Lars Dalgaard and his Success Factors (Part 10)

SM: How did you go from 2001 with $1M in financing to the scale you are today? Didn’t you have to finance the company further? LD: I basically did not have a life for six years. SM: Didn’t you need more financial resources? LD: When you are cash flow positive, you don’t need any more

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Lars Dalgaard and his Success Factors (Part 9)

SM: How do you view your competitive landscape right now? The HR, human capital landscape is moving online and becoming very big as we are penetrating more of the mid-market and small businesses. How do you view the rest of the players in your ecosystem and how do you position? LD: Let’s just look at

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Lars Dalgaard and his Success Factors (Part 8)

SM: The “mush” factor in corporations is amazing. LD: That is a beautiful word for it. Now we have products through which you know what people you need in different roles. Now you need to recruit people to fit into those slots, so we built a recruiting product to get them into the right places

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Lars Dalgaard and his Success Factors (Part 7)

SM: Who finally funded your dream? LD: David Strohm from Greylock. SM: How did you get to David? LD: He was involved in one of the companies, and he was the most skeptical, and that is why I liked him. I don’t like people you can win over easily. He just sat there and looked

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Lars Dalgaard and his Success Factors (Part 5)

SM: When working with smart people, it always pays to explain why. LD: Exactly, and they will ask 15 questions to get there if they need to. To this day I adore them. They cannot do anything until they know why. I love that. That was the biggest learning for me was how to manage

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Lars Dalgaard and his Success Factors (Part 4)

SM: Your technology background is nominal by Silicon Valley standards, it seems. LD: Absolutely. At that time I was a little more humble. I thought technology was intimidating even though I had used it in my different jobs.

Lars Dalgaard and his Success Factors (Part 3)

SM: How long did you stay in that job at Unilever? LD: I moved back to the head office after a year, which is unfortunate because I really liked that job. They moved me back because we bought our biggest competitor, and they asked me if I could travel around the biggest countries and understand

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Lars Dalgaard and his Success Factors (Part 2)

SM: What happened after you left Novartis? LD: This all ties into how I ended up starting my company. I remember being headhunted by Unilever, a big company with 320,000 employees with $60B in sales at the time, and I felt Novartis had done so much for me … I remember walking into the global

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