I want to turn the spotlight on serial entrepreneurs, and open a discussion on what drives them, and if you want to become a serial entrepreneur, what can you learn from the lives, careers and choices of other successful serial entrepreneurs.
[This discussion is getting really interesting … please chime in, folks …] I am trying to figure out the seriousness of something that I see is going on in Silicon Valley and elsewhere. I need your help to understand the phenomenon, and would appreciate if you engage in this thread and offer your perspective. VCs
Michael Arrington’s blog is normally a News venue. It doesn’t carry a lot of thoughtful analysis. However, he wrote an article recently called The Twice Shy Entrepreneur which is thought provoking. His core question is, are the entrepreneurs who were around before the dotcom crash risk averse compared to those that came after the crash?
SM: What would you like to conclude with? It seems like you are at a place in your life where you are building this company to a significant size and this is your life’s effort a built to last company versus built to flip. What are your departing thoughts? ZR: A couple of things come
SM: Listening to what you have said so far, you are going after businesses or segments which have a multi-channel dynamic. Not every industry has that. ZR: You are right about this, but a multi-channel is just one dimension. In areas where there are complexities of business, it can happen by multi-channel, complex pricing, globalization
SM: How much money did you raise? ZR: We raised about $42M from Accel and Accel KKR in June of 2000. We also had a couple of private Silicon Valley luminaries who invested in the Company. Eric Schmidt, the CEO of Google is an investor. Mark Andreesen, who co-founded Netscape, is also an investor. The
SM: Where are you now in terms of size, market landscape, positioning? ZR: Model N right now is a leader in revenue management in the life sciences and semiconductor verticals. The life sciences market is a more complicated market. It is segmented into medical device and biotechnology. These are two distinct markets. The company has
SM: Besides culture issues, can you talk about the business strategy decisions that helped you survive the perfect storm? ZR: A big key for us was maintaining focus. When we started the company, our two first deals out of the gate were $2M each. Then the perfect storm happened, and we could complain about it.