Sramana Mitra: Help me understand one thing from a business-building point of view. You have about 500 companies that are using the Where To Buy solution. All these other products that you have come up with, to what extent are these products up-sells into those customers bases? Anthony Ferry: Every single one of them. As
Anthony Ferry: The veer off to the B2C was because we saw an opportunity where there were a lot of solutions, and we thought that we had better data. It also was a much larger market if we were to succeed. You’re talking about your customers being monetized in a grander scale having millions of
Sramana Mitra: The technology you got from Jon was a separate company and not part of Neudesic? Anthony Ferry: That is currently a separate company. That’s the company that I’m currently the CEO of. It was formed upon the acquisition of that technology. He had built a very ingenious crawling engine for data acquisition across
Sramana Mitra: Was there any specific type of clients that you were getting traction with? Anthony Ferry: Finance and banking companies were a big one. Hospitality was another big one. We built some pretty elaborate hospitality systems for hotels, gaming, and things of that nature. It was fairly diverse. We were getting a lot of
Sramana Mitra: What was the concept around which you started this company? Anthony Ferry: When we formed the company, it was a traditional consulting company where we wanted to build solutions for various industries. We also wanted to build software products and have our feet in the fire out there to understand what the needs
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Anthony has navigated PriceSpider with some astute strategic moves. Read on to learn more. Strategic maneuverings of real entrepreneurs, by the way, are great learning opportunities. Sramana Mitra: Let’s start at the very beginning of your journey. Where are you from? Where were you born, raised,
Mitch Russo: The dot-com bust then hit. It was April of 2000. The stock market started to do what it’s doing right now. It was just crazy. I realized what was happening. Our customers were going out of business. When the dust settled a year later, we had lost 30% of the furniture retailers. Another
Sramana Mitra: Can you name some of the locations that you specifically went after in this mode where there was enough technical talent that you were looking for but were also low cost? Cedric Saverese: There wasn’t a particular location that I was aiming for. I was aiming for US, mostly from a timezone perspective.