Bootstrapping with a Paycheck: Axosoft CEO Hamid Shojaee (Part 6)

Sramana Mitra: This whole phenomenon of having employees do intrapreneurship is a big trend that we’re looking at a lot. In our incubation program, we do a lot of corporate incubation. We have this Incubator-in-a-Box program that a bunch of corporations are using to layer their own incubation programs. We run, for example, a large program at Oracle where Oracle does this Oracle-1M/1M intrapreneurship challenge where employees are encourage to compete for 1M/1M scholarship. We’re very familiar of what you’re talking about. It’s a smart way to both keep employees motivated as well as fish for ideas that could become sizeable businesses.

Hamid Shojaee: Right, that’s exactly what the intent is.

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Bootstrapping with a Paycheck: Axosoft CEO Hamid Shojaee (Part 5)

Sramana Mitra: Talk to me a little bit about competition. This is very standard, right? Going from an on-premise to SaaS subscription model, businesses will always take a hit and then come back to a growth path. That’s very standard process. My next question is more a question on competitive landscape ecosystem. What is your positioning? What makes customers choose you over other competitors and who are those competitors?

Hamid Shojaee: Our biggest and most successful competitor has been Atlassian.

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Bootstrapping with a Paycheck: Axosoft CEO Hamid Shojaee (Part 1)

If you haven’t already, please study our Bootstrapping Course and Investor Introductions page.

Bootstrapping using a paycheck is a real trend. Here’s one more case study!

Sramana Mitra: Hamid, tell us a bit about yourself. Where were you born and raised and in what kind of background?

Hamid Shojaee: I was born and raised in Iran. I was 10 years old when we moved to the United States.

Sramana Mitra: What time frame was this?

Hamid Shojaee: I was born in 1973. I was there until about the end of 1983.

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Student Entrepreneur to $10M+ in Revenue Without Dropping Out: Course Hero CEO Andrew Grauer (Part 7)

Sramana Mitra: You focused on getting to a business model. Part of the problem at the Valley right now is that people just go and build things without figuring out a business model. As a result, they have huge burn rates and no monetization model. That doesn’t create a sustainable company. That whole model is predicated upon some fluke acquisition. Otherwise, you cannot sustain that model. Your model is much more sustainable.

You said you were very conscious about the burn rate. Can you talk a little bit about how you built your team? What areas did you put in people?

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YCombinator’s Further Evolution Into A Seed Fund

YCombinator has just announced that it will replace its $17k for 7% pre-seed equity investment with a $120k for 7% seed investment deal. From the WSJ:

Previously Y Combinator’s standard deal was about $17,000 for 7% of the company, plus an $80,000 note from a group of venture investors and firms eventually known as YCVC, which most recently included Andreessen Horowitz, General Catalyst, Maverick Capital and Khosla Ventures.

So, startups will now get $120,000 from Y Combinator, instead of $97,000 from a combination of Y Combinator and select venture firms. That means the implicit valuation for YC startups rises to about $1.7 million from the previous $1.4 million (YC might deviate from the standard deal “in exceptional cases,” presumably for an ultra-hot startup that merited a higher valuation).

The $120,000 will come directly from YC and a fund it manages that has limited partners, though the accelerator itself has no limited partners, Altman said.

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Student Entrepreneur to $10M+ in Revenue Without Dropping Out: Course Hero CEO Andrew Grauer (Part 6)

Andrew Grauer: Then, moving on to the other question on the engagement level, engagement is quite high. I think the difference between other online education sites like Coursera and edX is that their users are looking just to learn for learning sake. Our supplemental resources are really focused on helping students who are already enrolled in the course and there is a requirement where there’s a large incentive for them to complete and do well in the course. If they can really get an edge and make sure that they master the course, this will be a major motivation to use Course Hero.

Sramana Mitra: Are you saying that your 150,000 subscribers are all active users?

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Student Entrepreneur to $10M+ in Revenue Without Dropping Out: Course Hero CEO Andrew Grauer (Part 5)

Sramana Mitra: From the end user’s perspective, is the end user using your platform largely in a web self-service mode? What percentage of that user uses self-service versus a tutor assisted usage?

Andrew Grauer: It’s probably going to be something like 70% to 80% self-service.

Sramana Mitra: I’m trying to gauge how big the tutoring phenomenon is in this community versus people just using the materials and teaching themselves.

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Student Entrepreneur to $10M+ in Revenue Without Dropping Out: Course Hero CEO Andrew Grauer (Part 4)

Sramana Mitra: You were doing college level courses?

Andrew Grauer: Yes, we focused on US colleges. Then, we expanded internationally as well and now we’re just starting to go into high school.

Sramana Mitra: Within those colleges, was there any bias in terms of courses?

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