SM: How large did you build your service business in terms of revenue?
SR and KC: At the end of five years, we were well past $1 million in an annualized run rate. We had grown the team to just under 50 people. At that point, we realized that it was as good a time as any to move out from the services model and start developing on our own.
We had worked primarily on Microsoft technologies up to that point, so we decided to develop a product that actually made Microsoft Office collaborative. That was in 2005, and during that time Google Docs and similar programs started to appear. [For most of them,] the primary focus was a hosted office application that companies would deliver via the Web. We thought that approach was too work intensive for the limited payout at the time. Our goal was to enable collaboration among various Microsoft Office users in the background. Our product was a plug-in that made Microsoft Office documents collaborative.
SM: Is that the product you’re selling now?
SR and KC: Not now. We did sell that product, and it was a niche product. It required people to have Microsoft Office and have a distributed or a highly collaborative work environment. We sold it here in India and had about a dozen customers.
SM: What kind of revenue did you generate?
SR and KC: Not much. Our average installation was $15,000.
SM: When did you decide to develop a full Office suite as your own Web-based product?
SR and KC: We have to deliver a preface to answer that question. When we developed our first product and started marketing it, we realized that we needed to bring in someone who had experience. That’s when we reached out to Sabeer.
SM: Sabeer is not easily reached, is he?
SR and KC: Absolutely not. We put out a lot of inquiries and never heard back from him. He gets hundreds of inquiries like ours daily. However, we knew his parents lived in Bangalore and that he came down to visit them. We also knew that he loved golf, and there is only one golf course close to where his parents live. We went there and tracked down a person who played golf with him and cajoled him to get us an audience with Sabeer. We managed to get a meeting with him, and we made our pitch in the coffee shop of the golf course.
SM: What did you pitch to him? Did you pitch the full-blown Microsoft Office competitor or just the plug-in?
SR and KC: Just the plug-in. He was interested but not excited. He actually gave us some service contract work. He had other companies that needed some development work done, and he asked us to do that work. It was the beginning of a relationship.
SM: Sabeer, can you tell the story from your perspective? You sold Hotmail at the end of 1997. What happened after that?
SB: After I sold Hotmail, I worked there at Microsoft for about a year. I then decided to start Arzoo in 1999. In 2001, the dot-com bust hit us. We had hired too many people, and our burn rate was too high. We weren’t making any money, and the concept was ill conceived at that time. We went belly-up in 2001.
I took a vacation for one year, and from 2001 to 2002 I traveled around the world. In 2002, I realized I that had to start working on something again or I would go crazy. I started dabbling with a company I had invested in called Navin Communications. The original idea was to send voice messages between the United States and India in the form of an e-mail. It was an asynchronous mechanism of communication: If you wanted to contact someone, you would just leave them a message at a voicemail number. The recipient would receive a single ring and dial the number to receive the message.
It was actually growing, and we had over 100,000 subscribers when the Indian government shut it down. They prevented us from making a one-ring dial. Not everybody in India has e-mail, so you can’t send them an e-mail to inform them that they have a message. The only alternative was for subscribers to call in periodically to see if they had a message or not, and that’s a completely broken model.
We changed the business model and created a voicemail application for India. You could create voice mailboxes for the country’s emerging telecom market. We did deals with some carriers, but the problem is that voicemail never caught on. People use text messaging as a proxy for voicemail. The moment people heard a voicemail coming on they would put the phone down.
In early 2005, I met with Sumanth and Kaushal. When I met them at the golf course, I was not too impressed. I then went over to their office and saw some of the cool things they had worked on. One was an instant messaging platform. I knew that the two of them, and their team, were technically savvy to have figured out a lot of the issues in terms of real-time communication. I sent them some work for another company I had over here, and they did a good job on that project.
Because I had great regard for the two of them, I decided to support them and guide them from there on. The plug-in for real-time collaboration also allowed them to build a security suite around Office. From there I have guided them through the creation of an Office suite.
This segment is part 2 in the series : Taking On Microsoft And Google From India: InstaColl Founders Sumanth Raghavendra, Kaushal Cavale, And Their Mentor Sabeer Bhatia
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