Sramana Mitra: How many telcos do you have as customers today? Steven Boye: I think we have three today. AT&T is the biggest. What we’ve learned is that telcos are hard to work with. They are good once they engage, but it’s really a long sales cycle. In the years since, several things have happened.
Sramana Mitra: What is your plan going forward? You’re about $16 million. The market has appetite for what you bring to the table. Is it just basically doing more of the same thing? Is that an accurate summary of what your game plan is? Chuck Bloomquist: I definitely want to continue and expand in different
Sramana Mitra: That brings us to what? Steven Boye: Now we come up to 2006. We actually got funding from a company called Clearstone Venture Partners in LA. During 2006 to 2008, we also got Intel Capital and Cisco as strategic investors. Now, we started getting real money to build the company. Sramana Mitra: What was
Sramana Mitra: They’re all doing this. They’re all part of your marketplace now. Charles Mi: Yes. ADARA marketplace contains a lot of the travel technology companies, rental cars, and hotels. They have 100% control over how the data is being used. By putting transparency and control in place, the data suppliers have a lot of
Sramana Mitra: I’m asking a very specific question. Maybe I should ask you a broader question. Is this still a services company or is this a product company now? Chuck Bloomquist: We are a services company. Products that we sell are developed by a variety of different organizations – Symantec, RSA, and Cisco. They have
Sramana Mitra: What kind of customer validation did you do at that point? Steven Boye: I would say we didn’t really do any customer validation that early on. But we had a lot of background in office applications and helping people with Word and Excel. It was basically office automation or mobile enablement of people with
Sramana Mitra: Hilton was paying US Airways every time they were accessing a data set and you were getting a share of that revenue. Was that your business model? Charles Mi: We get paid and share it with US Airways. Just like a consumer who’s purchasing from Amazon, you have to pay Amazon. Amazon then gives
Sramana Mitra: In that process, was there any other kind of segmentation? Were there any particular styles of CIOs or IT organizations that were resonating with you? Maybe a vertical or any kind and size of business? Chuck Bloomquist: Absolutely. There were certain verticals that were more responsive than others. The first one that we