San Antonio-based BiO2 Medical announced it has raised $13.7 million.
The medical device maker also converted a $1 million State of Texas Emerging Technology Fund investment in its latest founding round.
San Antonio’s Targeted Technology Fund and BiO2 Medical’s investment bankers Pasadera Capital led the investment.
The financing gives the company the ability to complete design testing of its catheter and launch a human clinical study in Colombia.
“This Series B funding has been instrumental to the recent successes of BiO2 Medical, and specifically the Angel Catheter program,” Christopher E. Banas, BiO2’s chairman and CEO, said in a news statement.
“BiO2 Medical’s Angel Catheter, named after its inventor and BiO2 Medical’s Chief Medical Officer, Dr. Luis F. Angel, is a central venous catheter and Inferior Vena Cava filter combination device, intended to protect against potentially fatal Pulmonary Embolism in critically ill patients,” according to the company.
Tag: San Antonio (Page 14 of 17)
Running a technology startup takes perseverance, money, luck, talent and the ability to adapt quickly.
That’s the takeaway from Bill Boebel’s Startup Ignite talk at the Geekdom in San Antonio Friday night.
Boebel, now an angel investor and managing director of Capital Factory in Austin, gave the audience of about 60 people an overview of how he co-founded Webmail.us and later sold it to Rackspace Hosting.
In 1999, Boebel and his friends, Pat Matthews and Kevin Minnick, founded FieldParty.com, which created searchable city event directories. They dropped out of Virginia Tech University just 20 hours short of getting their degrees to work on the business full time. FieldParty.com raised $120,000 in angel money, largely from friends and family, and on March 10, 2000, the website launched – the same day the Nasdaq started crashing when the great Dot Com bubble burst.
“The world changed the day we launched,” Boebel said.
Immediately, potential investors stopped returning calls, he said. “The website was live in three cities: Blacksburg, Charlottesville and Harrisonburg, Virginia.”
That’s when the company changed names to Exedent Technologies and pivoted from searchable directories to creating content management systems for events for newspapers. The company landed 20 customers paying $50 to $100 a month.
Exedent gave away the product for free to the Virginia Tech University newspaper to serve as a reference customer for other newspapers. The problem was “the newspapers didn’t understand the Internet,” Boebel said. “They thought it was a threat to put their content online.”
So Exedent created a general-purpose content management system.
“It was a pretty cool product at the time,” Boebel said.
But Boebel, Matthews and Minnick had $100,000 in credit card debt and the company was running out of money. Exedent laid off its entire workforce except two employees who received minimum wage.
The company pivoted again into a company that would “do anything for a buck” including content management systems, webmail hosting, search engine optimization and website development.
“We would do whatever people would pay us to do,” Boebel said. “With each change we had confidence that this was the right path.”
Then, the money just about ran out and Boebel said he “thought about quitting.”
Matthews took a job selling books door to door. Minnick took a regular job to support his family. They all decided to go back to college and work crazy side jobs to keep the business afloat. They moved the offices into the basement of a townhouse.
In 2002, they got lucky. Spam and viruses started to plague people’s email inboxes on the Internet. The company started heavily promoting its secure email hosting services. Boebel, using his search engine optimization skills, secured the top keywords for “email hosting” and “webmail” on Yahoo.
“Overnight, it started to become clear that the email thing was a thing,” he said.
In yet another pivot, they added a “c” to the company’s name to create Excedent and decided to focus exclusively on email and “build the most kick ass email company.”
“We had only $1,200 in the bank and no credit to draw from and servers to pay,” Boebel said.
Its bill for Server Vault, a hosting service, cost $1,200 a month, he said.
Luckily, the company landed its first major customer and asked for a $50,000 prepayment. That along with $30,000 raised from a private investor and a $50,000 bank loan from a friend, and the company was funded, Boebel said.
They took advantage of the fact that big companies didn’t quite understand that if a company had a professional looking website that they could still be in the basement of a townhouse, Boebel said.
Also, for two years, they paid pennies for search engine keywords that led to “awesome leads” and customers, he said.
At the end of 2002, the company had $250,000 in revenue. Minnick quit his other job and went back to work for the company full time. The next year revenue doubled with 1,200 customers. They ran a lean operation, Boebel said.
“Lean wasn’t cool back then,” he said.
In 2004, they rebranded the company to Webmail.us and focused on the small business market and partnered with Rackspace as a reseller of its services. Webmail.us had more than 500 resellers. It moved its servers from Server Vault to Rackspace. They also moved the company to the Virginia Tech Research Park and switched from a Windows-based system to Linux and open systems. By the end of the year, the company had $1 million in revenue and 4,000 customers and eight employees.
At the end of 2004, the company also raised $500,000 in venture capital from local angels and Pat Condon, a founder of Rackspace.
In 2005, the company had revenue of $2 million, 13,000 customers and 25 employees. Webmail.us was the place work in Blacksburg, VA and the company got its pick of computer science graduates from Virginia Tech University.
Then in February of 2006, Google launched Gmail, Webmail.us’s first real competitive threat, Boebel said.
Despite the threat from Google, business continued to grow. By the end of 2006, Webmail.us had $4 million in revenue and 30,000 customers.
In 2007, Webmail.us was looking to raise $3 million to expand the company’s operations, but it never closed on the round, Boebel said. Instead, Rackspace acquired Webmail.us in September of 2007. That year, the company had made Inc. 500’s list of fastest growing private companies, ranking at number 217.
When Rackspace bought Webmail.us, the company had revenue of $8 million, 72,800 customers and 65 employees.
“By this point, Rackspace was our largest reseller and we were their fifth largest customer,” Boebel said. It was Rackspace’s first acquisition.
“Essentially, we had the autonomy to run the hosted email business inside Rackspace,” Boebel said. Webmail.us moved customer support to San Antonio but continued to grow the Blacksburg offices.
From 2008 to 2010, Boebel worked at Rackspace and continued to double the email hosting revenue annually. He left the company and moved to Austin two years ago.
Austin has a more developed ecosystem for startups than San Antonio, Boebel said. It’s also a great place to raise a family. He is married and has a two-year-old son.
“A lot of things are happening in San Antonio, but not a lot of things are bringing it together,” he said. He said he hoped Geekdom would change that and serve as a catalyst for San Antonio’s technology community.
Today, Boebel acts as an angel investor in several technology startups, primarily based in Austin. His investments include WP Engine, a WordPress web hosting site and InfoChimps, a data management business.
His investment criteria centers on the people behind the startup.
“I’ve just got to really like the team,” Boebel said. “I definitely look for ones where I get along with the team really well.”
At Webmail.us, the founders hired people they liked and wanted to hang out with after work. That’s the same strategy Boebel uses in his investments.
(Rackspace is a sponsor of SiliconHillsNews.com)
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.
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
Who knew Microsoft made movies?
Microsoft will screen its new movie on entrepreneurship, Ctrl+Alt+Compete tonight at 6 p.m. at Geekdom, a collaborative workspace in downtown San Antonio.
“Ctrl+Alt+Compete is a new documentary that takes a revealing look at the startup and emerging business scene through the eyes of 5 founders and their teams and tells a story of the passion, fortitude and insanity that is bringing a startup to life,” according to Microsoft.
The first TechStars Cloud program kicked off in San Antonio on Jan. 19 with 11 companies that all moved to the city from outside the state. Jason Seats and Nicole Glaros, managing directors, run the TechStars Cloud program at Geekdom on the 11th floor of the Weston Centre. The three-month incubator and mentoring program ends with a demo day in April.
Microsoft has been at Geekdom all day teaching the TechStars Cloud entrepreneurs about Microsoft Azure, said Nick Longo, director of Geekdom.
Got some IKEA furniture that needs assembling?
No worries.
In March, TaskRabbit launches in the Austin and San Antonio markets and people will be able to post all kinds of tasks on the site for others to perform for a fee.
The most popular task in San Francisco is assembling IKEA furniture, said Johnny Brackett, TaskRabbit spokesman.
TaskRabbit, which launched in 2008 in Boston, is now available in Boston, San Francisco, Chicago, Portland, Seattle, New York City and Los Angeles.
“Austin makes sense as the next step,” Brackett said. “We look for urban cities and tech-savvy cities.”
TaskRabbit saw a lot of demand from people in the Austin and San Antonio area requesting the service, Brackett said.
Nationwide, TaskRabbit has more than 3,000 people who work as TaskRabbit runners. Anyone over the age of 21 can apply to run errands.
“It’s sort of like a college application,” Brackett said. The site does federal, county and other background checks to license its errand runners. The whole process takes around five to seven days but it can also take up to four weeks. TaskRabbit is accepting applications now for the Austin and San Antonio market.
“Some of our most active Taskrabbits are running two to three tasks a day and cashing out $5,000 a month,” Brackett said.
In addition to furniture assembly, other popular tasks include cleaning, grocery delivery and lunch delivery. The site provides a platform for micro-entrepreneurship, Brackett said.
“We even get some unique ones like paint a mural on my wall or help me prank my colleague by wrapping everything in cellophane,” Brackett said. “We’re saving people time. It’s all about living more efficiently.”
Trust and security are really important to TaskRabbit, Brackett said. It has built in a reputation engine into its system so that errand runners are reviewed on a task by task basis. They’ve also built some game features into the site to reward so-called Taskrabbits for completing tasks.
“We’re all about transparency and ratings and reviews,” Brackett said.
The first TechStars Cloud program kicked off in San Antonio on Jan. 19 with 11 companies that all moved to the city from outside the state.
Jason Seats and Nicole Glaros, managing directors, run the TechStars Cloud program at the Geekdom, a collaborative workplace in downtown San Antonio on the 11th floor of the Weston Centre. The three-month incubator and mentoring program ends with a demo day in April. TechStars are’t revealing the names of the companies involved in the program until Demo Day.
Meanwhile, the folks at Rackspace Hosting did this hilarious video with Seats and Glaros recently.
The video starts off serious, but you have to hang with it until the end.
Glaros has some great comments.
“We do a lot of hazing here at TechStars cloud,” says Glaros. “You have to be top of mind and of body.”
“Somewhere between 90 and 100 percent of these companies are just elaborate money laundering schemes,” Glaros said.
She gives the companies “diapers and wipes” when they walk in the door because they are so young.
Meanwhile, Seats says the companies are like “little soft baby chicks” and that they just want to cuddle them.