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A Look Back: How $13 Billion Ramp Began To Scale with Co-Founder and CTO Karim Atiyah

SaaStr

Co-founder and CTO Karim Atiyah came to SaaStr Annual to share how they got this rocketship … off the ground. ” SaaStr Take: Your early hires will define your company’s trajectory. Back in 2021 though, Ramp was just 2 years in — but already experiencing hypergrowth.

CTO Hire 205
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Taking a $4B Company from Consumer to B2B with Pluralsight (Video + Transcript)

SaaStr

My co founders and I were software developers, so we knew how to write the code, to build the website, to build the learning platform, to build the video distribution model. And from about 2007 till 2010 we bootstrapped and built the first version of the Pluralsight you see today. We said, “Well, we think we can do that.

B2B 167
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How I Got Promoted: Marques Stewart, VP of Technology at Achievement First

BetterCloud

I also knew that it wouldn’t be something that I’d get bored with over time. So, 2006 or 2007. ” At that time, I said, “You know what, I think I really want to become a CIO or CTO.” I’ve noticed this about software developers, but I also see it in many IT careers. Yeah, that sounds right.

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PODCAST 93: The Journey from 2x Founder to VC with Angus Davis

Sales Hacker

He then founded Tellme Networks, sold that in 2007 for $900 million to Microsoft. In 1995, while a high school student Rhode Island he was an early employee at Intelecom Data Systems, one of America’s first commercial internet service providers and website developers. We were part of the office of the CTO.

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Busting the Myths About Startup Success with BlackLine’s Founder CEO (Video + Transcript)

SaaStr

I retired from SunGard Treasury Systems as their CTO. In fact, one of our decisions in 2007, we had to decide, are we going to sell SaaS or are we going to be an on?prem It is much more painful to have to fire people and contract as a company than it is to grow. Your big money is going to go into hiring your employees.

Startup 284
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How to Think of R&D Spend

Andreessen Horowitz

Most growth-stage CEOs I work with know how to tell if they’re efficiently allocating capital in every part of their budget with one glaring exception: research and development (R&D). Imagine if, in 2007, Netflix decided to follow the 70–20–10 rule. And finding inefficiencies in overhead (e.g.,