Personalized Alerts In The Enterprise: xMatters CEO Troy McAlpin (Part 6)

SM: What is the hardest decision you have had to make as you were building this company? TM: In 2004 I had to recognize that we still did not have the right product. That was the hardest decision I have had to make with this company. We started with the wrong product, customized it for

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Personalized Alerts In The Enterprise: xMatters CEO Troy McAlpin (Part 5)

SM: So these companies had different pagers for each IT system? TM: Yes. It was even more problematic as firms globalized their IT infrastructure. None of the IT management companies focused on the person involved in IT; they focused only on the component monitoring.

Personalized Alerts In The Enterprise: xMatters CEO Troy McAlpin (Part 4)

SM: People who have made career moves like yours, which are risky, can do wonders for their careers. Nobody at that time was going to hire you to be CEO of Microsoft. Instead, you can take a bad project and turn it around. In the end it becomes a great move. TM: There are a

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Personalized Alerts In The Enterprise: xMatters CEO Troy McAlpin (Part 3)

SM: Where did you go from there? TM: By then I was twenty-seven, and I thought I was ready to be a CEO. It boggles my mind how crazy I was. The reality is that I was ready in some ways, and I was still very naïve in other ways. When I look at some

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Personalized Alerts In The Enterprise: xMatters CEO Troy McAlpin (Part 2)

SM: What did you find? What were you looking for? TM: I found a wild, crazy entrepreneur who needed help here in the Bay Area. The company was called Intelligent Choice Refreshment Company. He wanted to create a healthy cola.

Personalized Alerts In The Enterprise: xMatters CEO Troy McAlpin (Part 1)

SM: Troy, let’s begin by looking into your past. Where does your story begin? TM: I am from the Bay Area. I was raised by a disabled single mother, and I was the oldest in the family. I had a younger sister and learned responsibility very early.

Child Entrepreneur Caleb Sima: Cofounder Of SPI Dynamics (Part 7)

SM: How large did SPI become? CS: We ended at 165 people with close to $26 million in revenue by the time we were acquired in 2007.

Child Entrepreneur Caleb Sima: Cofounder Of SPI Dynamics (Part 6)

SM: How did you approach the financing phase of your business? Was there an angel community in Atlanta that you were able to plug into? CS: Atlanta is not known for its angel investment scene. We knew a gentleman who had sold his company in the 1990s and made a lot of money. He believed

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