Sramana Mitra: What else is interesting strategically in how you’ve navigated the story so far? How many customers do you have now?
Vincent Yang: I think we have four or five dozen customers. The growth rate is actually pretty fast.
Sramana Mitra: What’s the pricing model? What’s the business model?
Vincent Yang: The core of EverString is to provide the predictive model. For every client, if they have multiple products, there will be multiple models running at the same time. For every single model, there is a predictive platform fee. It depends on the scale of the business. For some clients, we charge $30,000 to $100,000. >>>
Sramana Mitra: What is the business model? Is it a commission-based business model? How do you charge?
Taso Du Val: We take a percent of every single contract.
Sramana Mitra: Are you still based in Budapest?
Taso Du Val: No, I’m mostly based in New York and Moscow at the moment. That’s where I’m spending the majority of my time. >>>
Sramana Mitra: Let’s take that on a more granular basis. What year are we talking when you decided, two years in, to give up?
Taso Du Val: That was probably around 2012. In 2012, we said, “Maybe we should figure something else out.” That was two years after we started the company.
Sramana Mitra: Who’s we? Who else was in the project?
Taso Du Val: My co-founder, Breanden Beneschott. After I started it in 2010, I ended up teaming up with my co-founder. He was still at Princeton University studying Chemical Engineering. Funny enough, he was actually one of the clients of Toptal. >>>
Vincent Yang: We use, what we call, topic modelling to analyze every single news. For example, is this company acquiring the other company? Is this news about conference sponsorship? How do we know how strong an implication is? We have no idea. That’s the point where we have to rely on machine learning. Machine learning will be very helpful for us in figuring out the correlation of every single business indicator to the final outcome. We analyze tens of thousands of features and also millions of combination of features to find the correlation factors of all of those.
Sramana Mitra: Where did you find your early traction? Was it in the technology industry? >>>
Sramana Mitra: You’re more of a freelance engineering talent exchange?
Taso Du Val: That’s accurate. We think of ourselves as Uber for engineers. It’s funny. A lot of companies have pitched this.
Sramana Mitra: Let’s go from there. At 25, this is what you decided you wanted to do. How did you get the business going?
Taso Du Val: I started to do software consulting with a few individuals, and then contracting out engineers to them that were already working with me. I had individuals in Russia, Argentina, and other places who I was working with for my startup. >>>
Sramana Mitra: I’m going to start asking you very deep questions because I did a startup in the sales lead generation area back in 1997. It used NLP and the whole AI stream. It was a bit early. It was well before the Internet had completely established itself. I know a lot about this area in general. Tell me more specifically about exactly what you do by applying your technology to the sales lead generation.
Vincent Yang: We have two use cases. First, we come into any company. We say, “Let us link to your internal work flow data whether it’s CRM or marketing automation data because we want to learn who, historically, are your good leads and who are the bad leads.” We do this for labeling. Then we start using our crawling engines to crawl every single information about those leads.
The underlying assumption is there must be something in common about those good leads. Why are they all converting? Why do those leads that you interact with never convert? We wanted to use a mathematical formula to describe it. This is what we call audience selection. >>>
Sramana Mitra: Tell me more about your thinking around that. It sounds like there’s a philosophy around being self-financed. You must be getting lots of calls from private equity all the time.
Faisal Husain: Yes, we’ve been getting calls for several years. I have met all of them and am on fairly good terms with them. In one or two cases, I’ve even gone down the road of bringing an investor on board. Twice now, I have walked away from the altar. First of all, capital is a business need. As a business that is profitable and is generating cash flows, we do have a source of capital that we use for our growth. On top of that, we have been working with developing good relationships with banks. I can always use more capital.
As a person who has built up his business and brought it to $300 million by myself, I’m hesitant about outside ownership in the company that is only in it for short-term financial gain and doesn’t really care about the soul of the company. >>>
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There’s a lot of controversy around whether virtual teams scale. Taso Du Val has scaled a sizeable business using a virtual team. Read on to learn more.
Sramana Mitra: Let’s start at the very beginning of your personal entrepreneurial journey. Where are you from? Where were you born and raised? What kind of background?
Taso Du Val: I grew up in Massachusetts and Westchester, New York. I’m a high school dropout who started Toptal at the age of 25.
Sramana Mitra: What was going on in your life around 25 that led you to start Toptal? >>>