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neil araujo
Getting to Three Thousand Customers in Legal: iManage CEO Neil Araujo (Part 5)
Sramana Mitra: What’s on the cards now? Neil Araujo: We’re about 300 employees. We don’t disclose our top-line revenue as a private company so I’d rather stay away from that. First of all, there’s some extremely fascinating things that are happening in the tech space whether it’s in academic research or analytics and Big Data,
Getting to Three Thousand Customers in Legal: iManage CEO Neil Araujo (Part 4)
Sramana Mitra: What’s the next major milestone? Neil Araujo: From a personal standpoint, the year I started iManage in 1995, I also applied to the Kellogg Business School because I never thought iMange would get off the ground. I thought of going to business school and getting an MBA. As iManage picked up steam, I
Getting to Three Thousand Customers in Legal: iManage CEO Neil Araujo (Part 3)
Sramana Mitra: How much did the first customers pay you to buy this software? Neil Araujo: What mattered for us at that point was that somebody was using it. They did pay us. It took two years. The second customer was more painful because it took six months. The story over there is you have
Getting to Three Thousand Customers in Legal: iManage CEO Neil Araujo (Part 2)
Sramana Mitra: Did you get this off the ground with some funding or bootstrapping? How did you get going and who were the first customers? Neil Araujo: It was through a combination of primarily bootstrapping and some funding. It was very hard for us to raise money at that point in time, particularly in the
Getting to Three Thousand Customers in Legal: iManage CEO Neil Araujo (Part 1)
If you haven’t already, please study our Bootstrapping Course and Investor Introductions page. Focusing precisely on designing a product strategy always helps scale. iManage has focused steadfastly on the legal process and the workflow thereof. Sramana Mitra: Let’s start at the very beginning of your personal journey. Where are you from? Where were you born, raised, and in what
