Sramana Mitra: At the end of 2015, where did you finish in terms of revenue level and in terms of other business metrics? Dara Greaney: Last year, we did $54 million. That was 15% growth. We’ve been profitable every year. We shipped a record 220,000 shipments last year. I think we sold about 22,000 different
Sramana Mitra: How many people did you have for executing this $18 million business in 2010? Dara Greaney: I have to go back and pull the numbers, but it wasn’t a big staff. We were keeping it pretty lean. We probably had about 30 people and about 5 or 10 on the phone doing order processing.
Sramana Mitra: Now what? You’re in 2016. How big is the company revenue-wise and what do yo want to do with it? Do you want to go public? Do you want to go public in the US market? Fred Guelen: We definitely first want to secure further growth for the next three to five years.
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Sramana Mitra: Where did you get the money to invest? Fred Guelen: That’s always the big secret, isn’t it? I had a very successful law practice and I made a lot of money as a lawyer. I was able to largely finance that with my own equity, and I also took a loan. Pierre Guelen:
Sramana Mitra: What did that do to your growth? Between 2000 and 2010, how did the company grow? Pierre Guelen: We’ve always had a steady pace of growth of an average of 20% a year. Sramana Mitra: Let’s go to 2010. Are we talking about just one product in the cloud architecture in 2010? Pierre
Sramana Mitra: What was the inventory strategy at that point? Dara Greaney: We had inventory as much as we could because we weren’t really getting a lot of traction with people drop-shipping. If you placed a PO, a month later, you get the parts. Nobody really kept a ton of stuff on stock. It was
Sramana Mitra: I imagine that you immediately went and sold the same product to a bunch of other customers. Can you talk about some of the early customers and what kind of price point you sold it at? Pierre Guelen: At the engineering firm, I did my own consultative selling. Here, I needed a sales