Sramana Mitra: So now, let’s get specific. In 2022, these pilots started coming in and starting to convert. You have six months, let’s say, to make sure that the pilot is working. Tell me when you started getting the real deals after the pilots.
Sramana Mitra: One of the important points of bootstrapping is you can’t do a lot of stuff for free. You have to charge.
Sramana Mitra: These two customers that you were able to place the MVPs into pilots with, how long did it take you to turn them into paying customers? Rohit Anabheri: About three to six months. They wanted to ensure the stability of the platform. Sramana Mitra: What is the average deal size? Rohit Anabheri: Six
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Sramana Mitra: Is this a B2C business? Victor Allis: Yes, it’s for voters. The strange thing is, there’s no revenue. There is no business model at the time. All we’re trying to do is to get people to use it to vote. I always believe that if you do something that adds value, there’s always
Sramana Mitra: You took money from private equity that gave you some liquidity to the founders and gave you growth capital to move to the next phase. Victor Allis: Only liquidity to the founders. This is what was happening. I moved to the United States in 2010. We did a bit of press release. Suddenly,
Sramana Mitra: What kind of revenue level did you get to? Victor Allis: Ultimately in 2014, we had $100 million. Sramana Mitra: What are the inflection points? You remember the milestones really well. Victor Allis: The first one was in December 2000. The Dutch Railways was looking for a solution. It wasn’t part of my
Sramana Mitra: What kind of companies were these seven companies that you invited? Were they logistics companies? Victor Allis: One was in the Rotterdam harbor; they unloaded ships. They told us that it’s a unique process and there was no product that could handle that. Then there was another one. It was a copper factory.