Sramana Mitra: By the time you got this term sheet, how many customers did you have? Domingo Guerra: We had about six or seven beta customers, but they weren’t paying yet. A lot of times, it’s like a chicken-and-egg thing. They want to go with you but they want you to get funding because they’re
Sramana Mitra: Talk to us a little bit about your fundraising process? What proof points did you go to raise money with and whom did you raise money from? What was the rational for raising money and what were the circumstances in which you raised money? Domingo Guerra: We were pretty naive about fundraising. We
Sramana Mitra: Who was the first customer that adopted your solution? Domingo Guerra: We had a lot of initial beta customers. Automotive companies were doing manual testing of apps, and we were helping them automate that. The first paying customer was one of the largest ad networks. When you play a game, for example, you
Domingo Guerra: During my MBA, I decided to focus on entrepreneurship. Santa Clara has a very flexible program and you get to pick a lot of the classes and core competencies that you want to focus on. I decided to shadow a lot of the professors there that had entrepreneurship experience. In the last semester of the program,
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Domingo came into the market at a time when his original value proposition to enterprises wasn’t that urgent. Over time, however, the mobile security challenge has grown into a critical issue, and now the company is thriving. Sramana Mitra: Let’s start at the very beginning of
Sramana Mitra: With the way you’re running the business today, have you identified levers where if you just throw money at it, you’re going to grow orders of magnitude faster? Taylor Tyng: Yes. It’s actually been one of the most interesting things. The focus on the type of product that we were building was a
Sramana Mitra: Where are you today from the revenue range point of view? John Underkoffler: Our revenues are now well into the respectable double digits – that’s with two commas. We’re vectoring towards an intermediate goal of a hundred million dollar run rate. The proposition that we’re working on is broad enough for it to be a very
Taylor Tyng: By focusing on the organization and how teams collaborated, we could assist with making sure the intellectual knowledge was captured and shared. What we saw in our competing niches were people who were trying to solve more individualized and lighter weight problems. Another major inflection point for us was how cloud has been developing