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HOT TOPICS
- The Accelerator Conundrum
- The Startup Velocity Question
- Platform as a Service
- Man and Superman
- Web 3.0 = (4C + P + VS)
- The Future: End of Capitalism
- Capitalism 2.0
bootstrapped entrepreneur
Bootstrapping From a Small Town in Denmark to $12 Million: Sebastian Petersen, CEO of TrendHim (Part 5)
Sramana Mitra: I’ll tell you one thing though. You made this comment that outsourcing is bullshit. That’s absolutely false. There are a lot of ways of succeeding. You have succeeded in one way. There are a lot of other people who have succeeded in other ways. We have case studies of virtual companies with 140
Capital Efficient Entrepreneurship: Bongo CEO Josh Kamrath (Part 5)
Sramana Mitra: Who is the biggest of your partners? Josh Kamrath: D2L and Cengage are tied right now. Sramana Mitra: They have course material and you complement that with the video assessment. Josh Kamrath: There are two different partners. There is a content partner and what you just described is exactly what it is. They
Capital Efficient Entrepreneurship: Bongo CEO Josh Kamrath (Part 4)
Sramana Mitra: How did you sell? Selling faculty-by-faculty and direct door-to-door is not a viable scalable model. How did you actually get to market? Josh Kamrath: To answer your question directly, we were selling direct door-to-door. Then we evolved into selling more enterprise-oriented deals. Instead of going to individual faculty, we would go to directors
Capital Efficient Entrepreneurship: Bongo CEO Josh Kamrath (Part 3)
Sramana Mitra: How far did you get? In terms of metrics, how long did it take you to reach your first million in revenue? Josh Kamrath: It took a solid three years to get to the first million. As we were getting to around a million, we expanded our focus in terms of the business
Capital Efficient Entrepreneurship: Bongo CEO Josh Kamrath (Part 2)
Sramana Mitra: We’re avid users of Upwork. We really believe in that whole virtual staffing model. Josh Kamrath: For a big and long part of our history, we used Upwork to get the first iteration of our products to market. We found some developers in Ukraine. We did a bake-off. I had three different teams
Bootstrapping with $120k Credit Card Debt to $7m Revenue: Scott Skinger, CEO of TrainSignal (Part 7)
Sramana: I think you have a tremendous advantage because you have 50,000 customers who already know you. They know what quality you deliver. They are your customers, and I think that is why you are getting the higher conversion rates. Scott Skinger: In our financial models we were trying to be conservative. We were looking
Bootstrapping with $120k Credit Card Debt to $7m Revenue: Scott Skinger, CEO of TrainSignal (Part 6)
Sramana: What assumptions are you making in terms of what percentage of your existing customer base will convert to the new business model? Scott Skinger: I have been very conservative building financial models. We did not have real data prior to the launch, and as of today I have 10 days of data collected. Prior
Bootstrapping with $120k Credit Card Debt to $7m Revenue: Scott Skinger, CEO of TrainSignal (Part 5)
Sramana: You mentioned that you now have about 55 employees. What are the functional skill sets of your employee groups? Scott Skinger: Over the last two years we have hired a lot of developers. Two years ago we had zero people on our development team, and now we have close to 15. We are a
