Sramana: What is the profile of a good inside sales rep for selling your product? Miguel Valdés-Faura: We have had good luck with recent MBA graduates and we have some good relationships with some MBA schools. Typically we are hiring people into their first or second job. These are typically young, smart people who have
Sramana: What is the profile of the customers who were willing to purchase subscriptions? Miguel Valdés-Faura: We wanted to focus on technical people in medium and large organizations. We believe that those are the people who will influence a purchase. We have kept that target today because that is the market that will purchase subscriptions.
Sramana: As you were coming out of Bull and setting BonitaSoft up as a separate company, how did you handle branding? Was BonitaSoft the original brand, or was the brand originally Bonita? Miguel Valdés-Faura: Bonita was the name of the project. Nobody had the Bonita trademark in the first eight years, so this brand is
Sramana: How did you make the transition from Bull to BonitaSoft? Miguel Valdés-Faura: My role at Bull was not only to deploy Bonita. As the director of the BPM division, I was there to help Bull services worldwide. At times we implemented solutions that were competitors of Bonita. We have had projects in South America
Sramana: At that time was Bonita owned by the research lab? Miguel Valdés-Faura: Yes. Bonita was software that was owned by the lab, but it was using an open source licensing model. We would allow it to be embedded in commercial solutions as well. Sramana: What happened next? Miguel Valdés-Faura: After two years, I thought
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Miguel Valdés-Faura is the CEO and co-founder of BonitaSoft, a software company with the mission of democratizing the Business Process Management. Miguel founded the Bonita project in 2001, with the vision that BPM would become mainstream in every company’s IT portfolio. Prior to Bonitasoft, Miguel led
Sramana: It does not sound like you are running a typical exchange or marketplace. The industry definition of an exchange or market place involves new business procurement or referral. Places like eBay are considered marketplaces. I don’t see that happening with your network. Bruce Johnson: Where healthcare is concerned there is a lot of additional
Sramana: Where are you at in terms of scale? Bruce Johnson: We handle over 52 billion dollars of healthcare supply chain orders annually. That is a significant portion of spend that we are automating. Sramana: Are you a profitable company? Bruce Johnson: Yes.