Today’s 440th FREE online 1Mby1M Roundtable For Entrepreneurs is starting in 30 minutes, on Wednesday, April 17, at 8 a.m. PDT/11 a.m. EDT/5 p.m. CEST/8:30 p.m. India IST. Click here to join. All are welcome!
Sramana Mitra: Were you hiring these developers in South Carolina? Rob Cheng: We used Monster.com. Back then, that was a way to hire people. So I would just look for the best people and for the skill. I would find them wherever I could. As it ends up, a couple of our developers ended up
Taylor Greene, Managing Director at Collaborative Fund, shares his firm’s investment thesis.
Sramana Mitra: Give us a few examples of what you have invested in catering to that next 400 milion users. Rahul Chowdhri: We invested in a company called VOGO. It is a scooter-sharing business like Lime or Bird. The problem that Lime solves in the US is very different from what VOGO is in India.
According to Analytical Research Cognizance, the global messaging platform market is expected to grow 8.2% annually to reach $3.4 billion by 2024 from $2.29 billion in 2019. South Korean player SendBird is following an API driven strategy to conquer this market.
Entrepreneurs are invited to the 440th FREE online 1Mby1M mentoring roundtable on Wednesday, April 17, 2019, at 8 a.m. PDT/11 a.m. EDT/5 p.m. CEST/8:30 p.m. India IST. If you are a serious entrepreneur, register to “pitch” and sell your business idea. You’ll receive straightforward feedback, advice on next steps, and answers to any of your questions. Others
Responding to a popular request, we are now sharing transcripts of our investor podcast interviews in this new series. The following interview with Rahul Chowdhri was recorded in March 2019. Rahul Chowdhri, Investor at Stellaris Venture Partners, shares some fascinating examples of consumer ventures catering to the next 400 million consumers in India.
Sramana Mitra: So, just give some metrics of how it took off. What kind of numbers were you doing? How long did it take you to get to a million in revenue for example? Rob Cheng: In the very beginning, we had no revenue model. Revenue was not important at that point in time. It’s