Sramana Mitra: What did you do? then Did you put together some sort of a customer advisory board of people who were prominent leaders in the accounting space? Chris Farrell: You’re right. It wasn’t anything as formal as a product counsel. It was actually a series of relationships. I began cold-calling a number of people in
Sramana: What year does that bring us up to? Tobias Bauckhage: That brings us up to 2004. Sramana: What happened next? Tobias Bauckhage: The moment I decided to drop my mechanical engineering studies and go to Berlin, I had a partner in crime who I had met on my very first day of engineering studies.
Sramana Mitra: In a 30-second elevator pitch, what would be the target audience where you really shine? Ric Leutwyler: Our target audience is the hotels that are in the limited to full-service range. They are looking for an economical approach, which they get from cloud solutions. They’re looking for the functionality that they need today but are
Sramana Mitra: In 2008, Concur was already public and quite a successful company. What did you think of the opportunity? Let’s get a bit granular because we do cover Concur very extensively. Recently, we did a story on Expensify as well. The expense reporting space has shown up on our blog from many different angles. So
This discussion contains an extensive review of film recommendation systems that would be extremely interesting for folks engaged in building Web 3.0 systems. All in all, the story is quite fascinating! Sramana: Tobias, let’s start with the beginning of your personal story. Where are you from? What is the background that gave roots to your
Sramana Mitra: Your number one competitor is Oracle, based on what I just heard, because Oracle is moving all their stuff to the cloud. It’s reasonable to expect that you’re going to have Oracle as a major competitor because Oracle has a big emphasis over on-cloud technology. Ric Leutwyler: Of course. There are a number of others
Chris and his co-founder bootstrapped Tallie to a high growth Inc. 500 company in four years. After that, the product had to be re-architected, and slowed down for a couple of years, before picking up again. Read how they have competed in a crowded marketplace and built a robust position. Sramana Mitra: Let’s start at
Sramana: In the United States we are used to seeing VCs build a company in a 5 to 7 year window. You have had VCs for substantially longer than that timeframe. How do European VCs look at the time windows? Paulo Rosado: We have so many strong relationships with gross equity VCs that at this