Sramana: From a point of view you want diversity, but you also need to have some form of basic chemistry. I am very picky about whom I want at my house for dinner! Christos Cotsakos: Exactly. That is the gating factor. If you are going to work closely with an entrepreneurial team, you better make
Sramana: What is the price point of the product? Christos Cotsakos: It is a SaaS licensing arrangement along with professional services associated with it. It goes anywhere from $250,000 to $2.5 million a year. Sramana: Is it a user-based model? Christos Cotsakos: It is done on a client basis. Our clients publish their media on
Sramana: How did you finance such an expensive advertising campaign? Christos Cotsakos: We raised about $50 million with our initial public offering. We raised $120 million from our second offering and we raised $400 million in our private placement offering. Before our IPO we were advertising selectively. A full-page ad in the WSJ will get noticed
Sramana: What was it about E*Trade that made you consider that job? Christos Cotsakos: There were a lot of jobs that I was looking at. The first thing that struck me was that it was a David versus Goliath story, and I have always liked those types of stories. It was a little upstart against
Sramana: Where does your story go from there? What did you do when you graduated from Paterson State College? Christos Cotsakos: I got accepted at UCLA to go for a masters degree. I also got married when I met my wife during summer school there. I was looking for a job and found one at
Christos Cotsakos is the founding chairman, CEO and president of EndPlay, a Software as a service provider of web content management solutions to enterprise clients in media, entertainment, and education. After enlisting in the Army in and serving a tour through Vietnam, he began his career as a package handler at Federal Experss. In 1988
Sramana: Your company started in 2004. How have you grown throughout the years? Ian Clemens: Through 2007 growth was very rapid. We went from two people to 50 people in three years. We rapidly grew to the $3 million to $4 million dollar range. We had flat years in 2008 and 2009 due to the
Sramana: Did you feel secure with the amount of debt you took on when you compared it to your service contract revenues? Ian Clemens: Yes we did. We had to hire a development staff early on and started making those hires in February. We have always charged a fair rate for our work and hired