If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. We’re seeing a wonderful trend of student entrepreneurs building substantial businesses without dropping out. Blaine Vess is yet another great role model. This story outlines Blaine’s entrepreneurial journey. Sramana Mitra: Blaine, let’s start with introducing our audience to you. Where did you grow up? Where were
Sramana: What year was it when your OEM partnership went south? Bhanu Chopra: In 2010 and 2011, there were a couple of major products that were contributing significant revenue to us. Our partner bought all of our competitors during that same time-frame, so we had to make some transitions in order to survive, and it
Sramana: What is the market size you have available? Bhanu Chopra: We started by providing competitive information and then we branched out to selling the information to all of the players in the travel industry. Every element in the travel industry is highly commoditized and consumers’ buying behavior is driven by price. We sell to
Sramana: Who did the development on the technology while you started the business? Bhanu Chopra: Initially, I did everything. I was the project manager, the coder, and tHE visionary. While I was building the technology, I was also focused on selling it. I made several trips to the US and Europe to do road shows.
Sramana: What was the premise of the company you founded in Chicago? Bhanu Chopra: It was essentially the same thing I was doing before. We were working with some very large firms in the Chicago area. We had four Fortune 500 clients and we helped them implement large CRM systems. We built a very good
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Rategain is one of the top global SaaS companies built out of India. This interview captures CEO Bhanu Chopra’s entrepreneurial journey. Sramana: Bhanu, let’s start with the beginning of your story. What kind of circumstances where you raised in? What is the genesis of your entrepreneurial
Sramana Mitra: What happened after Dell? Peter Mann: When I was at Dell, I learned pretty quickly that the culture wasn’t what I was expecting. At the same time, the Internet bubble burst. Dell started going through round after round of layoffs. The morale was low. It was a difficult environment from a cultural perspective.
Sramana: How does the supply chain work in your industry? Where is the margin getting eroded? Pavel Sokolovsky: Here is my version of how the industry came to be. In the 1950s and 1960s, the manufacturers wanted to have national exposure for their products. This required boots on the ground to install and service the