share what worked, what didn’t, and how they were accelerating change in their own businesses.
For Julie, that openness is one of the most distinctive aspects of Volaris.
“It doesn’t matter if you were acquired yesterday or five years ago. There is always somebody else who can say, ‘I have a best practice,’ and share it.”
Modernizing the Business from the Ground Up
As Julie looked ahead, she clarified her strategic priority to modernize Aislelabs across both its operating model and its product.
From an internal perspective, that meant strengthening processes, simplifying tools, improving data visibility, and creating a more scalable foundation. From a product perspective, it meant building a more disciplined approach to roadmap planning, customer feedback, and feature development.
Aislelabs now approaches product development with a more structured backlog and a clearer process for gathering customer input. The team is focused on showing prototypes to customers, validating needs earlier, and building solutions that address real customer problems.
The objective is to ensure the product roadmap is not driven only by internal assumptions, but also by customer priorities and market opportunities.
“We want to show prototypes to customers and get their feedback in real time,” says Julie. “We build what they actually want and what they need.”
That customer-led approach is helping Aislelabs prepare for its next stage of growth. The team is also exploring how AI can support both internal productivity and future product innovation.
For Julie, modernization is not only about updating existing systems, but also about positioning Aislelabs to solve problems customers may not yet realize they have.
Turning Operational Data into Business Outcomes
One of the most meaningful operational changes at Aislelabs has been the implementation of time tracking across the business.
Leaders now have clearer visibility into how teams are spending their time, how R&D velocity can be measured, and where work has not been appropriately billed or recognized.
It’s uncovered a significant opportunity in professional services. Time tracking exposed that customers had been receiving professional services work for free, ranging from a few hours per year to as many as 50 hours annually. Customer success managers had not always been empowered to identify that work as billable or to have value-based conversations with customers during renewal discussions.
With better tracking and documentation in place, Aislelabs changed its approach.
Customer success managers now review the professional services work delivered to each customer, document the value provided, and use that information in renewal conversations. Rather than abruptly shifting customers from free work to a large paid services package, the team can start with a smaller number of hours and expand based on customer usage and value.
The result is a more transparent and sustainable model that’s created a new revenue opportunity for the business, while helping customers better understand the value of the support and expertise they are receiving.
“It was showing the value and giving the background, the backup, and the documentation,” says Julie. “So far, we have seen a lot of customers agree to this.”
Using AI to Improve Productivity
Aislelabs is also applying AI to improve internal efficiency.
The team has created an AI best practices group where employees meet regularly to share what they’re working on, what they’re learning, and where AI is helping them move faster.
In one example, Julie noted that work that may previously have taken 20 hours, such as producing LinkedIn posts or blog content, can now take closer to two hours with the right prompts, reviews, and editing processes.
It’s a reflection of Volaris’ practical AI adoption model, which emphasizes using technology to increase output, improve processes, and create measurable return on investment.
At Aislelabs, AI is not a buzzword but a central model that underscores how the company thinks about productivity, modernization, and scale.
Simplifying Systems
Another major area of focus has been technology simplification.
When Julie joined Aislelabs, the business had approximately 60 to 75 tools in place. In some cases, multiple tools were being used for the same purpose. Systems were fragmented across customer service, CRM, professional services, and other functional areas, creating inefficiency and limiting visibility.
The first step was to assess what the business needed, what wasn’t being used, and what could be consolidated to create a more integrated technology environment. Instead of relying on 15 to 20 systems across related workflows, the business is moving toward two to three core systems that can communicate with one another.
For the first time, the company is working toward a single source of truth for its data. That shift is expected to improve reporting, reduce manual effort, and create better visibility across the business.
Accelerating Long-Term Initiatives Through the Volaris Network
With the Volaris team, models and resources behind them, Aislelabs is moving faster on larger strategic initiatives.
One example is the company’s cloud migration project. Before Julie joined, the business had been trying to move the project forward for approximately 18 months, but progress was slow.
Through Volaris, Julie was introduced to a partner that could help accelerate the work. The project is now active, with the timeline reduced from a long-running challenge to an estimated 11 to 13 weeks.
For Julie, the value was not just the introduction. Volaris also helped by providing access to established partner relationships that could assist with negotiating pricing, statements of work, and contract support, allowing Aislelabs to focus on execution.
“Opening the doors to some of the contacts and partnerships that Volaris has really helped us drive some of these initiatives,” says Julie.
She recognizes this as a practical example of how Volaris supports its businesses after acquisition.
“A company continues to operate autonomously, but it does not operate alone,” she says.
Creating Leadership Pathways Within Volaris
Julie and other leaders at Aislelabs are leaning into leadership development opportunities at Volaris.
Julie highlights her own career path as an example of the opportunities that can exist within the Volaris ecosystem. She originally joined Volaris through an acquired business. Eighteen months later, she moved into a strategy and integration role within one of Volaris’ smaller portfolios, later transitioned into a larger portfolio, and ultimately stepped into the General Manager role at Aislelabs.
Her path demonstrates how Volaris creates opportunities for people to grow across businesses, functions, and leadership roles.
With access to mentors, peer networks, and cross-portfolio opportunities, leaders can build experience in multiple settings while continuing to contribute to the broader group.
“You can really set yourself up for networking, knowledge sharing, and conversations with others,” says Julie. “That can help you achieve career goals that you might not have elsewhere.”
Mentorship has also played an important role in her journey. Julie considers her current manager one of her original mentors, and she’s maintained mentorship relationships with leaders even after they retired or moved into new roles.
“The mentorship is not just a short-term scenario, which is unique,” she says. “I look forward to being able to give that back.”
A More Mature, Scalable Business
Since Julie joined Aislelabs in November 2025, the company has become more structured, more disciplined, and better positioned for future growth.
The business now has clearer processes, procedures, templates, escalation paths, functional definitions, and job descriptions. Those foundations are helping the team move faster and make better decisions.
Julie describes the change in maturity as significant.
“Maturity is probably tenfold from when I joined,” she says.
That maturity has not come from slowing the business down permanently. By briefly pausing to reorganize, clarify responsibilities, and build a stronger operating foundation, Aislelabs has enabled faster growth, development, and more scalable execution.
Advice to Business Owners Considering Volaris
Julie has worked with other private equity-backed businesses in the past. She sees Volaris as meaningfully different.
Her message to business owners considering a sale is direct: Volaris’ buy-and-hold model is real, and so is its commitment to autonomy.
“When they say they buy and hold, it’s true,” says Julie. “When they say you get to run autonomously, it’s true.”
For founders, CEOs, and leadership teams, that distinction matters. Selling a business does not have to mean losing its identity, disrupting its team, or sacrificing its long-term potential.
Julie highlights that Volaris is committed to helping businesses become stronger while preserving what made them successful in the first place.
“They want you to be successful,” she says. “There are resources available. There are people available. There are tools available.”
A Permanent Platform for the Next Stage of Growth
Aislelabs’ journey illustrates the value of permanent ownership beyond the transaction itself.
Joining Volaris gave the business access to a long-term home, but Julie’s leadership has helped unlock the next stage of that relationship, with renewed integration, operational maturity, better systems, stronger data, and a more customer-led approach to product development.
The company is now focused on modernization across its products, tools, processes, and ways of working. With access to Volaris’ peer network, operational playbooks, AI resources, and experienced software leaders, Aislelabs is building a stronger foundation for scalable growth.
For business owners considering what life after acquisition could look like, Aislelabs offers a clear example.
Permanent ownership does not mean standing still. It means having the time, support, and operating discipline to keep improving.
Key Takeaways
- Aislelabs joined Volaris Group in 2021 and is now entering a renewed phase of operational maturity and modernization.
- Julie Fry stepped into the General Manager role in November 2025 and reintroduced Volaris operating practices across the business.
- Volaris 101, legal support, cybersecurity guidance, peer networks, and best practice sharing helped establish stronger foundations.
- Time tracking helped identify underbilled professional services work and created a more value-based renewal process.
- AI adoption is helping Aislelabs improve internal productivity and accelerate content and operational workflows.
- The business is simplifying its technology environment and moving toward fewer core systems.
- Volaris’ partner network helped accelerate a cloud migration project that had previously struggled to gain momentum.
- Julie’s own career path reflects the leadership development and internal mobility opportunities available within Volaris.
- Aislelabs is now better positioned to modernize its product, strengthen customer-led development, and scale with greater discipline.
