Thriving Technologies: Marc Coleman of The Tactile Group
Photo courtesy of Marc Coleman
Marc Coleman is the founding president and CEO of Tactile Group, a company that builds software applications for federal and civic governments. As a Black, queer entrepreneur, he has navigated extensive obstacles related to his identity in the corporate world. 22 years ago, he chose to found his own business where he and others could thrive authentically. Marc is passionate about diversity, equity, and inclusion (DEI) in both the tech industry and the broader business landscape.
Could you please introduce yourself?
My name is Marc Coleman. I'm the founding president and CEO of the Tactile Group. I started this company 22 years ago as a graphic design company as a “solopreneur.” We've now grown to 28 people in 10 states, and we primarily build software applications for federal and civic governments.
Can you tell us a little bit about your career path and what led you to found the Tactile Group?
My professional life began at a major telecommunications company in the Northeast through high school internships. While there, I caught a glimpse into the typical corporate job—the palpable glass ceiling above which there were no women or people of color, the casual homophobia around the water cooler—and realized it was not a place where I could bring my best self. I’ve always wanted to create an environment where I can be my true, authentic self and the only way I thought I could do that was through entrepreneurship.
Have you seen a shift in how people of color are treated in corporate America?
There’s definitely more corporate allies, but also more performative ones who show up when it’s convenient or popular and then retreat their policies, just like right now with the retreat of a lot of D&I policies across the corporate environment. However, there is a more stated goal for a lot of corporations to be more inclusive and have more diverse voices at the table and in their procurement pipeline. Generally, it does vary widely across corporations in terms of their sincerity.
What challenges did you face as a professional navigating both your queer identity and your career, and how did you overcome them?
I became an entrepreneur—I didn’t have to answer to anyone and I made sure to take on work that didn't make me want to vomit in my mouth. There are some opportunities that we’ve had to reject because I knew we couldn't work with these people and their corporations were evil. So, I made sure to create a space for myself where I could not only flourish but also take on work that I can actually stand behind and, at the end of the day, make the world a better place.
Navigating as a founder has been tricky, especially earlier, when it came to creating a network. For example, I was at a Black entrepreneur's event and I had a conversation with this person. We seemed to have some synergies and it looked like we could do business together. I casually mentioned my husband and the person’s eyes grew to the size of dinner plates—he turned around and walked away from me. Ironically, I was grateful because at least he saved me the time of trying to do work with him when, obviously, it was not going to work. That was early enough in my career that I questioned even being out in the business sphere. Should my sexuality be something that I tell people later and keep behind me? Should I keep it hidden? There have been numerous times in my career where I’ve had to consider whether to be out, gender my partner, or just not speak about them so the topic would never be brought up. Fortunately, I’m beyond that point now but it took a while to regain the strength to be out in those kinds of networking situations.
Photo courtesy of Marc Coleman
“I made sure to create a space for myself where I could not only flourish but also take on work that I can actually stand behind and, at the end of the day, make the world a better place.”
Thank you for sharing those experiences! I think that’s something most people don’t really have to think about and it’s very specific to the queer community.
Yeah, when I walk in a room, most assume correctly that I’m a Black, cisgender man but my queer identity is something that is not immediately apparent all the time. I can choose whether to share that or not and I choose to disclose it because you have to know who you’re dealing with. It tends to come up in a natural conversation and I’m going to present myself fully.
What advice would you give to young LGBTQ+ individuals interested in the field of tech and entrepreneurship?
The advice I give to everybody is to find somebody who really knows money and find friends, family, and fools who will invest in you for the first five years when you aren’t making any money. There are a lot of really high highs and really low lows but until your business stabilizes and grows, there’s a kind of circular nature of business. I would also actively seek a mentor who’s been through it before, preferably someone who shares some of your identities because they can pull from shared experiences. There is value, though, in mentors who do not share your identity because you can always learn from somebody who has a different experience than you.
Photo courtesy of Marc Coleman
“Actively seek a mentor who’s been through it before, preferably someone who shares some of your identities because they can pull from shared experiences.”
Are you a mentor to anyone and how do you approach mentoring?
I've been an official mentor several times in the past, and I still check in occasionally with a few people I’ve mentored. Over time, my relationships with mentees have evolved in different ways. When I served on the board of the IBA (Independence Business Alliance), I sponsored and helped to create a programming series called Intersections, which focused on discussions around intersectionality. Through this initiative, I met several individuals, including queer women of color, whom I sponsored as IBA members for a couple of years. I helped guide them through the organization and supported them in navigating that space. Even after their sponsorship period ended, I continued to meet with them regularly. Others have approached me for mentorship because I’ve been openly and actively engaged in my professional and business communities. Many entrepreneurs, especially in Philadelphia, have sought my advice, and I’m always happy to offer guidance.
How do you see the role of technology evolving in the next 5-10 years, specifically in promoting DE&I?
Machine learning and AI are going to be both a tool and a weapon—it all depends on who wields them. Those who aim to dismantle beneficial diversity, equity and inclusion (DEI) programs will likely find ways to use technology to accelerate that process. That said, AI is accelerating everything, and it will continue to do so. However, I don’t see it unfolding in the dramatic, dystopian way that some people predict—like a Disney fantasy or a horror film. Regarding the role of technology in promoting DEI and social impact, I believe we’ll see a growing body of data highlighting both the financial and cultural benefits of these initiatives. While some of this data already exists, the advancement of data collection tools will make it even more accessible and compelling, helping to inform better decisions in this space.
Can you share the best piece of advice you’ve received?
One of the best pieces of advice I ever received came from a structured mentorship experience. During our first meeting, I was discussing some challenges I was facing, particularly with an underperforming employee, who was exhibiting some unacceptable behavior. I was hesitant about letting them go, but my mentor immediately said, “You need to fire that person tomorrow.” Then she corrected herself: “No, you need to fire them immediately.” She was absolutely right. The more I hesitated, the longer the issue dragged on. I’ve always struggled with confrontation around performance because I want to believe the best in people—I tend to give endless chances. But in this case, the employee truly needed to go.
That advice taught me an invaluable lesson: sometimes, you just have to rip off the Band-Aid. It helped me adopt a “hire slow, fire fast” mentality—taking the time to carefully vet new hires, but also recognizing when someone isn’t a good fit and making a swift decision. In a small organization, one bad hire can weigh down the entire team, so acting decisively is essential.