SM: Jeff, let’s start with your background. Where do you come from, where did you go to school, and how did you get into technology? I know that you went to MIT, and I have to say that it is a pretty good school! JK: Of course! We always referred to Harvard as the best
SM: What happened after Ampex? BH: I wanted to take more of a risk so I went to a small startup called Conner Peripherals. There was an article in Fortune about us being the fastest to the fortune 500. You have to look at them in quarters because a year was just too fast. I
SM: Let’s start the conversation with your story? Where did you grow up, where do you come from? BH: I grew up in New Rochelle New York, which is right outside of New York City. I went to grammar school there and then went off to the University of Massachusetts, Amherst for my BA degree.
SM: What would you like to conclude with? It seems like you are at a place in your life where you are building this company to a significant size and this is your life’s effort a built to last company versus built to flip. What are your departing thoughts? ZR: A couple of things come
SM: Listening to what you have said so far, you are going after businesses or segments which have a multi-channel dynamic. Not every industry has that. ZR: You are right about this, but a multi-channel is just one dimension. In areas where there are complexities of business, it can happen by multi-channel, complex pricing, globalization
SM: How much money did you raise? ZR: We raised about $42M from Accel and Accel KKR in June of 2000. We also had a couple of private Silicon Valley luminaries who invested in the Company. Eric Schmidt, the CEO of Google is an investor. Mark Andreesen, who co-founded Netscape, is also an investor. The
SM: Where are you now in terms of size, market landscape, positioning? ZR: Model N right now is a leader in revenue management in the life sciences and semiconductor verticals. The life sciences market is a more complicated market. It is segmented into medical device and biotechnology. These are two distinct markets. The company has
SM: Besides culture issues, can you talk about the business strategy decisions that helped you survive the perfect storm? ZR: A big key for us was maintaining focus. When we started the company, our two first deals out of the gate were $2M each. Then the perfect storm happened, and we could complain about it.