Sramana Mitra: What was your original estimate of the TAM for your application in the financial services area? As the market was shifting, what did you estimate it down to that made you explore other verticals? Brad Peters: The TAM for each application was probably $100 million. It had to be $100 million to get
Sramana Mitra: Was the seed that you got enough to get you to the next milestone or did you have to raise? Brad Peters: We raised seed financing before we started. We couldn’t afford to make the mortgage payment without a little bit of seed financing. We got a little bit of seed financing from
Sramana Mitra: What did you do in 2005 when you started this company? Brad Peters: We needed to do two things. We had to get some funding because we didn’t have personal savings to be able to survive very long. We needed some seed capital. We spent a lot of time thinking through markets where,
Sramana Mitra: You were at Siebel through that acquisition? Brad Peters: No, I wasn’t. You could see the writing on the wall. Analytics was exploding. We were doing really well, but the rest of the company was not doing so well. It was actually shrinking. You could tell that the company was on a collision
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Birst’s beginnings had many of the same principles that we espouse in 1M/1M, engaging customers in paying relationships early on being the foremost. Today, the company has raised four rounds of venture capital, and is growing fast as a regular Silicon Valley-style pre-IPO company. Sramana Mitra:
Sramana Mitra: That is a great story. It says a lot about Cameron’s interest in funding you, and also that they really were a value-added firm. Adriaan van Wyck: It has been fascinating. It is something that is not typical for VCs – sometimes they have to get out funds, there is pressure, you have
Sramana Mitra: The way your customer map has developed so far, how does that distribute among large customers, mid-sized customers and small customers? Adriaan van Wyck: There is a fascinating trend there. A 100- to 150-employee organization is where we become relevant. We have smaller organizations that use our software as well. In terms of
Sramana Mitra: Did you raise any financing in the early phase of your company? Adriaan van Wyck: When we started to become successful in Asia and in the U.S. – Merrill Lynch and Intel were early customers – the company was growing at a pace the three individuals couldn’t keep up with. We took some