Sramana Mitra: Between 2005 and 2015, there’s a ten-year journey. Can you highlight for us some of the major strategic moves that really helped your business propel forward? Tim Hentschel: The years between 2005 and 2008 were very interesting because we had two competitors. One was Group Travel Planet and the other was Groupe. Groupe had the Travelocity
Sramana Mitra: What did you do with that? What was the next milestone after you got that money? Tim Hentschel: We just used it for growth. We eventually bought our own office space in San Diego and started hiring some people. Sramana Mitra: Why would you buy office space? Tim Hentschel: There was a real estate
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During today’s roundtable, we continued to celebrate the launch of my book, Billion Dollar Unicorns, with Amit Gupta, Co-Founder of InMobi. My aversion to ‘Valuation Without Revenue’ Unicorns is well know. Amit started off by telling us that InMobi’s valuation is firmly anchored in revenues. Amit went on to discuss InMobi’s strategy for going global,
Sramana Mitra: Before we go to the post two-year bootstrapping phase, what did you achieve? You launched a website. You started getting customers. How did you get customers? How did the customers find you? Tim Hentschel: It wasn’t that hard in those days. The Internet was new. Blogs were just beginning to become popular. I
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Sramana Mitra: Does that mean that you were building more like a toolkit as opposed to a full blown architected product? You have a toolkit that you apply wherever similar problems crop up again. Does that describe the scenario better? Carl Mazzanti: If you look at where we are 15 years from now, the primary