Sramana Mitra: This is something that we are very much in alignment with. Our principle in the 1M/1M methodology is ‘Bootstrap first and raise money later’. The more you can do without raising money and the more carefully and more thoughtfully you can setup the foundations of your business outside of a venture clock, the
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Sramana Mitra: Interesting. I see what you’re doing. Did you start this company in 2012? Josh Manion: 2009. Sramana Mitra: At that point, you self-financed this company based on money from your consulting firm, right? Josh Manion: That’s right. My wife and I decided that we would bootstrap it while we were building the technology. That started
Sramana Mitra: Talk to me a bit about how the product is architected. You talked about what other people cannot do. What is it that you do? How do you architect the product that you can do something different and better? Josh Manion: That really started from the inception. When we looked at solving the
Joe Speiser: We spend a lot of time looking at, “How can we engage the user? What kind of content can we show them to keep them interested?” What does that [time spent] look like? Is it one minute, two minutes, or three minutes? What’s that number? Right now, we’re up to 3 minutes and
Sramana Mitra: What was that insight? Josh Manion: No matter what we did with those customers, the amount of value that they were able to realize was this tiny fraction of the potential value of all the different technologies that they would use. You could think of it this way. The vendors of this time
Sramana Mitra: What is the focus of the content? What is the editorial strategy of Little Things? Joe Speiser: The whole goal for Little Things – and what we’ve stuck with since the beginning – has been uplifting content – the opposite of what the nightly news represents. Our goal was to stop this constant
Sramana Mitra: How far did that take you? What were you able to do with that model? Josh Manion: I described that as it was enough to survive but that was about it. That got us to maybe $100,000 in revenue. It wasn’t much. Sramana Mitra: It was you and your wife at that point?