Sramana Mitra: Everything is said in terms of the vision for talent management. That has been the vision for talent management all along. This is not new. Maybe this vision has not penetrated widely into enterprises and into business right now. That penetration is a factor of channels and technology adoption across the board over
Sramana Mitra: That’s not entirely fair. These are not ERP solutions; they are best-of-breed solutions as well. Adam Miller: Well, they used to be. SM: They’re not ERP solutions. They’re best-of-breed talent management solutions.
SM: OK. What was the evolution of those situations? AM: Typically in these private equity rollups of software companies, they’re not all that effective. The top talent will leave right away. Those two companies still exist [but] neither is competitive in the marketplace today. SM: OK. All right. Those are on the private equity side,
Cornerstone OnDemand is a company that provides cloud-based talent management software solutions to nearly eight million people in 179 countries. The company boasts such heavy-hitting clients as Starwood Hotels and Resorts, Turner Broadcasting System, Virgin Media, and Save the Children, among others. Based in Santa Monica, California, Cornerstone has office locations in Latin America, Europe, Asia,
Sramana: The talent management space today is much more mature than it was in 2001. SuccessFactors and Taleo have both had very successful IPOs. Would you talk some about the evolution of the industry and how you evolved with the industry? Adam Miller: When we started, we were the small fish in a big pond.
Sramana:Where you able to use those contracts to obtain working capital financing? Adam Miller: We did two things. Our CFO, Perry Wallack, and I became obsessed with a metric called operating profits also known as operating yields.
Sramana: Essentially, your angel financing allowed you to build your product and develop your pipeline? Adam Miller: Exactly. We were also raising incremental money throughout in very small chunks. I was perpetually raising money. I was doing that in parallel with everything else for years.
Sramana: When you decided you were going to sell to large enterprises and you were going to aggregate the online training providers, what did you learn in terms of demand? What were enterprises looking for? Adam Miller: Back then, there were already competitors in the space. We assumed that as a startup we would have