FortiusOne Takes Teamwork From the Office to the River

"These are people who will work through the toughest circumstances and who are super self-motivated," Gorman said.

Rowing also requires its participants to be financially resourceful. The sport does not attract lucrative endorsement deals, and many competitive rowers struggle in a temp-land purgatory, unable to find meaningful work. Gorman has a degree from the University of Florida in addition to George Mason but has supported himself by grilling ribs, moving furniture and counting trees.

"It was frustrating being highly educated and stuck in temporary secretarial jobs for so long," Stiver said. "A lot of people leave the sport to choose the high-paying jobs in law or on Wall Street."

Workplace experts say the balance between work and outside interests may help FortiusOne recruit and retain staff members.

"Great companies today must master the human side of their business, knowing the kinds of things their employees want and need, and creating an environment that attracts them and keeps them motivated," said Robert Rosen, chief executive of consulting firm Healthy Companies International.

Shared interests and a sense of purpose among colleagues helps build loyalty, Rosen said. When Stiver and Reck returned from Rio de Janeiro this summer, the whole office celebrated their accomplishments.

"Everyone could relate to our experience and really wanted to hear the stories," said Reck, 25. "Everyone is invested."

What's less certain is whether the company can maintain its culture of supporting athletes as it grows. Many of its workers are in their 20s, with few family demands. The data team is paid hourly, and some members work on contract. Gorman compares the data workers -- mostly rowers -- to outsourced programmers who are hired by project, unlike full-time staff members who receive a salary and have less-flexible schedules.

For now, the unique culture of FortiusOne appeals to its investors. Donald Spero, whose New Markets Growth Fund contributed part of a $4.2 million venture investment during the second quarter, feels a special affinity for the company's dual aspirations. He finished sixth in the singles competition at the 1964 Tokyo Olympics. He said rowing requires a higher level of teamwork than other sports -- an important characteristic of any successful company.

"What's so special about rowing is that if one person is off a little bit, it destroys the rhythm of the boat completely. And at the end of the race, you don't know what you contributed to the boat, only if you won or lost the race," Spero said. "That makes a competitive rower someone inherently hard-working, which is exactly what you want in a company."

On a recent scorching August evening, Stiver and Reck were practicing starts, a drill aimed at picking up speed without losing control of the boat. If one oar rises even a centimeter higher than the others, the stride is ruined. With their eyes fixed on the Watergate complex, the pair stroked in perfect unison.

Even after a full day of meetings, synthesizing data, writing marketing plans and pitching potential customers, the two rowed with full energy and focus. They dropped their blades in the water, pushed with their legs and pulled with their arms in seamless, synchronized strokes.

It was a welcome change of gear from the demands of the office. "I'm not thinking about anything but rowing," Stiver said.