Sramana: What kind of target audience are you after? What size companies do you aim to support? Jim Burleigh: We believe the floor is 50 to 100 sales reps. Any fewer than that and you can do this relatively well in your head. We look for folks who forecast from the ground up, not the
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Sramana Mitra: Even on the private network, I am not sure that is working so well. One of the popular collaboration tools these days is Google Docs. You open up a spreadsheet in Google Docs, and 10 people around the world are able to see it. It is a smooth, real-time, convenient function. In the CAD
Sramana: What did you do after you left Navis, and what timeframe was that? Jim Burleigh: I left Navis in early 2007. One of the things I started inside of Navis was a SaaS inventory warehouse management system. We had a very large deal with Walmart for them to manage the yards around Walmart facilities;
Sramana Mitra: There is an interesting company we track called ON24. It is more than $50 million company out of San Francisco, and they do large events. Are you familiar with them?
Sramana: What aspects of supply chain did Navis build products for? Jim Burleigh: It was software that runs marine container terminals. It was very complex software, and it was very heavy on operational activities and optimization. It must run 24×7 otherwise you will get a call from the minister of commerce of any given company
Sramana Mitra: You opened up this channel of thought in the context of my question that where are the open problems? So, this sounds like, on your radar, this area of collaboration is an open problem. The question is, where do you solve this problem? What layer do you solve this problem [on]? Is it something
Sramana: What were some of your key takeaways from your time at salesforce.com? Jim Burleigh: First, you really have to find that core value for the audience you are pursuing and know what is different about it compared to others. CRM existed and ones like Siebel kept track of contacts as well as salesforce.com did.