categories
HOT TOPICS
- The Startup Velocity Question
- Platform as a Service
- Man and Superman
- Web 3.0 = (4C + P + VS)
- The Future: End of Capitalism
- Capitalism 2.0
Morphing a B-to-C Idea to a B-to-B Business: Andrew Witkin, CEO of StickerYou (Part 1)
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Andrew started with a B-to-C idea but has built a business that is primarily B-to-B from a revenue standpoint. Learn more about the nuances. Sramana Mitra: Let’s start at the very beginning of your journey. Where are you from? Where were you born, raised, and in
Bootstrapping to $23 Million: Michael Nemeroff, CEO of RushOrderTees (Part 1)
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. From setting up a printing machine in the dining room to $23 million in revenue, Mike’s RushOrderTees journey is one of steady, diligent execution. Sramana Mitra: Let’s start at the very beginning of your journey. Where are you from? Where were your born, raised, and in
Scaling a SaaS Business to 11,000 Customers: Booker.com CEO Josh McCarter (Part 6)
Sramana Mitra: What are some of the inflection points in the business when things started clicking in gear? We’ve talked about one of the key issues which is really turning into this metrics-driven organization. What other inflection points have you experienced in building this business? Josh McCarter: I think there are a few. The early
Scaling a SaaS Business to 11,000 Customers: Booker.com CEO Josh McCarter (Part 5)
Sramana Mitra: What is your conclusion about where you wanted to pin your customer acquisition cost? How does that correlate to your lifetime value for your SaaS business? Josh McCarter: All of the benchmark studies say that you need to be north of three times LTV. That seems to be the number where people feel
Scaling a SaaS Business to 11,000 Customers: Booker.com CEO Josh McCarter (Part 4)
Sramana Mitra: What happened after you raised the $15 million? How did the business move? What were the strategic moves that you made to get to the next level? Josh McCarter: The major move that we made was, we started investing in sales and marketing. We started building out our team. We took on some larger contracts that,
Scaling a SaaS Business to 11,000 Customers: Booker.com CEO Josh McCarter (Part 3)
Sramana Mitra: What did you have in place when you went to raise capital? Josh McCarter: We had a functioning framework of the software. We had about 700 customers and a team of about 30 people. It was, at least, beyond a prototype and proof of concept. The business was doing under $1 million in revenue. We had
Scaling a SaaS Business to 11,000 Customers: Booker.com CEO Josh McCarter (Part 2)
Sramana Mitra: What year does this bring us up to? Josh McCarter: Around 2001. Sramana Mitra: What happened then? Josh McCarter: The company’s IPO was successful. After six years, I was looking to do something new. I went and joined a company called Spafinder. It was a travel-based magazine and was call center-oriented. We were trying to turn
Scaling a SaaS Business to 11,000 Customers: Booker.com CEO Josh McCarter (Part 1)
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. In 2010, SaaS investors were less rigorous than they are today about unit economics. Josh managed to raise a $15 million Series A and acquired a significant runway to figure out the metrics of his SMB-focused SaaS business. Read more about his journey. Sramana Mitra: Let’s