Sramana: I think there are a lot of great teams that get stuck. A great team is essential, but there is a lot more to having a successful business than simply having a great team. Chris Koopmans: If you have the right market or the right technology, you can still fail. You need a good
Sramana: The tricky part of the journey you have been describing is that you had venture investors. They want to see growth, revenues and a potential exit. There is a lot of pressure on entrepreneurs when the market does not evolve as expected. That is why I find it interesting that you were able to
Sramana: What level of growth were you able to sustain? We know 2001 was an unusually bad time. When did growth start to happen? Chris Koopmans: We saw a lot of growth in 2001 because we had had none the year prior. It was bad for markets, but it was an up year for us.
Sramana: How long after you received financing from Benchmark were you able to complete the first product you were able to ship to customers? Chris Koopmans: We had working code right away and started doing customer trials right away. We consider our first official product the first product that a customer purchased to deploy in
Sramana: What part of the mobile ecosystem did you want to play in? How were you planning to use your expertise in high performance computing and wireless networking? Chris Koopmans: There are a lot of services that go over wireless, such as texting. There are companies that build products based on those services. There are
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Chris Koopmans is a cofounder and the COO of Bytemobile. He has more than 13 years of industry experience in hardware and software engineering and architecture. He has eight issued and pending patents covering wireless internet protocol (IP) services and optimization technology. Before joining Bytemobile, he
Sramana: How does the revenue break up among your customer base? Do you have a few large customers, or are your revenues fairly evenly spread out? Henry Schuck: We do have some customers who are larger than others, but for the most part it is very evenly spread out. Our large customers probably account for
Sramana: In the U.S. and Canada, how many companies are there that have 400 or more employees, and what percentage of that market have you penetrated? Henry Schuck: That is a very good question. The answer is a black box in our industry. No data provider knows exactly what that number is. Even if we