While employed at the hospital, Rob was responsible for overseeing marketing, education, and compliance, which included managing the hospital's policies and procedures. This role required maintaining physical binders of policies and procedures across the facility, ensuring they were consistently up to date. Updates involved manually printing changes, replacing the relevant sections in all binders, revising the table of contents, and archiving outdated versions. Additionally, employees faced challenges in accessing and utilizing the policies and procedures, as locating specific information within the binders proved cumbersome. As a result, despite employees signing off on the documents, their practical use remained limited.

Recognizing inefficiencies in the management of hospital policies and procedures, Rob contacted his brother in the late 1990s to propose the development of a software solution. His brother created an early version of the software, which was distributed on CDs to various hospital departments. Although this method was not without its shortcomings, it marked a substantial improvement in the use of physical binders. Through continued use, Rob identified areas for improvement and collaborated with his brother to iteratively enhance the software.

Rob's other brother recognized the potential market demand for the software, noting that if it addressed a critical need at Rob's hospital, it was likely that other hospitals faced similar challenges. Motivated by the opportunity to monetize the software, he proposed taking the product to market. Over the next year, Rob and his brother worked closely to refine the software. Each morning, Rob outlined the necessary features to ensure the software met the needs of hospitals, and his brother spent the day coding and implementing these ideas. In the evenings, Rob reviewed the progress, providing constructive feedback and suggesting improvements. When the software reached the stage of a minimum viable product, the brother advocated for its introduction to the market.

The company encountered an early setback when their first sale turned out to be fraudulent, resulting in the bank withholding their revenue for six months. This restriction strained cash flow and limited resources for marketing and operational investments. During this time, PolicyTech was averaging only one sale per month, with sales prices around $600. While Rob and his brothers frequently engaged with prospective clients and held promising discussions, they struggled to close deals. Over time, they realized that the sales cycle for large organizations was significantly longer than anticipated. Once they adjusted their expectations and processes, the company began securing larger contracts, which provided the necessary financial momentum. This growth also necessitated frequent collaboration with clients to enhance the software and meet evolving feature demands.

Rob made the pivotal decision to leave his hospital role and focus entirely on PolicyTech. The company was rapidly expanding, hiring additional employees, and securing investments. Recognizing the value of external funding, Rob remarked, “if you can actually convince someone to invest in your company, then there's a lot higher chance it's going to succeed.” To support the company’s growth, Rob met weekly with a mentor from Salt Lake City, benefiting from strategic advice. PolicyTech achieved major milestones, including securing high-profile clients and expanding into international markets through language localization. As part of the company’s development, Rob managed the allocation of equity among board members, investors, and family stakeholders. Over the course of ten years, PolicyTech grew to employ 70 people and ultimately attracted the attention of NAVEX Global. NAVEX acquired PolicyTech alongside three other companies, merging them to form a larger entity. Rob briefly remained with the organization, serving as Vice President during the transition.