Sramana Mitra: You’re doing this all from Utah. Is that still the structure of the company? Mark Newman: Yes, 60% of our team is in Utah. 30% is spread throughout the United States. These are people that work from home. Then, 10% of our team is global. Sramana Mitra: What has your experience been like
Sramana Mitra: People were resonating with your value proposition. Mark Newman: The product-market fit that we came across wasn’t the value proposition or the value creation that we delivered to our customers. It was the change management. Were people ready to change how they hired? It’s been done the same way since the invention of
Sramana Mitra: Was it a direct selling model? Were you selling directly to the hiring departments of these companies? Mark Newman: Yes, that has always been the business model. Sramana Mitra: What is the business model? Mark Newman: At that point in time, we used to charge per interview. Four years ago after a lot of our hard
Sramana Mitra: Our program is 100% based on this philosophy that you have to immerse yourself in customers and you have to understand the customer dynamics—why they buy, when they buy, and how they buy. Louis Tetu: If you do that, you can use seed capital to get very quickly to a use case and
Sramana Mitra: Just to get the facts straight, you have a bunch of Fortune 50 companies starting to adopt the solution. You did the seed round yourself. What about the venture round? At what point in that adoption cycle did that venture round come in? I’m not talking about post-IPO. I’m talking about the pre-IPO
Sramana Mitra: In the case of HP as the anchor tenant, were they paying you? Louis Tetu: They were in exchange for significant development capacity and applications suited to their needs. Of course, we had the framework for that. As I said, we went to them with a concept of digital competence profile. That was a significant