Thought Leaders in Big Data: Ed Walsh, CEO of Catalogic Software (Part 1)

Part of big data is exploding data inside of the enterprises. Ed Walsh draws our attention to a specific problem domain: Copy Data Management.

Sramana Mitra: Let’s start with introducing yourself as well as Catalogic Software so that our audience has a little bit of context about this conversation.

Ed Walsh: I’m the CEO of Catalogic Software. This is my fourth VC-backed CEO engagement. To provide a little history, I was the CEO of a company called Avamar. It’s now a $800 million business inside EMC. The next one was Virtual Iron Software. It was a late stage venture-backed startup providing server virtualization software. The last one is Storwize, which was acquired by IBM. I started my current business about six months ago. It’s a spin-out and its technology is by a company called Catalogic Software. We focused on the overall challenge of copy data management. That might be a new word. It is basically the challenge of enterprise storage infrastructure with data growing 35% year to year. It’s hard to keep up with. >>>

Thought Leaders in Internet of Things: Tony Paine, CEO of Kepware (Part 1)

Internet of Things has actually been around for a while, especially in the industrial automation space. Kepware Technologies has been catering to the needs of that industry for 20 years. Let’s discuss why things are accelerating now and where the gaps are.

Sramana Mitra: Let’s start with introducing our audience to yourself as well as Kepware.

Tony Paine: I’m the CEO of Kepware Technologies. Kepware is a software company focused on communications software for the industrial automation market. We’ve been around since 1995. We started Kepware in order to fulfil the need in the market for a low-cost human machine interface product for the industrial space. Such a product would allow you to visualize what’s going on within a plant. When we started the company, standards to exchange information between applications from different vendors >>>

Scaling a Cloud Telephony Company in India: Knowlarity CEO Ambarish Gupta (Part 6)

Sramana Mitra: What’s his background? What did he do after IIT?

Ambarish Gupta: Like most IIT guys, he went to Silicon Valley and worked for startups for eight to nine years. I got him back. He was also my colleague in McKinsey in the Pittsburgh office. He has a PhD in Highway Engineering from the University of Illinois. Then, he worked in McKinsey for four years. A lot of people in the product team working on this platform are people who have returned from the Valley. >>>

Scaling a Cloud Telephony Company in India: Knowlarity CEO Ambarish Gupta (Part 5)

Sramana Mitra: What kind of companies do you recruit as channel partners?

Ambarish Gupta: These are like a tiny version of SIs in India. SMBs in India for their technical support requirements depend on large local companies who for example distribute laptops, computers, and computer accessories.

Sramana Mitra: How do you find them? >>>

Billion Dollar Unicorns: Will Box Implode Post IPO?

There is no shortage of private Billion Dollar Unicorns today given the feeding frenzy that VCs are partaking in by investing in late-stage ventures at astronomical valuations. In fact, of late, fund managers have been thoroughly irresponsible by investing at sky rocketing and sometimes senseless valuations giving rise to a slew of private startups that may not have the luxury of a public market exit at similar valuations. One such company is cloud storage services provider Box, which continues to struggle with its IPO pricing and timing.

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Achieving Product-Market Fit That Allows You to Build Billion Dollar Unicorns: Gaurav Dhillon, Founder of Informatica and SnapLogic (Part 7)

Sramana Mitra: Help me rationalize what’s happening right now in the market regarding late-stage valuation bubbles. We have two kinds of bubbles in the startup venture world. One is in the seed capital. In 2013, 70,000 companies were angel-financed. That’s too much actually. It’s great that they got angel-funded, but then if you look at the next level, it’s 1,000 venture funding or 70,000 paired down to 1,000. Technically, those companies probably need to be bootstrapped and they’re not going to be scalable venture-scale companies, which should not have been funded in the first place. A lot of people are going to take tax right off. That’s one part of the bubble.

I actually don’t think the early-stage venture capital Series A and Series B is in that much of a bubble. It’s more in the Series C, Series D, and in some cases, Series E, that is completely out of control valuation, right? Part of the issue that we’re going to have to resolve somehow is that the public market is not in a bubble. What is your analysis of this market? You recently raised money. What was your experience in navigating this market?
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Achieving Product-Market Fit That Allows You to Build Billion Dollar Unicorns: Gaurav Dhillon, Founder of Informatica and SnapLogic (Part 6)

Sramana Mitra: This time around, are there any surprises in the product market fit process? You repeated the same process, I imagine.

Gaurav Dhillon: The same thing but with a twist. With Informatica, the timing was spot on. The change was happening in a big way. Year 2000 was coming. From the time we raised venture capital in 1995 to the time we got to $50 to $60 million in revenue in 1999, our timing was spot on. With SnapLogic, our timing was a little bit early. We had built out this technology. We had SnapLogic running on AWS in 2008. That’s like seven years ago. Enterprises weren’t there yet.

If you look at SaaS at that time, SaaS was a mid-market phenomenon. Among people using SaaS today, the majority of revenues and by far, the vast majority of profits for SaaS companies are coming from the enterprise. In fact, Workday is an enterprise-only SaaS company. They don’t even sell to mid-market. Their average deal size is probably $2 million. All these things were just coming out at that time. I think we were slightly early. Of course, we had the technology. >>>

Thought Leaders in Big Data: Damon Ragusa, CEO of ThinkVine (Part 5)

Sramana Mitra: Pushing that thread forward, let me then ask you an industry level question. Where are the technology gaps? It seems like the analytics infrastructure is lacking in a lot of the inventory that is sitting there. For example, online videos is very big right now. At the same time, for a lot of the online video platforms, while it’s engaging content and video advertising, what exactly is the analytics infrastructure lacking in terms of effectiveness of the advertising.

Damon Ragusa: Obviously, I’m biased. If you pull the right data out of those platforms, which you should be able to, there are plenty of good technologies. Part of the problem is some of the emerging media platforms can be protective of that information so there’s a lack of transparency in terms of data coming out of that. It all comes down to how you fill a bigger gap between analytics platform and data to support smarter decisions. One of the biggest buzzwords right now is programmatic buying—the ability to automate the acquisition of digital media. The real advantage of programmatic buying is the ability to take super-targeted information to play and make those buying decisions. >>>