On Kickstarter, Casey Hopkins of Portland, Oregon, set out to raise $75,000 to create the Elevation Dock for the iPhone. He ended up raising $1,464,706 from 12,521 backers.
He saw a problem. He found a solution. And the marketplace responded with a huge demand for his product.
He was one of the first companies to break the $1 million fundraising mark on Kickstarter, according to Silicon Florist, which has been following Hopkins’ story from the beginning.
Now a couple of Austinites hope their “The Mounty,” a simple, durable mount for the iPhone and other smartphones of similar dimensions will be a big hit. It was designed to work on a bike’s handlebars but it has many other uses for mounting on baby strollers, shopping carts and more. So far, Eleanor and Kevin have raised $10,303 from 266 backers on Kickstarter. Their project will not be funded if they don’t reach their goal of $29,000 in the next nine days. Watch the video and the back these innovative product designers. The Mounty looks like a useful tool for anyone with a smartphone. Full disclosure: I backed The Mounty with a $20 donation.
Author: LauraLorek@gmail.com (Page 337 of 352)
LauraLorek@gmail.com
BY L.A. LOREK
Founder of Silicon Hills News
The buzz surrounding the Initial Public Offering of Facebook and the billions Mark Zuckerberg will receive might make people think that running a startup leads to fame, fortune and fun.
But several entrepreneurs offered up a different view at the Texas Venture Labs “Been There, Done That” panel last week at the University of Texas’ McCombs School of Business. The panel was made up of alumni of the Texas Venture Labs Investment Competition. They also served as judges for the finals competition.
“Expect extreme highs and extreme lows,” said Robert Reeves, director of the IT and Wireless Portfolio at the Austin Technology Incubator. He cofounded Phurnace Software with Daniel Nelson. They won the Texas Venture Labs Competition in 2006. They went on to raise $5 million in venture capital from S3 Ventures and in 2010 sold Phurnace Software to BMC Software.
“You have got to have a certain intestinal fortitude that you don’t have yet, but you’ll get there,” Reeves told the audience of about 100.
Jay Manickam, UT class of 2004, started UShip with two other UT graduate students: Matt Chasen and Shawn Bose. They entered the TVL Competition during its second year and they finished in last place.
Since graduating from UT, Manickam and his cofounders have raised a little more than $7.5 million in two rounds of funding and now have 100 employees at UShip. The company also recently launched a reality TV show on A&E called “Shipping Wars.”
“It’s not where you finish in this competition, it’s the fact that you’ve done it,” said Rob Adams, director of the TVL Investment Competition. “I was an investor at the time and I turned the deal down.”
“In the first stages, things are very, very emotional,” said Hassan Johnson, who created ThaTrunk while at UT as a platform for hip-hop artists. “It’s a rollercoaster, just enjoy.”
ThaTrunk has since evolved into a mobile proximity sharing app for creative content. It was one of TVL’s first portfolio companies. Last summer, Hassan participated in DreamIt Ventures accelerator in Philadelphia and has raised six figures in angel investments.
“Now we’re back on the fundraising trail,” Johnson said.
Angel networks, in general, play a vital role in any entrepreneurial venture, said Jeff Harbach, he serves as executive director of the Central Texas Angel Network. He also owns several small businesses including two 7-Eleven convenience stores. He received his MBA from UT where he co-founded Texas Venture Labs.
He advised entrepreneurs to start off going to the local angel network, accelerators and incubators.
“Start getting feedback as soon as you can,” Harbach said. “Be active in your ecosystem.”
A big mistake entrepreneurs make when talking to potential funders is saying they need money right off the bat, Harbach said.
“That’s the wrong way to go about it,” Harbach said. “If you’re looking for money, ask for advice. If you’re looking for advice, ask for money.”
Texas Venture Labs works closely with the Central Texas Angel Network, Adams said.
“If you look at how deals get funded in today’s environment it’s usually an angel type investment,” he said.
One of the biggest highs as a new entrepreneur comes from getting a customer’s first payment, said Sangram Kadam, who received his UT MBA in 2010 and co-founded Ordoro, inventory management software for online retailers.
But for every customer that says yes, 100 will say no, he said.
Ordoro received a $600,000 angel investment late last year.
“Since then we’ve been growing fast and furious,” Kadam said.
But as a startup founder, he’s gone without a salary and he has eaten many meals consisting of raman noodles.
Aaron Lyons, who finished his MBA in 2011, has launched a restaurant concept called Urban Dish. He’s raised $600,000 toward a $700,000 goal to fund his company.
To launch his venture, Lyons sold his car.
“I got real familiar with the bus schedule,” he said.
He also maxed out a lot of credit cards.
“Just in a day, you hit huge highs and huge lows,” Lyons said. “I’ve gotten used to something bad happening tomorrow, “ if he gets a huge check from a funder or some other good news.
When asked when is the right time to start a company, Johnson said “right after school.” That’s when you’re used to being poor. If you go work for a big company, you might get used to the perks and nice environment, he said.
Reeves said “another good time to start it is after you get fired.” He referred to unemployment checks as startup capital.
Reeves and Manickam also said it really helps to have a technical founder.
“We didn’t have one,” Manickam said. “Nowadays it’s almost a prerequisite.”
“You’ve got to have a geek on staff,” Reeves said. “No one is gong to fund anything with just a Powerpoint presentation.”
Make sure to get family support on your venture, Lyons said.
“If you do have someone else in your life, it’s not just you making the decisions,” he said. “It can add additional strain and pressure. When you have a family to support, you just have that much more on your shoulders.”
But families can also support your venture.
Reeves said his wife “called me on my bullshit.” She supported him, but she also kept him grounded.
“It’s important not to have just a good coach but an ass kicker,” Reeves said.
When seeking investment capital, always check out the profile of the investor to find out what they back, Reeves said.
“Meet the investors on a regular basis,” Kadam said.
Also, share your idea with people who will listen, Harbach said. “Get their feedback.”
The idea is all about the execution, he said. And feedback is essential, he said. The Central Texas Angel Network has office hours on Wednesday from 9 to 11 a.m. at Mozart’s coffeehouse.
Also, things take longer than you expect, Reeves said.
“Much, much longer,” he said.
Never come back from having coffee with a potential investor and tell your significant other you’re getting funding, he said. He made the mistake of doing that.
“Keep your perspective. This is one of many meetings. Tell everyone about your venture,” Manickham said. “Live it. Be proud of what you’re doing. You never know who will be able to help you.”
The startup eyeQ won the 2012 Texas Venture Labs Investment Competition Finals last night at the University of Texas’s McCombs School of Business.
The founders, Michael Garel, CEO, and Harish Jayakumar, CTO, beat 15 other teams during the semifinals held earlier in February and three teams in the finals. The students will receive their MBAs this year. As winner of the competition, eyeQ receives a one-year membership and an office in the Austin Technology Incubator. eyeQ will also go on to compete in the 2012 Global Venture Labs Investment Competition that will be held in Austin in early May.
eyeQ's founders Michael Garel and Harish Jayakumar pitch their company
eyeQ has a system to monitor consumer purchasing behavior which includes in-store cameras, analytical software and a smart screen. The system is designed to encourage consumers to buy products in the store instead of going online to make a purchase.
Every month, people use Amazon’s smart phone price scanning app to do about 20 million product searches, Garel said. That means the consumers go to the store to evaluate the product they want to buy and then they scan it with their phones and buy it online.
“Something needs to be done to prevent these online retailers from hijacking sales from brick and mortar stores,” Garel said.
A $17 billion market exists for analyzing and influencing consumer behavior, he said.
“Retail stores have a compelling need to understand and influence consumer purchasing behavior and provide an “online” experience in store,” Garel said.
That’s where eyeQ comes in. It monitors consumer purchase behavior at the shelf level with eyeQ’s dedicated camera, software and server. The system can then offer the consumer product information on a smart screen at the shelf and display a special price if the consumer buys in the next 60 minutes.
eyeQ has entered into a beta test at Golfsmith’s stores. It then plans to approach Home Depot, Costco Wholesale and other retailers like Target, Lowe’s and Best Buy
eyeQ is seeking to raise $450,000 to finish development and do the initial deployment of its system this year. Next year, eyeQ plans to raise another $850,000 to expand to 30 stores. Its goal is to be in 220 stores by 2014. The founders have already invested $44,000 in the project.
eyeQ competed against Embarkly, Athena Laboratories and Simple Invest.
Rob Adams, director of the Venture Labs Investment Competition, announcing eyeQ as the winner
“The rest of the competitors were too evenly matched,” he said.
One of the competitors was Embarkly, a pet boarding service, seeking to become the “Expedia” of the $2 billion industry.The service helps pet owners make reservations at pet boarding facilities, said Travis Skelly, one of its founders. Nicole Dimetman is the cofounder and CEO.
“The problem is that finding a place to board my pet sucks,” Skelly said. “It’s time consuming, inconvenient and just dropping a dog off at some random location is not ideal.”
The Embarkly online marketplace allows users to log on and make a reservation at a boarding facility with little hassle, Skelly said.
Skelly estimates the company could achieve potential annual revenue of $72.5 million with a 10 percent market stake. It faces competition from Findpetcare.com, Petbookings.com, Dogboarding.com and others. The company makes money by generating leads for pet boarding facilities.
Embarkly is seeking $400,000 financing.
Simple Invest showed off its cloud-based automated platform that enables investors to diversify and rebalance their portfolio and improve their long-term investment results.
Texas Longhorn Network interviews Rohit Sharma, CEO of Simple Invest
His product is aimed at the 96 million people in the U.S. with portfolios of $100,000 to $1 million.
Those investors have to chose among 7581 mutual funds and more than 4,500 broker dealers.
“The market is large,” Sharma said. “There is a genuine pain point.”
Next year, Simple Invest launches with five beta users. It plans to expand to 187,500 users by 2021 and revenue of $34 million.
Its competitors include spreadsheets, financial advisors, product providers and financial software.
Sharma is seeking $550,000 preferred equity for 17 percent stake in Simple Invest.
Athena Laboratories pitched its patented laser treatment for cellulite called FemtoSmooth.
FemtoSmooth is a pain-free, effective, cellulite removal involving a cool laser technology, which is high intensity laser treatment for a very short duration. It effectively treats the cause of cellulite and it’s minimally invasive. It only requires one treatment, which takes 20 to 30 minutes.
Athena Laboratories had the largest management team of all the competitors. The team is comprised of Albert Alvarez, Alex Garcia, Dr. Wendell Craig Johnson, Wayne P. Whitmore, Ravine Woods and Yewen (Wendy) Wu.
The cellulite treatment industry is a $6 billion market in the U.S. with 85 percent of women and 25 percent of men affected by cellulite, said Woods.
“There’s a market demand for an effective treatment for cellulite,” Woods said. “Over the last 10 years – cosmetic minimally invasive procedures are up 110 percent and cellulite treatments are up 30 percent.’’
So far, FemtoSmooth’s inventors have invested $1.4 million and they have 14 patents on the technology. The team is seeking another $7.5 million to take the product to market.
The company projects $45 million in revenue by 2017.
Last month, Austin-based Famigo conducted a study and analyzed information from 1000 random usage samples from Famigo Sandbox (its free Android app) and uncovered some surprising insights into how families are using mobile media, according to Sarah Combs, spokeswoman with Famigo.
Famigo compiled the infographic below from the findings of its study.
“A few of the key takeaways are that: 88% of the apps that families download and use are free, revealing a reluctance to pay for content. Casual and puzzle games are the most played in terms of app category, followed closely by education apps. Angry Birds, the most well known free casual game, remains the most popular among families,” according to Combs.
By all accounts, Rackspace Hosting is a fun place to work.
It ends up on lots of lists for best places to work including this one. It’s San Antonio’s largest high-tech employer and has an office in Austin and San Francisco.
But who loves their job enough to want to get married there? A couple of “Rackers” – the company name for its employees. Last week, Nathan and Meghan Spells tied the knot at Rackspace’s headquarters, which is dubbed “The Castle.”
On that same day, Friday, Feb. 10, Racker David Sims took his camera around the company and produced this video, which gives a good insight into what it’s like to work at Rackspace.
Disclosure: Rackspace is a sponsor of Silicon Hills News
By Luke Carrière
Special contributor to Silicon Hills News
Ever wanted to start a company but didn’t know the exact market or have the exact expertise? 3 Day Startup is teaming up with HomeAway, a recently IPO-ed Austin startup, to challenge, inspire, and help students and recent graduates to create companies in the travel space. The goal is to meet co-founders, work with great mentors, and build momentum for your new tech startup. We would like to invite you to apply to this exciting new event, which will be held the weekend of April 13th to April 15th. Please apply as soon as possible as we have rolling admissions.
We’ll combine the regular 3DS format – sixty hours of little sleep, high intensity doing, including market validation, prototyping, business model generation, etc – with HomeAway’s unique insights in the travel industry to help you create new companies. HomeAway has generously agreed to donate access to their API, their top executives, and has agreed to host free boot camps on the travel space in general and specifically, the $85 billion vacation rental market. The experiment here is simple: what happens when you combine 40 brilliant participants, 3DS’ proven methods for company creation, and the insights and expertise of a $2 billion company? As always, you, the participants will own the company. (That’s right, HomeAway isn’t taking any equity in companies that come out of the weekend, although they have acquired a lot of companies (16) in the past few years.)
Accepted participants will be mentored by some of HomeAway’s finest employees, including Chief Technology Officer Ross Buhrdorf. Over a dozen rockstars from HomeAway’s engineering, marketing, and sales departments will also be on hand at the event to help you build your companies. If you’re interested in participating in this unique new event, please click here to apply.
This is a sponsored post.
Photo: PRWeb / Copyright: Stadler Studio Do not reproduce without permission.
In the 2012 World Tech M&A Report, Carter noted that “SaaS continues to be the hottest segment of the application software sector. Growth rates of SaaS are over twice that of on-premise solutions.”
SaaS University provides the hard data and practical execution strategies SaaS and cloud applications companies need in order to take advantage of this growth. The event includes 28 separate sessions, including SaaS sales and marketing, finances and transition to SaaS. Attendees also receive a complimentary subscription to the monthly Softletter publication, which provides valuable benchmarks and proprietary industry data.
Ward Carter is Chairman of the Corum Group, the leading seller of privately held software and related technology companies. Corum has done landmark SaaS merger and other transactions with many of the leaders in the SaaS field including Salesforce.com and Concur. Ward has personally been at the vanguard of the SaaS revolution, running many of the leading valuation and negotiation forums. He was also a contributor for nearly five years with Softletter and other leading software industry pubications as an expert on topics related to software and technology M&A.
The half-day “Selling Up, Selling Out” workshop helps software entrepreneurs to prepare, position, research, value, negotiate and execute due diligence for maximum price and structure. It is the most attended technology M&A event ever, with participants having achieved over $1 trillion in transaction value.
To register for this event, please visit the SaaS University website.
About Ward Carter:
Mr. Carter’s technology background includes field and management positions with Burroughs Corporation (later Unisys). Later, as vice president of a Wall Street investment firm and as a principal in a regional venture capital firm, Mr. Carter raised funds for ventures in computer hardware, software, and biotech. As an executive for a Seattle-based archival storage software company he attracted venture capital and assisted in the eventual acquisition of the company. As the president of InfoMatrix, and later of Discovery Sales + Marketing, Mr. Carter provided strategic consulting support to emerging software companies.
In 1997 Mr. Carter joined Corum Group where he has successfully managed numerous software mergers & acquisitions worldwide, and was appointed president in 2006 and Chairman in 2010. He graduated with Honors from Seattle University with a BA in Business.
About Corum Group:
The global leader in software M&A, Corum Group has specialized in serving software and technology companies for over 25 years from its network of offices throughout North America and Europe. The company has created more than 6 billion in wealth for its clients while completing over 220 software M&A transactions. With an experienced team of senior M&A advisors backed by top industry valuation and research analysts and the industry’s most comprehensive database of potential buyers and investors, Corum offers unparalleled support in achieving its clients’ M&A objectives.
About SaaS University
For four years Softletter’s SaaS University has provided actionable SaaS benchmarks, metrics, and hard data not available from any other source. The 2012 event showcases SaaS Communities for Growth and Profitability as well as Private Meetings with VC and M&A Experts.
The company that placed this press release with PRWeb is responsible for its content. It is not edited by SiliconHillsNews.com
If you would like to attend this conference for free, Silicon Hills News has one ticket to giveaway, please contact Silicon Hills News to put your name in the hat. We’ll draw one winner at the end of the week.
By Luke Carrière
Lead Organizer of 3DStartup NYC
In August 1994, Nick Longo founded a coffee house in Corpus Christi, Texas, which became one of the first internet cafes in the world. He created a website for his coffee shop and began designing websites for others in his community. By 1996 it had became so popular that he designed software to help people make their own websites and called it CoffeeCup Software, Inc., a startup that went on to win Shareware Industry Awards Foundation (“SIAF Awards”) for Best Web and Internet Software for six years from 1999-2004. In 2000, Nick founded then spun-off Bluedomino Web Hosting, which hosted over 15,000 websites. Nick is now at Rackspace in San Antonio, Texas as “Chief Rainmaker & Director of Strategic Initiatives.” One of the initiatives he is involved in is a collaborative workspace for entrepreneurs called Geekdom.
How did you recognize the opportunity/research the feasibility of the idea?
That’s a good starting place. That was from being a user first. I think a lot of good ideas come from saying to yourself, “hmm this isn’t done right,” or, “I could do this better.”
So, opportunities seem to be right in our own backyard. We are really good at our hobbies and things we do everyday. For example, I’m a webmaster and I don’t like the tools that are available. The idea comes about to make my own software so life will be easier for me. If I can make my life easier for myself, then it is probably going to make someone else’s life easier too. That is exactly how CoffeeCup was formed. I wanted to make my life easier. I had an intuitive sense at it was going to help others because they must be running into the same problems.
How did you finance your business?
I started with just a Master Card. I bought a $500 computer. I setup the computer in my coffee house and slept on the floor for the first year. I spent 24/7 focusing on creation and distribution of software. I took no financing.
What did you do with initial profits?
I wasn’t concerned with paying myself the first year, except for minimal stuff. When I had to make the first hire, I stockpiled cash because I would need another developer. I used the income I earned early as my bootstrapping money. So, I would “save, save, save,” and then hire to make more software. It was really a bootstrap deal.
How long did it take for your company to become profitable?
Within the first three months I was able to close the coffee house. I paid myself as much as I could, of course, I was keeping it really low. At the end of year one I had already made another two pieces of software.
How did your idea change throughout the process?
Originally I put it out for free. But a few things that changed. First, I had no idea how big the market was going to become. I made an HTML editor and that was all I planned to make. Then, a few months later, I realized there was a lot more opportunity and I need to make more software. My original intent was only making an HTML editor. But by the time I was done there were 35 pieces of software. That was a major shift.
Did you ever think of giving up? If so why?
I’m not a big fan of the “fail” methodology. If I were operating on a “fail fast” mindset, I would have been discouraged at month 3, and at month 6. When you are doing it by yourself, or only one other guy, you have all these aspirations to make a million dollars, and then you realize you can barely pay yourselves. That can be discouraging. I don’t have a “fail” bone. I say to myself, “I am going to ride this out as far as I can for as long as I can before it fails.” When I start something I don’t start believing its going to be successful, I start believing that I don’t want to fail. I always keep this little “fear of failure” thing in my pocket. I don’t worry about it succeeding, I just don’t want to fail. That can be a major driving motivator. Sometimes it’s not healthy. I’m more concerned about paying the rent.
What was your initial role? What is your current role in the company now?
We didn’t use the word “startup.” Starting a new business automatically made me a founder. As business develops and you add more products and there are more revenue and profits which increase the amount of problems like taxes, accountants, insurance and employees. The role shift goes from Founder to CEO, and that is a hard transition to make. Founders have fun: CEO’s not so much. Then it becomes a daily process and a monthly process of watching numbers. Before I sold my business I spent more time during the last half, 5-6 years, hitting refresh and checking revenue and planning marketing and sales, than I did in the first half.
What are the most successful marketing techniques? Guerilla marketing?
Everything I do is guerilla. Try to spend least possible on anything normal. In 11 years I spent approximately $100,000 in total marketing costs. We did a lot of one-on-one marketing to our distributors like CNET and other download sites. We would take those guys out to parties, which was cheaper than paying for advertizing. In return, they would give us way better advertising spots than we could ever afford by being cool with them. I’m a big fan of contests. I’ve given away Super Bowl tickets, a Rolex, a Mercedes: I’m really big on contests. Surprisingly, that is cheaper than having a marketing budget. We would raid conferences, like crashing a wedding. We wouldn’t even buy tickets. We didn’t even look like we should be there. We handed out our software up and down every isle. I’d rather have a developer than spend money on marketing. It did take a lot of tricks to walk through the back door to get to the front door.
What is the worst advice you have ever received and why?
Well, to be honest with you I didn’t really take peoples’ advice. Our culture was a little weird. We used to talk about being in a petri dish. You were either in the petri dish or your not in the petri dish. We didn’t let much in and we didn’t go out of it. We were really making our own rules. I didn’t take much advice.
The best advice I got was to make it shareware and actually sell it and timeout the software. I remember that. It was from one of the founders of download.com. Besides that, we weren’t taking much advice. To me all advice was bad. If we ever heard it, it usually didn’t match what we were doing because the company was very rouge.
You were trailblazing?
If you want to call it that. If our attempts didn’t work it was okay because it was the internet. You could delete it and it goes away and its not a big deal. If you released software and no one bought it you could delete it and move onto the next project. We didn’t invest too much time in any one specific piece f software. We were developing software in really short amounts of time, the epitome of agile development or rapid application development. We would say, “if we add this feature…wait, lets just make it its own piece of software.” Every 2-week and 4-week blocks we were delivering another piece of software.
Which part of your job is actual work opposed to passion?
You’re mostly driven by passion, not by what the outcome will be. If you love what you’re doing you are probably going to get a good result. That doesn’t always have to mean money. Even today, CoffeeCup is pretty well known. We were trying to help people change their lives by using our software so they don’t have to work for the man any more. That made us anti-establishment. That drove our passion. All the people who worked for us were that way.
We didn’t follow any process. The smaller the team, and closer we are together, the more money we can make, and the more we can do what we believe to be the right thing, which was to make software cheap for everyone, so they don’t have to work for the man. If that was the mission, it was passion driven. It means 24/7 hours, but passion doesn’t have to be about hard work if your having fun. If you are having fun, it shouldn’t be work. So, if you find yourself thinking you are working too much it probably means you are losing some of the passion you started with on your first day.
How is the economy effecting your business?
I think that is product driven. During my tenure at CoffeeCup we went through the Dot Com Bubble Burst, and 9/11, and another stock market crash. Those were actually opportunities. When the economy is down people lose their jobs, which means more people want to do their own thing. More entrepreneurs and startups are born when the economy is down. CoffeeCup was there through a lot of the bad, but we made out better because of it.
If everyone has tons of money they will buy the expensive software, regardless of whether it works well or not. We were there for beginners and intermediates. It was perfect in goods times and bad. In bad we did better. That is an awesome market to be in: a business that is recession proof. I would always be looking for that.
There is a big difference between needs and wants. For example we need a car, we want a Mercedes. You are better off selling products or services that people need. “Want businesses” are hurt the most, not the “need businesses.”
What is your advice to future entrepreneurs?
First, find the thing that people need, not what they want. Second, absolutely do the thing that you are passionate about, not the thing that you think is going to make money.
Those are two super super important things. Right when you find the striking balance between those, that is when you will find yourself successful: worrying less about failing but knowing that it is still there.
Don’t drive for success: drive not to fail.
Reprinted with permission from 3DStartupNYC
By SUSAN LAHEY
Special contributor to Silicon Hills News
WP Engine co-founder Jason Cohen knew there was a market for what he wanted to build. Because it was exactly what he needed.
The founder of four companies and a dedicated blogger, Cohen often made the front page of Hacker News. And every time he did, his site went down. Having a sudden surge of popularity and traffic, he realized, doesn’t do you a lot of good if it causes your site to crash until the traffic goes away.
It was easy to assume that, with 15 percent of all websites and 22 percent of new websites in WordPress according to WP statistics, others were having the same issues. WordPress is a free and open source blogging tool and one of the web’s most popular content management systems.
“I needed to know what are the root pain points?” Cohen said. “Volume is one. Speed is another. It can often take three or four seconds for a page to come up. What about security? What about support? What about testing? Everything is live right now. Testing is where I can work it out and see it.”
Cohen talked to 50 people before starting the business, asking them: “Would you pay for this? What would you pay for this?” Once 30 people committed to spending $50 a month, he started to build his hosting company for the middle market, people with a lot of traffic “who aren’t CNN.” WP Engine launched in July of 2010. Cohen founded the company with Aaron Brazell, who stepped down last October to do consulting work.
When Matt Halfhill heard about Cohen’s infant company that hosted high volume WordPress sites, he said what so many of WPEngine’s customers say: “That’s exactly what I need!”
“That was my biggest problem ever in business,” Halfhill said. “So few hosts understand the nuts and bolts of how WordPress works. (WPEngine) breaks it down to the point where there are next to no inefficiencies.”
At the time he joined WP Engine, in 2010, Halfhill’s company NiceKicks had more than a million visitors per month. The site, which previews and reviews sneakers, was paying Rackspace $6,000 to $7,000 a month for the bandwidth to handle all its traffic. With WPEngine, it pays closer to $1,000. And its monthly traffic has more than doubled.
Rackspace spokesman Rob La Gesse said “While many providers choose to compete on price, Rackspace differentiates itself on service, which we call Fanatical Support®. With that being said, WPEngine and Rackspace have significantly different business models, products and pricing structures.”
Cohen has always been something of a prodigy. He was fresh out of college with his computer science degree when he was discovered by Jim Woodhill, a famous psychologist and venture capitalist who was on an email list of “random smart people” with Cohen’s dad.
“He is the kind of guy who doesn’t care as much about the idea as the team. He decides ‘I just need to collect certain kinds of people and I want you,’” Cohen said. The company Cohen started, however, didn’t create products but performed services. And though he was bringing in $1 million a year, the venture capital firm lost interest. Soon afterward, he connected with Gerry Cullen, a serial entrepreneur.
“He was young,” Cullen says of Cohen. “You want to know how young he was? He was so young I had to rent cars for him.”
The two created Sheer Genius Software.
“He was the genius software guy and I was the CEO lead developer,” Cullen said. “I was the leg guy and he was the brains….Jason was very fast on his feet. People asked him questions he just answered them, kaboom. I’d lift the flagstone up and all the little snakes would run and we’d get them. It was great happy times.”
For one order, the $750,000 big order, Cullen said, they were brought to London to develop a program for a government office. Cohen wound up having to jerry-rig a modem using ‘doorbell’ wire running from the building’s bathroom. And, because the monitors were so small and the offices so bright it was difficult to see the screens, Cullen created a little hut of foam board to make it dark enough.
“It was like we were showing weird porn in the government offices and we didn’t want anybody to see.”
They got the order.
After Sheer Genius, they started IT WatchDogs, which manufactured climate monitoring devices for server facilities. During that time, Cohen said, Cullen taught him all about the business end of startups. He taught him, for example, about the Stanford Test, a test he made up.
The Stanford Test is this: If you make something, can you give it away for free? Will people want it? Because if they won’t, there’s not much point in charging for it.”
IT WatchDogs demonstrated the Stanford principal. The first climate control monitor plugged directly into the servers. Server companies were horrified.
“They’re like ‘You’re not sticking that thing in my server!’” Cohen recalls. It failed the Stanford Test. Then they created a model that only plugs into the wall outlet and never touches the server. That model people wanted. They’d even pay for it.
Cohen and Cullen wound up selling IT WatchDogs. But about the same time they had started it, Cohen had, almost inadvertently, started Smart Bear Inc. He created a site online whereby programmers could submit code they were working on for peer review. It was an idea he was tinkering with that took off. He ran it until 2009 when he got an offer to buy the company that would give him enough money he never had to work again. After checking with some of his advisors—17 to be exact—he took it.
He took a sabbatical to stay home with his new baby. He began blogging almost obsessively. And then the idea for WPEngine arose.
He and Josh Baer, founder of Capital Factory and a serial entrepreneur in Austin who runs Other Inbox, put in a little bit of seed money and within seven months, the company was profitable. They hired two people and six months later it was profitable again. But all these baby steps were time consuming. So Cohen sought funding and wound up with $1.2 million last November. Silverton Partners from Austin led the round, which included prominent angels investors like Eric Ries, author of the Lean Startup, Loic Le Meur, Dharmesh Shah, Jeremy Benken, Bill Boebel, Rob Walling and others. Automattic, the company behind WordPress.com, also participated with a strategic investment.
WP Engine now has an install base of more than 30,000 personal and professional WordPress blogs. It recently dropped its base hosting price from $50 a month to $29. And it has plenty of room to grow. More than 71 million WordPress sites exist worldwide and WordPress.com hosts about half of them.
WP Engine is always tweaking.
Halfhill said the company is super proactive. They’ll call him to say “You’re definitely sucking up a lot of resources, we might want to reconfigure. There are no charges for that. It just feels like they’re taking care of me as a customer. It’s just like breathing.”
Cohen, though, is a startup guy. He’s constantly percolating with other ideas. Lately he’s been really focused on the idea of honesty, how honesty should be the bedrock of businesses. He might do something with that at some point.
“People asked me, ‘When you had enough money to live off forever, why do a startup?’” Cohen said. “It’s just in you…some people have to do companies.”
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