We'd rather own a few things that work than chase everything that might.
Blue Media Group started in 2004 as a small digital consultancy. Le'Rhone Walker founded it to help companies build better websites and apps, and for a while that's exactly what it did.
Then Le'Rhone spent over 20 years in enterprise tech as a technical consultant, working with Fortune 500 companies across healthcare, financial services, and consumer brands. Big orgs, big budgets, lots of complexity. That kind of work teaches you what scales and what breaks under pressure.
In 2026, he relaunched Blue Media Group with a different model. Instead of building things for other companies, why not build things we own? The consulting model works fine, but you're always starting over. Products compound. You ship something, people pay for it, and you use that money to make it better or build the next one.
So that's what BMG does now. We build and run digital products. A few at a time, all bootstrapped. We make them, sell them, and put the revenue back into making more.
Le'Rhone Walker
Le'Rhone has been building for the web since the early 2000s. His background covers design, front-end engineering, and technical leadership, which means he can talk to designers about type scale and then turn around and debug a build pipeline. That range has shaped how BMG thinks about products: the details matter at every layer.
Most of his career was spent in enterprise tech, working across healthcare, financial services, and consumer brands. He's seen how large organizations make technology decisions, where they get stuck, and what actually moves the needle. That context is useful when you're building products for real companies with real constraints.
Running an indie product company after years in the enterprise world gives you a useful perspective. You know what good infrastructure looks like, but you also know how to ship fast when the team is small. BMG tries to bring both of those instincts to everything it builds.
What we believe
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Stay small on purpose
We only work on a handful of products at a time. Adding more means spreading thin, and we've seen what that does. Better to be known for a few things that actually work.
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Revenue is oxygen
If a product can't make money soon, it's probably not worth building. We don't subsidize ideas with runway. Everything we ship needs to pay for itself.
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Build to keep
We're not building to sell. There's no exit plan. That means we can make the boring, right decision: fix the tech debt, treat customers well, think in years instead of quarters.
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Craft is not optional
Working software is the baseline. We also care about clean markup, proper accessibility, and fast load times. These things take longer upfront but save you from a mess later. Cutting corners on quality always costs more in the end.