Sramana: Did your business stabilize completely around 2004? Jacques Soumeillan: Absolutely. At that time we decided that since we had reduced our workforce from 200 worldwide to 70, we really had to know what our next steps would be. In 2005, we decided to reinvent ourselves a bit.
By guest authors Irina Patterson and Candice Arnold Ken: Through our center, Chris Moultrup directs a program we call 1,000 Angels, which is a statewide initiative to expand angel investing in the state, whether it’s done by individuals on their own or working with universities in setting up alumni networks. We know that we need
By guest authors Irina Patterson and Candice Arnold Irina: What about those entrepreneurs who are completely not ready for your accelerator? David: Yes. My guess is that’s somewhere around two thirds. A third of them might get into a program like this somewhere around the world at some point, or they might go on to
Entrepreneurs in Latin and Central America will be the focus of the next FREE online strategy roundtable on Thursday, March 17, 2011, starting at: 8 a.m. PST/11 a.m. EST/8:30 p.m. IST. You can find more details and register here.
JouleX develops sustainable energy management systems for the enterprise. Its flagship solution, the JouleX Energy Manager (JEM), provides Global 2000 companies and government agencies with the ability to monitor, analyze, and manage energy usage for all network-connected devices and systems, including in distributed offices, data centers, and facilities. JouleX says that JEM decreases energy costs
Sramana: Tell me more about your decision to take the company public toward the end of the 1990s. Jacques Soumeillan: It was just before the bubble, and I know that some of our U.S.-based competitors went public. They were not much bigger than we were, they had perhaps $20 million in revenue. We went public
AMITA, the Association of MIT Alumnae, is holding a Women Entrepreneur Panel on Thursday, March 24, from 6:00 p.m. to 8:30 p.m. at IBM in Foster City, CA. Come and be inspired by a panel of distinguished women from a variety of industries who have taken different paths to success. I will be the moderator,
By guest author Vineet Nayar [The miniseries from Vineet Nayar’s book Employees First, Customers Second: Turning Conventional Management Upside Down ends with an excerpt about the fourth and final stage of the EFCS process: Recasting the Role of the CEO. Nayar is the vice chairman and CEO of HCL Technologies. His book is available from Harvard