SM: You are in multiple markets. How big are those markets? What is your TAM? TM: From our perspective the IT operations and service management TAM is somewhere between $600 million and $1 billion. The business continuity marketplace has a $1 billion TAM. We like our positioning in that marketplace because we have such a
SM: What is the hardest decision you have had to make as you were building this company? TM: In 2004 I had to recognize that we still did not have the right product. That was the hardest decision I have had to make with this company. We started with the wrong product, customized it for
SM: So these companies had different pagers for each IT system? TM: Yes. It was even more problematic as firms globalized their IT infrastructure. None of the IT management companies focused on the person involved in IT; they focused only on the component monitoring.
SM: People who have made career moves like yours, which are risky, can do wonders for their careers. Nobody at that time was going to hire you to be CEO of Microsoft. Instead, you can take a bad project and turn it around. In the end it becomes a great move. TM: There are a
SM: Where did you go from there? TM: By then I was twenty-seven, and I thought I was ready to be a CEO. It boggles my mind how crazy I was. The reality is that I was ready in some ways, and I was still very naïve in other ways. When I look at some
SM: What did you find? What were you looking for? TM: I found a wild, crazy entrepreneur who needed help here in the Bay Area. The company was called Intelligent Choice Refreshment Company. He wanted to create a healthy cola.
SM: Troy, let’s begin by looking into your past. Where does your story begin? TM: I am from the Bay Area. I was raised by a disabled single mother, and I was the oldest in the family. I had a younger sister and learned responsibility very early.
SM: How large did SPI become? CS: We ended at 165 people with close to $26 million in revenue by the time we were acquired in 2007.