Bootstrapping to $10M+ from North Carolina: Carl Ryden, CEO of PrecisionLender (Part 1)

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Carl and his co-founders have bootstrapped Precision Lender to over $10M from North Carolina. It’s a superb story, including how the company has formulated an AI agent Andi.

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 kind of background?

Carl Ryden: I was born in North Carolina. I grew up in eastern North Carolina in a little town called Goldsboro. Folks don’t >>>

Can You Use Services to Bootstrap a Product Company?

Can you bootstrap a Product company using Services?

Most certainly you can.

Watch this inspiring 1 minute 27 seconds video and learn how:

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Bootstrapping to $100 Million Plus: Ultra Mobile Chief Strategy Officer Rizwan Kassim (Part 7)

Sramana Mitra: What strategic moves are worth discussing in your business-building process that people can learn from? What are some of the moves that you’ve made that have really worked or have not worked? What can we learn from that?

Rizwan Kassim: One of the most interesting points of a prepaid model is you effectively get a float. If someone pays for wireless service on January 1st, its cost is paid later in the year. You get a float from your subscribers and that’s allowed a certain amount of growth as long as you continue growing. You don’t need much capital. That was a huge >>>

Bootstrapping to $100 Million Plus: Ultra Mobile Chief Strategy Officer Rizwan Kassim (Part 6)

Sramana Mitra: Pinpoint for me the strategy for growth.

Rizwan Kassim: First was having the right distribution. This is a business that was about distribution.

Sramana Mitra: What was the distribution strategy?

Rizwan Kassim: These cellphone shops are used to getting screwed by the carriers. Sometimes they don’t get paid commissions. Sometimes they don’t get treated well. We had the ethics of doing right by the dealer. We always pay >>>

Bootstrapping to $100 Million Plus: Ultra Mobile Chief Strategy Officer Rizwan Kassim (Part 5)

Sramana Mitra: Let me try to understand this. At the end of the day, the value proposition that you were offering was international calling at affordable rates from anywhere in the world to anywhere in the world.

Rizwan Kassim: No, it would be their US cellphone service. Instead of using Verizon or AT&T, they would use Ultra as their phone service. Many of the people who are calling internationally are also first-generation immigrants. We entered a marketplace that exists already. It’s called the independent wireless channel. ABC Wireless sells a number of >>>

Bootstrapping to $100 Million Plus: Ultra Mobile Chief Strategy Officer Rizwan Kassim (Part 4)

Rizwan Kassim: There’s also a term in telco called breakage. If you sell 500 minutes to someone at two cents a minute, they don’t necessarily use all 500 minutes. That helps with forward pricing. We spent a lot of time on what sort of message communicated best with first-generation Indians. We used people we knew. This was the time when A/B testing was considered new technology.

Sramana Mitra: Why did you decide to move on from this business or put this business on lower gear? It sounds like you switched gears to something else. >>>

Bootstrapping to $100 Million Plus: Ultra Mobile Chief Strategy Officer Rizwan Kassim (Part 3)

Sramana Mitra: We should probably step through that. That’s your first technology entrepreneurship, right?

Rizwan Kassim: That’s the first one that hit any sort of scale.

Sramana Mitra: You started that in the 2006 to 2007 period?

Rizwan Kassim: The company was founded in 2006. >>>

Bootstrapping to $100 Million Plus: Ultra Mobile Chief Strategy Officer Rizwan Kassim (Part 2)

Sramana Mitra: In 2006 you finally graduated. What happened after that?

Rizwan Kassim: I worked at a couple of companies. I did some technology consulting. I worked at a restaurant startup that was started by Nolan Bushnell, the founder of Atari. I was the Director of Engineering there. I was there for a few years. Then the iPhone came out and redefined how people looked at touch screens. The business never recovered from that.

Restauranting is also a very difficult business. While I was working there, I met a man named David Glickman who is now >>>