Smart City Use Cases and Opportunities: Jay Chandan, CEO of Gorilla Technology (Part 5)

Sramana Mitra: In those situations, they are the tier one system integrator and you come in as a tier two or tier three.

Jay Chandan: I’m happy being tier two. I wouldn’t call myself tier three today.

Sramana Mitra: Your genesis is Taiwan. Where are you getting the traction? Is it more in Southeast Asia?

Smart City Use Cases and Opportunities: Jay Chandan, CEO of Gorilla Technology (Part 4)

Sramana Mitra: The point that I’m probing here is, you have a cybersecurity business. Then you have a transportation management business. Is that the best way to manage a business to have such diversity? In each of those, you’re going to encounter pure play providers. Cybersecurity is an extraordinarily competitive market. You’re going to be facing all the competition from the cybersecurity world.

Smart City Use Cases and Opportunities: Jay Chandan, CEO of Gorilla Technology (Part 3)

Sramana Mitra: How do you do that? How do you intervene in reducing infractions?

Jay Chandan: That is by better traffic management at the intersections. We have a traffic management solution which we have built and deployed at a fraction of the cost.

Smart City Use Cases and Opportunities: Jay Chandan, CEO of Gorilla Technology (Part 2)

Sramana Mitra: Is it a product company or a services company?

Jay Chandan: It’s a mix. Today, about 60% of our revenue comes from product and about 40% from services.

Sramana Mitra: What’s in the product?

Smart City Use Cases and Opportunities: Jay Chandan, CEO of Gorilla Technology (Part 1)

Jay talks about Gorilla’s Smart City system integration business that heavily focuses on IoT security, analytics, and workflow. In the end, we discuss open problems that could warrant new entrepreneurs building startups around.

Sramana Mitra: Let’s start at the very beginning of your journey. Where are you from? Where were you born and raised? What kind of background?

Business Model Innovation in Digital Health: Bob Allison, Co-Founder of PEAR Health Labs (Part 7)

Sramana Mitra: What is the financial engineering that makes all this possible?

Bob Allison: They were cash and stock, but mostly stock. We used valuation methodologies and acquired the companies usually in their 100% state, so we didn’t eliminate people and would just buy the tech. We typically bought the people because we thought they were important to delivering expertise.

Business Model Innovation in Digital Health: Bob Allison, Co-Founder of PEAR Health Labs (Part 6)

Sramana Mitra: This is also very interesting from a technology entrepreneur’s point of view. Let’s say you focus on one of these specific use cases and you want to build a full-stack product to bring to market. That is a very dangerous path because it’s very expensive.

Very often, the people who have the technical expertise don’t have the B2C marketing expertise. Going with the credibility and the existing brand and feeding your technology expertise into the hands of people who do have that marketing expertise and brand presence is a very interesting way to go to market.

Business Model Innovation in Digital Health: Bob Allison, Co-Founder of PEAR Health Labs (Part 5)

Sramana Mitra: The business model is a development fee upfront. Then there’s a $1 to $2 royalty per user per month. That’s variable and it goes up and down. In some cases, the brands were charging for their app. In some cases, the app is free.

Bob Allison: Yes. I would say that we had some real lessons from all this. One was that big brands are often not that good at digital discussions with consumers. Large technical brands, even New Balance because they’re technical about their shoes, have their own issues about getting to real traction and a pretty low threshold for patience on their side. If you’re telling your CEO that sales are off and you’re spending $500,000 on digital solutions. They’ll say, “Why are we doing that?”