Big Ass Fans was founded in 1999 as the HVLS Fan Company, but customers had a hard time remembering the name of the business. HVLS stood for high-volume, low-speed fan, but when people called, they asked about ‘those big ass fans.’ Suddenly, a new name was born. Today, the company behind the donkey logo doesn’t just move air, it transforms experiences. Big Ass Fans delivers comfort where it counts. You’ll see its fans being used all around the world.
Prior to becoming CEO in 2025, Leah Larson served as chief marketing officer for Madison Air, the parent company of Big Ass Fans. In that role, she helped lead the brand and growth transformation of the business and worked closely with companies across the portfolio, including Big Ass Fans. She said that experience gave her a unique perspective on the business, its customers, and the opportunities ahead before stepping into the CEO role.
Larson said, “Most of my career has been spent leading growth in customer-focused manufacturing businesses. Along the way, I learned that sustainable growth comes from a combination of clear strategy, meaningful innovation, strong customer relationships, and, most importantly, great people. My focus has always been helping organizations identify where they can create unique value, differentiate in the market, and build teams capable of executing at a high level.”
Upon becoming CEO, Larson said what has surprised her the most is the depth of talent and commitment throughout the organization. She added, “Big Ass Fans has built a culture that is difficult to fully appreciate from the outside. Once you’re inside the business, you quickly see a team that genuinely cares about each other, our customers, and our mission. The passion, creativity, and ownership I see every day are remarkable.”
“I’ve also been struck by the strength of our customer relationships. Customers trust us with some of their most important facilities and challenges, and that trust has been earned over decades through innovation, reliability, and exceptional service. As CEO, it has reinforced my belief that our greatest competitive advantage isn’t just the products we build, but the people who stand behind them and the relationships they create every day.”
Upon becoming CEO, was there anything that you changed either operationally or for the employees?
Larson said, “I’ve brought a slightly different lens on where we invest to create the greatest impact. That said, the fundamentals haven’t changed. Big Ass Fans has always been committed to our people, our customers, and delivering innovative solutions that solve meaningful problems.”
The company has placed a high value on every client interaction, with more investment in customer-facing resources, sales capabilities, and the tools needed to ensure the team remains deeply connected to the customers and their needs. They have also placed a significant focus on talent development with training, coaching, and professional development for managers and sales professionals. “I’m especially proud that many of our team members have been promoted into new roles during my tenure, reinforcing our commitment to developing talent from within,” she added.
“Ultimately, my goal is to build on the strong foundation already in place and position Big Ass Fans for its next chapter of growth. When we create value for customers and grow the business, we create opportunities for our people to grow their careers, take on new challenges, and share in that success.”
Culture is a big thing for companies these days as they work to attract and retain workers. What has Big Ass Fans implemented over the years to strengthen company culture?
“Culture has always been one of our greatest strengths at Big Ass Fans. From the beginning, we’ve embraced a bold, unconventional mindset, challenging industry norms and encouraging people to think creatively, take ownership, and solve problems differently.”
Larson said the company has made deliberate investments in the employee experience, including competitive benefits and wellness programs. “We invest in developing our people, supporting their well-being, and creating an environment where they can grow, contribute, and build meaningful careers. We want employees to feel valued, supported, and equipped to succeed both professionally and personally. At the same time, we’ve worked hard to build a culture that balances high performance with fun. We give people meaningful work, recognize exceptional contributions, and create opportunities for growth. Innovation, continuous improvement, and customer focus are at the heart of who we are.”
Big Ass Fans’ culture is grounded in a shared mission: making the world healthier, safer, and more productive through the power of better air movement. “When people are connected to a clear purpose and surrounded by a team that believes in what they’re building, it creates a culture where employees thrive and great results follow,” added Larson.
How has Big Ass Fans introduced AI into its operations and approached its use among employees?
According to Larson, Big Ass Fans has taken a thoughtful, balanced approach to AI. “We view AI as a powerful tool to help our teams work more efficiently and make better decisions, but we also have to balance that with protecting our intellectual property and competitive advantages. Given the proprietary nature of our products, manufacturing processes, and innovation pipeline, we’re very thoughtful about the AI platforms we allow employees to use and maintain strict security governance around their implementation. We take the approach that AI should enhance human expertise, not replace it. Our goal is to remain the innovators and thought leaders in our industry by developing novel ideas, solving customer challenges, and advancing the future of air movement. An example of this is our Customer Experience teams who are real people servicing customers from Lexington. We have industry leading CSAT and NPS scores and attribute that to the human nature of our team and business. By taking a disciplined approach, we’re able to leverage the benefits of AI while protecting our innovations, our customers, and our competitive edge.”
What are the advantages for the company being located in the Greater Lexington region?
Big Ass Fans, like many great Kentucky manufacturers, has been shaped by something uniquely special about the Greater Lexington region. “Lexington has a deep appreciation for craftsmanship, performance, and authenticity,” said Larson. “We build products designed to last, invest for the long term, and continuously challenge ourselves to improve. There is a strong belief here that lasting success is earned through quality, innovation, and doing things the right way.” Larson also noted the region’s strong talent pipeline. Big Ass Fans’ partnership with the University of Kentucky helps it attract employees across engineering, business, technology, and manufacturing disciplines for both full-time and internship opportunities.
How do you see your industry evolving in the future?
“The future of our industry is incredibly exciting,” said Larson. “At Big Ass Fans, innovation has always been at the core of who we are, and we believe the next generation of products will deliver far more than airflow. They will help customers create safer, healthier, more productive environments that protect their people and their bottom line.”
According to Larson, there have already been significant advancements in motor efficiency, controls integration, and intelligent facility management. Smart technologies now allow equipment to communicate with building management systems, automatically adapting to changes in occupancy, temperature, and operating conditions. As buildings become more connected, customers increasingly are expecting products that deliver actionable insights, operational efficiency, and measurable business value.
“Looking ahead, equipment will become smarter, more autonomous, and increasingly capable of optimizing performance in real time. For companies like Big Ass Fans, that represents an opportunity to continue leading through innovation while helping our customers reduce energy consumption, improve employee comfort and safety, and operate their facilities more effectively than ever before.”
While the technology is exciting, Larson emphasized that the goal remains unchanged: solving real customer problems. “The manufacturers that win in the future will be the ones that combine great engineering, innovation, and customer insight to create meaningful outcomes for the people who use their products every day,” she added.