Sramana Mitra: Do the accounting firms identify themselves as being focused on manufacturing companies, retail companies, or physical oriented companies? Kristjan Vilosius: No. Sramana Mitra: Okay. So, how did you find them in building your channel partnership? Did you have to qualify everybody then?
Sramana Mitra: That gap was obvious when you decided to position into the Shopify ecosystem. You’d already found that gap, right? Kristjan Vilosius: Yes. Well, we’d found that when we founded the company. By the time we had finished our basic prototype, we realized that the opportunity is there. Sramana Mitra: How much was the
Sramana Mitra: Okay. Now, during these two years, tell me about the pricing model and the revenue. What was happening? What was the market accepting as your pricing model? What were you able to sell at and how was that adding up to your ARR, MRR?
Sramana Mitra: The entrenched competitors are heavy duty. So that’s my next question. What did you do positioning-wise and go-to-market strategy-wise? So that’s where we’re going to spend most of our time now, on what you are doing, on how did you break in and what was the positioning? How did you navigate the market?
Sramana Mitra: Talk about thewe. You said you were three co-founders. Tell me how you guys came together, how you met, how you decided to get together? And secondly, what was the idea around which you came together originally? What happened then? What was the state of the union? What was the state of the
ERP is an entrenched category full of incumbents. Katana is a wonderful story of excellent positioning and strategy work to find market foothold. Sramana Mitra: All right, Kristjan, let’s start with your personal background. Where are you from, where were you born, raised, what kind of circumstances? Kristjan Vilosius: Firstly, thank you for having me