Sramana Mitra: In this niche, did you have customer relationships? Anji Maram: Yes. Especially in the Bay Area, there were several customers who needed this business process to be implemented. Due to my consulting experience and my prior company’s experience, we already had a trusted relationship with the industry.
Anji Maram: It triggered a need in me to do something – create a company and employment. I started thinking the way he thought. However, I was not able to figure out how to do all these things.
Sramana Mitra: Now, you raised your seed round on an IP-led hypothesis or plan.
Sramana Mitra: If you look at the P&Ls of these Infosys, WiPro, Persistence and various companies that have achieved scale in the services universe, how do the components of the P&L and the margins of these companies compare with the kind of company that you are looking to build?
Sramana Mitra: Right, you’ll learn as you go along. But there will be these three buckets, I think, even when you are a $100M or a $1B company. This is going to be the structure of your company. So the question then is, what is the distribution?
Sramana Mitra: Feroze, there are a few things that come to mind as I’m listening to you. First and foremost, you talked about delivery constraints and supply constraints in terms of the expertise that give you this moat. You haven’t talked about domain knowledge.
IT Services is going through a profound shift. Huge opportunity for more companies like Palantir to be built. This discussion parses the nuances of building such ventures. Needless to say, VC money is now going to flood into this model.