Stephen Buckley thought he had found a problem with Asurint. Buckley, an engineering manager at rental technology company Findigs, described an integration that expected a small pause between requesting a background report and receiving it. The pause seemed reasonable. Background checks take time. Except, in this instance, the report could come back in a second or two. Findigs’ software was not ready.
Investigating the problem changed Buckley’s diagnosis. The timing bug belonged to Findigs. Asurint had exposed an assumption hiding inside the customer’s software: there would always be time to wait. It is a small, company-published anecdote, not a universal turnaround promise. But it offers an unusually good entrance to a business usually described through lists of searches.
- Asurint screens people for employers, housing organizations, and government programs.
- Its technology chooses search routes and connects records to reporting rules.
- Its integrations target the retyping and paperwork surrounding the check.
A map before a verdict
Founded in 2005 by Gregg Gay and Connie Clore, Asurint sells a combination of data, software, and screening services. The interesting unit of work is the search strategy. Where should a provider look? Which source is accessible? How current is the information? How much time and expense does another search add?
A candidate’s address history supplies a starting point, not necessarily the whole map. Asurint’s IQ Logics considers geography, criminal trends, court accessibility, data quality, cost, and turnaround when selecting searches. Its National File adds another layer of record discovery. The company explicitly describes that database as a complement to its other technology, rather than its primary search method.
- 01Search contextHistory + scope
- 02Choose sourcesCourts + records
- 03Apply rulesReporting + review
- 04Return to workThe customer’s system
The larger suite is called SureSearch. IQ Direct supplies court and repository connectivity; IQ Screen manages client orders; IQ Comply supports jurisdiction-specific filtering and decision workflows. Together, these are Asurint’s proposed advantage: control more of the route between requesting information and making it usable. Owning data and choosing sources matter because a polished interface cannot repair an incomplete search underneath it.
The comparison with competing providers needs care. Most sell some combination of criminal searches and verifications. Asurint’s distinctive claim concerns how those components are selected and fulfilled. For a buyer, the revealing question is what happens to a difficult order, not merely how quickly an uncomplicated one finishes.
The work between the checks
Asurint’s customers include staffing businesses, healthcare employers, housing organizations, and government screening users. Publicly named clients include ManpowerGroup and Staffmark Group. These are settings where screening has to fit a larger process: a placement, a shift, a tenancy, an eligibility decision. A report that arrives quickly can still leave someone copying the result into another system.
One customer account on Asurint’s website describes the old routine: enter an applicant’s details in a separate dashboard, wait, then print, scan, and upload the results. Integration with Avionté put the results directly into the applicant profile. The improvement was mundane and useful. It removed handling. Across repeated hires, handling becomes a substantial part of the job.
Jobvite’s partner description makes the same point more concretely. Candidate information pre-populates from existing recruiting records; orders and notifications stay inside Jobvite. That is the business case for an integration: fewer opportunities to mistype, lose a document, or leave a result waiting in the wrong inbox.
“Asurint was returning reports so quickly that they exposed this race condition bug to us.”
Stephen Buckley, Findigs
Customer account published by Asurint
In July 2026, Asurint and Bullhorn extended their partnership into healthcare credential management. ManpowerGroup had identified a need to reduce manual credential work. The resulting offering brings qualification tracking, licenses, documents, and renewal alerts into the integration. A background report answers one set of questions. Keeping a clinician’s credentials organized answers another. Customers were asking for help with both.
The data behind the next chapter
Asurint’s ownership history helps explain its current direction. North Bridge Growth Equity invested in 2017. In December 2025, A&M Capital Partners announced its acquisition of Asurint; Guidepost Growth Equity, the earlier investor, would sell its shares. CEO Alla Schay, appointed in March 2024, remained the executive leading the next phase.
The next significant move involved the material behind the software. In March 2026, AMCP acquired Contemporary Information Corporation, or CIC, with plans to combine its capabilities with Asurint’s platform. The announcement described more than 36 million housing court records and one billion criminal records in CIC’s data assets. Those are company-reported record counts, not counts of people.
The strategic logic is legible: tenant screening depends on housing information as well as criminal searches. More relevant data, coupled with matching and filtering tools, can strengthen that offering. Whether an acquisition delivers the promised improvement depends on how well the records and systems are integrated. Announcing a larger collection does not establish that every individual report is better.
There is also a human organization behind the order screen. Asurint describes U.S.-based screening specialists and client support, alongside company committees for communication and community service. Its outreach committee dates to 2015. That detail is less conspicuous than the algorithms, but customers still need someone to resolve an exception when the ordinary route stops working.
Buy the handoff, too
The menu extends beyond criminal records to drug and health screening, education and employment verification, driving records, sanctions, and other services. Asurint therefore occupies the space between screening provider and workflow software. Buyers considering alternatives such as Checkr should compare the particular searches and operational fit, rather than assume that two background-check packages contain the same work.
A useful buyer’s calculation includes the quoted screening price, applicable source fees, implementation effort, and staff time spent handling results. Asurint’s sales process begins with consultation. A sensible pilot would measure search scope, manual touches, exceptions, and time to a usable result. It should include the actual mix of jobs and locations the organization screens, plus the systems recruiters use every day. An attractive average can conceal the troublesome cases that consume a team’s attention. That is an evaluation method, not a promise of savings.
The distinction matters when a package contains several kinds of checks. A same-day criminal search does not set the completion time for every verification or health screening. Nor does automated filtering settle an organization’s policy choices. Asurint’s appeal is clearest where repeated screening and administrative friction create work worth removing. Buckley’s two-second surprise supplies the final test: when the report gets there, is the rest of the process ready?