Jory Lamb: In the middle of 2007, I moved to Denver to get things off the ground in the US market. In the early years in Houston, the company was a bit of a revolving door. It was really hard to retain the staff. Again, I made another error, for which I’m smarter today. I kept hiring staff, sticking them
Sramana Mitra: Right now, we don’t have any visibility into how you built the business. I understand that you opened offices here and there, but I need mechanics of how you built the business. You built your product on top of SAP. Was SAP helping you generate leads in the oil and gas industry or
Sramana Mitra: I’m with you that you set that up as a separate entity, ran by a full-time manager, and you focused on oil and gas contract software development. That’s where we are, right? Jory Lamb: We focused on oil and gas commercial software products that would sit on top of SAP. We got out
Sramana Mitra: What was the go-to-market? Was it the same? You identified some influencers, sold to influencers, and then leveraged them to sell to the rest of the market, is that right? Jory Lamb: It was a little bit different, but we started that way. We went into an area of influencers. We worked with consulting
Sramana Mitra: Let me see if we’ve got what you’re trying to say here. You got it off by providing training to farmers in Canada. That was the primary revenue-generating business that went on in the beginning. At some point in that time frame, you were offered to do a custom software development work by