The Jersey City Saints had a tournament to get to and a travel fund that needed help. In 2014, the youth baseball team was trying to reach Myrtle Beach for the Youth Baseball Nationals. Parents and players had been fundraising. Kamal Virdi and his brother Manmeet contributed $5,000. The team could make the trip.
It is a modest episode to put at the beginning of a business biography. There is no financing round to announce, no international office to open. There are children, a deadline and a sum of money with an immediate job to do. The brothers had also helped at practice. Their involvement came with a place to stand beside the field.
“My brother and I were very happy to help,” Kamal said. For a co-founder whose career involves connecting people with opportunities, the episode offers a particularly legible example. The opportunity already existed. Someone had to help people reach it.
The brothers on the same line
Kamal, known professionally as Kamalpreet S. Virdi, founded Aequor with Manmeet in 1998. Technology staffing and consulting were the starting point. The company grew from its New Jersey base into an international operation, with a presence across North America, Europe and Asia. The brothers continued building it together.
The shared surname appears often enough in the company’s history to become its own sort of punctuation. In the fifteenth-anniversary announcement, Kamal was president and chairman; Manmeet was CEO and co-chairman. Later announcements identify both as co-CEOs. The titles changed while the partnership continued.
That is a substantial stretch of working life to share with a sibling. It places family inside the history of the enterprise from the beginning. In Aequor’s public account, the brothers repeatedly appear together: marking anniversaries, welcoming new partners and thanking the people working alongside them. Their story has two names on the same line.
Kamal’s educational background adds an interesting combination to the picture. He studied biochemistry at Rutgers and computer science at the New Jersey Institute of Technology. Columbia Business School executive education followed in 2008. The record brings science, computing and business into one career, without requiring a tidy childhood prophecy to explain it.
His professional record also includes a role at HBO as an SMS manager. It is a useful reminder that founder biographies can contain jobs inside other organizations, as well as the companies their subjects start. Aequor gives his public career its long central chapter; the earlier employer supplies another setting in which he worked with technology.
A customer who comes back
At Aequor’s fifteenth anniversary in 2013, the founders offered a revealing figure: more than 90 percent of business came through referrals or repeat customers. It belongs to that moment in the company’s history. Even with the date attached, it helps explain the attention they give to relationships.
A repeat customer has already had the opportunity to be disappointed. Returning involves a judgment about the previous encounter: whether the work arrived on time, whether the people understood the problem, whether the invoice was followed by a result. In consulting and staffing, that judgment can carry more weight than a handsome brochure.
The anniversary announcement put investment in people, processes and technology alongside experience and integrity. These are ordinary words in corporate writing. Their consequences are less ordinary when a business has to make them work together. Software can organize information. A process can make a handover consistent. A person still has to understand what another person needs.
Staffing also creates a peculiar kind of responsibility. The company serves a client looking for someone to do a job and a candidate considering where to work. Each arrives with a different set of questions. A successful match has to survive both conversations. That gives the personal-service language a concrete test: whether the arrangement still makes sense to the people who must live with it after the introduction.
For Kamal, that combination has remained part of the business he leads. Aequor continues to describe its approach around technology and personal service. The pairing makes practical sense for a company whose work depends on both the information in a candidate record and the conversation that gives the information meaning.
A customer returning is a decision made twice.
An observation on Aequor’s repeat-business history
A bigger company, more people to bring along
In 2018, Aequor completed a recapitalization with DW Healthcare Partners. The announcement again paired Kamal’s name with Manmeet’s. Their stated ambitions included expanded services and opportunities for team members. Growth was being described in terms of what a larger organization might make possible for the people already inside it.
At the time of the transaction, the company served nearly 300 customers. Its recruiting operation included proprietary software and international capabilities. That gives the milestone some substance: capital was joining an existing organization with clients, systems and a history of acquisitions.
The financial record later supplied another dated marker. Aequor’s announcement about the 2023 Staffing Industry Analysts ranking reported $258 million in revenue, compared with $159 million in the previous year. It placed the company at number 132. These are historical company figures, useful for understanding a particular period of expansion.
Revenue reported with Aequor’s 2023 U.S. staffing ranking
Historical figures from the company’s June 2023 announcement. U.S. staffing revenue; figures are rounded.
In July 2023, the Collab Infotech acquisition added another business to the group. The announcement emphasized established customer relationships, experienced recruiters and additional technology staffing capabilities. Read together, those details make acquisitions look less abstract. An acquired company brings people who know customers, colleagues who know each other and habits that predate the new owner.
That leaves a co-CEO with a continuing task: help the larger company work as a company. Signing a transaction is a milestone. The relationships it introduces occupy the working days that follow.
A room for the next experiment
In November 2017, Ranney School dedicated the Virdi Science Lab. Kamal and Iqleen Virdi helped fund it, alongside other families and the school community. The contribution connected a family name to a working educational space.
“Understanding science helps children make sense of the world around us,” Kamal said. His own studies in biochemistry and computing give that interest a personal point of reference. The lab also fits a wider educational thread in his public career, including his involvement with CAMPUS Education and his service as a Ranney trustee.
There is an appealing limit to what a donor can arrange in a classroom. A gift can help provide the space and equipment. The students get the questions, the experiments and the occasional result that refuses to cooperate. A laboratory is an investment in leaving some outcomes open.
His involvement in education also has a business dimension. CAMPUS Education’s 2024 Manhattan school catalog lists Kamalpreet S. Virdi as CEO. The institution serves international students. That role gives education a distinct place in his working life, alongside the staffing company and his support for a school laboratory. The activities share a subject while taking different organizational forms.
The matching-shirt test
Then there is the photograph. Four Aequor executives stand outdoors beneath an expansive blue sky, wearing matching company T-shirts. The accompanying company post identifies the group as the two co-CEOs, Executive Vice President Brandon Norman and CFO Michael Gillen. Everyone has apparently received the clothing memo.
A photograph cannot settle questions about workplace culture. It can, however, make an executive team look like people who have spent time together. The difference matters to the texture of a profile. A chairman in a formal portrait and a co-CEO in shorts occupy the same working life.
Culture also appears in more formal parts of that life. In 2022, Aequor announced another New Jersey Top Workplaces recognition. Kamal spoke about communication, organization and employees understanding the company’s mission. His emphasis was on how an internal understanding could become something customers experienced.
A separate workplace-award announcement that year described the importance he placed on employees feeling valued and trusted. The company’s careers material supplies some of the everyday machinery behind that ambition: mentoring, professional development, team activities and recognition. Those are commitments an organization has to renew through managers and colleagues, well after the awards photograph is taken.
A father between the company updates
Kamal’s LinkedIn activity leaves room for another kind of milestone. Alongside company news, he celebrated his son Ranveer’s poem being selected for the Spring 2025 edition of A Celebration of Poets. His message expressed pride in a young writer’s creativity and self-expression.
It is a small shift of register with a large human effect. The founder accustomed to marking organizational achievements also has a child’s achievement to announce. A poem and an acquisition each receive space in the same public feed. The comparison is pleasing precisely because the measures of success are so different.
His own professional recognition includes the Sikhs in Business category at the fourth Sikh Awards in 2013. Aequor later appeared among USPAACC’s 2015 Fast 100 Asian American Business winners. Such dates help locate his career within business communities beyond the company itself.
A December 2025 profile described his continuing interests in innovation, scalability and expansion. By then, Aequor was well beyond its original technology staffing business. The next stage would begin with an organization already carrying years of relationships and decisions, and a brother who had been there from the start.
The baseball trip remains a useful place to return. A specific need, an approaching deadline, two brothers contributing what would help. For all the larger numbers attached to Kamal Virdi’s career, that episode is easy to picture. The children got to go and play.