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HOT TOPICS
- The Accelerator Conundrum
- 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
Building Large Scale Enterprise Software Companies: Louis Tetu, Founder of Taleo, CEO of Coveo (Part 4)
Sramana Mitra: Just to get the facts straight, you have a bunch of Fortune 50 companies starting to adopt the solution. You did the seed round yourself. What about the venture round? At what point in that adoption cycle did that venture round come in? I’m not talking about post-IPO. I’m talking about the pre-IPO
Building Large Scale Enterprise Software Companies: Louis Tetu, Founder of Taleo, CEO of Coveo (Part 3)
Sramana Mitra: In the case of HP as the anchor tenant, were they paying you? Louis Tetu: They were in exchange for significant development capacity and applications suited to their needs. Of course, we had the framework for that. As I said, we went to them with a concept of digital competence profile. That was a significant
Building Large Scale Enterprise Software Companies: Louis Tetu, Founder of Taleo, CEO of Coveo (Part 2)
Sramana Mitra: How long did you stay at Baan? Louis Tetu: I stayed at Baan until 1998. The dynamics of Baan at that time, without going into too much detail, had changed quite a bit. Several of us left. Several started other companies. I was 34 years old. I was doing some investments in multiple
Building Large Scale Enterprise Software Companies: Louis Tetu, Founder of Taleo, CEO of Coveo (Part 1)
This interview gives us an opportunity to speak with a seasoned enterprise software entrepreneur who has founded and scaled a number of companies, including Taleo that went public, and was eventually acquired by Oracle for $1.9 billion. Sramana Mitra: Let’s start at the beginning of your personal story. Where are you from? Where were you
Building a Global Education SaaS Company From India: WizIQ CEO Harman Singh (Part 7)
Harman Singh: I’m a fundamental believer that this is going to go a long way. No matter how much I have in the business, it’s the reputation that’s going to be there forever—not the exit. That was the gist of the whole thing. We are where we are and the investors are happy. Sramana Mitra:
Thought Leaders in E-Commerce: Eugene Laney, Head of International Trade Affairs at DHL Express (Part 2)
Eugene Laney: We also have a hybrid model where we have customers working with e-commerce companies using those companies as their domestic mailboxes. You have an individual who might be in the UK and wants to purchase a number of e-commerce goods from a domestic-only retailer who sells through e-commerce. Their goods would then be consolidated in
Bootstrapping With A Paycheck From Atlanta: Ingenious Med Founder Steve Liu (Part 7)
Sramana Mitra: These two competitors that are heavily venture funded, what are their names? What is the situation right now? Are they comparable in revenue numbers? What metrics are you tracking for them? Steve Liu: Good question. I don’t know their revenue numbers. It’s an interesting time in this market right now. One of them
Building a Global Education SaaS Company From India: WizIQ CEO Harman Singh (Part 6)
Sramana Mitra: How much were you charging? Harman Singh: On an average, $250 per educator per year. In those days, it was about $150. Sramana Mitra: It was a per educator pricing? Harman Singh: Yes. Sramana Mitra: When you worked the test prep academy, were they buying for multiple educators? What would a test prep
