SM: How much money did you raise? ZR: We raised about $42M from Accel and Accel KKR in June of 2000. We also had a couple of private Silicon Valley luminaries who invested in the Company. Eric Schmidt, the CEO of Google is an investor. Mark Andreesen, who co-founded Netscape, is also an investor. The
SM: Where are you now in terms of size, market landscape, positioning? ZR: Model N right now is a leader in revenue management in the life sciences and semiconductor verticals. The life sciences market is a more complicated market. It is segmented into medical device and biotechnology. These are two distinct markets. The company has
SM: Besides culture issues, can you talk about the business strategy decisions that helped you survive the perfect storm? ZR: A big key for us was maintaining focus. When we started the company, our two first deals out of the gate were $2M each. Then the perfect storm happened, and we could complain about it.
SM: Now I would really like to explore the details around building of the company. You are probably one of a handful of companies who started during the crash, survived the crash, and emerged as a healthy, thriving company. What was your go to market strategy and what did you do that allowed you to
SM: Please explain the vision and value proposition at Model N in some more depth. ZR: If you think about an income statement, you can relate to what we are doing. With Technology, our industry automates the GNA via the general ledger and finance. We automate marketing. We integrate with CRM. We automate cost of
SM: A lot of people from Harvard Business School came to Silicon Valley and created a lot of problems during the gold rush years. ZR: There was a program we started in 2001 called WestTrack, where we are bringing in students to look at companies. The first year we did it was in 2001, and
SM: What was the price range of the NetDynamics acquisition, and when did it occur? ZR: We signed the deal on July 1st, 1998 and we closed the deal on September 1st, 1998. It was a stock swap and some cash. It was about $180M in value. SM: For that time it was a good
SM: Starting a company with one idea and then executing a business plan with another is common in startups. What specifically happened at NetDynamics? ZR: When we started the company it was all about the development of web based applications. In a very short period of time, I realized it was not about development, rather