The Founder Formula
The Founder Formula

Episode · 2 years ago

Todd Mostak, Co-founder OmniSci - How a Liberal Arts Kid Turned into an Accelerated Analytics Founder


When I asked Todd what clued him in that he was destined to become an entrepreneur, he said, “Intense curiosity.” 


The first-time founder taught himself Arabic, programming languages, data science, and entrepreneurship. 


In this episode, I interview Todd Mostak, Cofounder and CEO at OmniSci, about his amazing startup journey. 


What we talked about: 


- Winning a contest for his first $100K 


- Thesis at Harvard, research fellowship at MIT, and Verizon Wireless as an early client 


- The mismatch between early hires, culture, and startup nimbleness 


Listen to this and all of The Founder Formula episodes at Apple Podcasts, Spotify, or our website.

Run a mission to overturn the status quo. Our mission is to make analytics instant, powerful and effort list for everyone. The founder Formula Brings you in behind the curtains and inside the minds of today's brave executives at the most future leaning startups. Each interview will feature a transformative leader who's behind the wheel at a fast paced and innovative tech firm. They'll give you an insiders look at how companies are envisioned, created and scaled. We hope you're ready. Let's get into the show. Hey, everybody, welcome back to the founder formula. My Name is Todd Galina, and with me today is Tony Ol Zach. He's the chief technical officer here at trace three. He's coming to US live from Colorado. Hey, Tony, how's it going? Doing awesome. Thanks for having me, ton you're welcome. We are thrilled because today's a big day. We have a big guest. You guys are out there in Colorado. How's it been for you so far? It's going pretty well. Took a chance to take the family camping for a week, which was amazing, just to get out in the open, experience nature and get out of the house for a little bit. You know, we're just sick of being cooped up. So wait, wait, wait, so camping. So that's a weird thing because of all the social distancing. I'm sure there's plenty of room between tense but you know, one of the things that's great about camping you get the fire outside of the ten stuff like that, and then you have some pastors by. So what was your experience, by the way? A whole week. That's that's pretty ambitious. Well, it was my wife's forty birthday and we were supposed to take a nice trip. So this actually was her idea, which is great. Just great to get the family out, you know, just having the camp fire. We were out by a river, camping nestled up near Aspen, Colorado. Just taken in the outdoors, playing the guitar late at nights, getting experience the days, going on some hikes and is getting outside. I think when you're cooped up this long, just going on a hike and being in nature is just something very enlightening about that. Just you just get a good reset in your life. It sounds awesome. What do you guys do for food when you're camping? That's always a big thing like one day. Two days seems to be pretty normal. But did you have to pack for four or five days of a food out? If you saw the way my wife travels, you'd realize that that is not an issue. When I say camping, I really mean glamping, and so we had a fire camp site and then we had a cabin to go along with it. And if you saw we packed in our SUV to go out there, you would have swore we were moving across the country. I mean she had endless suitcases and just bags of food. We had food. We probably could have quarantine up there for months and that run out of food. So food was not an issue. So you ended up bringing almost as much back as when you went there. I think we transported half a grocery store up there. You are feeding other people in the camp. We're feeding everyone. So, man, you're ready to kind of get it on with our get it on. What am I do? Let's get it out. Yeah, are you ready to rumble? Are you ready to to bring on our guests? Yeah, let's do it. Okay, as promised, our guest is an entrepreneur and Harvard graduate. While there you can see the idea of accelerating analytic platforms by using graphic processing units industry known as Gpus, something traditionally used for video games. He then took that idea and Co founded Omniside, where he serves as a company CEO. Please welcome todd MOSTAC. Welcome todd any tome. You know, great to be here. Thanks for having me on your show. You, Bet Tony, and I were really excited to meet you today and really excited to chat with you. So thanks so much. Absolutely my pleasure. Excited that I can stay awesome. Well,...

Hey, todd, let's let's kick this thing off. What we would love to know is a little bit more about Omnisi, the company founded, and why you started it. Yeah, Tony, it's it's been an interesting journey, honestly, and you know, I've met a lot of founders to figures. In some of them it's like their life dream, or at least they have a very deep and solid plan behind how they started the company. Right for me, it was a little bit opposite. It kind of us one thing leading to another. If you'll oblige me just for a second, going back many years, so I graduated underground from you and see chuple with and I think this is a sign of I wasn't quite sure what I wanted to do in life. I was on ECON and anthropology double major with a math minor, and in fact I had gone through a few things. I almost went comps. I like. I enjoyed programming but, you know, would guess wasn't my thing, you know, an Undergrad or I didn't have the discipline. Maybe so graduated. Didn't want to go work for a bank randomly found a job online. I wanted to see the world figured out. You know, how can I do that? Found a job online teaching English in Syria, a let posteria. This is two thousand and six, two thousand and seven before the civil war, and so it was safe place at the time. So I said, you know, this sounds like an adventure. You know, didn't know any Arabic, didn't know you read the news a little bit. Soon if I was on a plane to Aleppo and honestly, you know, I kind of fell in love with it. First it was difficult, fell in love with language culture, taught English and started learning Arabic and eventually got a fellowship to study Arabic in Cairo from the US State Department and spend a year there, works the translator. So I spent a few years in the Middle East, came back to Harvard with my Grad school focused on politics in the Middle East and did my thesis through the Comunity School there and right when I came back, Arab spring happened. So basically this is two thousand and eleven, two thousand and twelve. People are saying, Oh, man was a we weren't expecting that and I was really interested in you know, social media not only is a catalyst for what was happening. People were tweeting and such about these protests or their opposition to these regimes, whether it was in Tunisia, Egypt, SI or wherever, but also it was a really incredible data source for the first time. So if you think about how most people do research, I've traditionally done research and places like the Middle East or social movements, it's like ethnography. They're interviewing people that are living there. But with twitter, you know, I started harvesting hundreds of millions of tweets and this is where my kind of brief background and compside, and I was a hobbyist programmer, came in. Andy sort of harvesting all these hundreds of millions of tweets and said, you know, this is a great way to kind of see what people are saying, when they're saying it and often for Doo coated tweets, where they were saying. So I started pulling all this together and did my thesis around using twitter to analyze the kind of attitudes and social formations around the revolution in Egypt. And soon it became a big data problem. You know, I was trying to do graph who did people followed? That they followed regime politicians, secular opposition politicians, Islams opposition politicians. You know, where did they live? So where were they at night? So then you could start to judge their demographics. You know, how did see us away towards towards our attitudes, towards the revolution, and then finally, things like in LP, like analyzing the tweets and comparing it with a pro regime anti regime. So became this big data project and I didn't have a big duke cluster at my disposal right, I wasn't in the COMP side department. Who Do was just kind of coming online as a big thing, and so I was just using my workstation that I had built actually play video games of all things, and maybe do a little bit of work. Right. I saved up for like a single MIDGRADE GPU at the time and, you know, start finding that everything I was doing was incredibly hard encumbersome in the sense that it wasn't big big data, but for a single machine, single workstation at the time, a hundreds of million choice doing on this processing things would take overnight, they run out of memory, you...

...know, things would just go hey wire one way or the other. And even if they didn't, there was a huge amount of latency between having a question right or something like I wonder if or some sort of hypothesis, and being able to test that hypothesis. You know, you have to wait overnight or whatever and it you know it quickly. was clear that the kind of a slow hardware software I had at my fingertips, whether this was stuff I was writing myself and pyth undersea or using postcress, it was the barrier to kind of getting to the answers I needed. So I kind of threw myself into the problem and I guess this has been a blessing, a curse from me my whole life. I get very deep in something like when I want to solve something. It was like learning Arabic was like that. You know, I knew no Arabic that I wanted to learn Arabic. I was there and I just would like ring flash cards all day or whatever. So I did the same thing through myself in the COMP's. I switch all my electives to take compside courses. The only elect that they would give me at Harvard was a GPU course. Interestingly, these weren't very cool back then, right. This was like well before the whole deep learning revolution. And so so I took this CB course because I was in a CS major and got really into Gbu, programming graphics, and then gradually into the computer side with Kuda, and then, you know, got into big data analytics and was able to enroll in the database course at a Mt Cross and roll under my stonebreaker. And saying that, and my sobker just won the Turing Award, incredible, frankly, a genius he did postcressing grass Vertica, bunch of other companies and kind of putting all these things together. I said, you know, I think that big data analytics not just the database side, not just a sequel piece, but also the visualization side and Mla ipiece can be accelerated with this new hardware that was coming in mind the form of GPUS. And so that was the ambatist for the first prototype of the product which I wrote for my most dropped out of school because I was just staying up all night writing the first prototype of what was called Matty. That was our our company name until year two ago. Massively parallel database and you know it's ver primitive, but it could run quarries over billions of rows of mill seconds and the professors liked it and they're like, what's this liberal arts kid like writing this stuff? Let's see if you'd be interested to dive in. So they were generous enough to give me a fellowship to be a research fellow the MT, which I did for a year. And see sale and yeah, then I saw that other people had this same problem, which led to the founding of the company. So long would answer, but hopefully it gives some context. Well, this's not it's not long winded in that it's it's basically the definition of an overachiever. When I listen to you, here you go to you're at UNC after that you're you travel to the Middle East. You Basically Watch a revolution, you write a Harvard thesis and develop a prototype and and involved with MIT. I mean it's insane all the things that happened in such a short period of time, and I'm sure we'll get into more that. But before you and see, like before all of this happens, was there something in your background that you look back to and say, Hey, listen, I I am destined to be an entrepreneur? It's funny you ask that. I think I don't know if it's entrepreneur, but I was always in probably my parents would say, a little bit of a strange kid and that I would have intense curiosities and almost obsessions about things, like I got deeply into rock collecting, point collecting, building model rockets, and I would just spend all my time on these things, right, and like know everything about, you know, rock formations or whatever it was when I was a little kid. So I think it's like, you know, being able to it. It can actually be a liability to like I would find in school, you know, I would get so interested in one thing and want to dive so deep that I would neglect my other studies, right, like in the case of that in my t course, right I was basically coasting and all my other classes so I can build this thing right instead of just doing the vermoon. So maybe that was there. You know, turns entrepreneurship. I never, I never necessarily wanted to start a business and even today, you know, I first and foremost I think that accelerated analytics and what we're doing with GPUS...

...and can be have tremendous impacts for our customers and it can be disruptive in the water space, and that vision, I still feels what propels me and motivates me and gets me out of bed in the morning. And you know, the twenty hour or eighteen hour days. You sometimes you have to throw in versus, like financial outcome or building a business. However, the business is a vehicle to make that happen. I don't think there's any misalignment between those two. You know, you gotta bring it to market, you need sales people, you need developers to help you build this thing, and so you got a fundraise, you got to get revenue. But the my deep goal is to bring something disruptive to market that really changes the game for our customers and as a product that I wanted to use frankly, when you know, I would have killed the half back when I was at Harvard doing my thesis. You mentioned fund raising and you have kind of a funny story. I'll let you tell it, but you actually got your first infusion of investment dollars by winning a contest. You want to tell us about that? Yeah, no, I mean I feel actually still can't believe this happened. So, you know, I was it in my tea in two thousand and thirteen and then my cofounder and I kind of worked up the courage to jump up on our own. Right. We had founded the company actually September that year and we had stand a little money and our parents gave us fire or ten grands and we didn't need much money back then, it's funny. And you know, set off on our own and it was clear after a few months we weren't. We were like kind of reading the manual. How do you do a start up? You know, how were we going to get money? And we were having a few conversations with VC's, but they weren't moving anywhere particularly fast, and so I started saying, Hey, you know, I think I'm gonna have to get a job so I can pay rent and, you know, I don't know if this is going to work. So we decided to do this contest from Nvidia, this early stage challenge that they just started putting on. And what was cool about it that years they up the Auntie and put a hundred K pod and like no strings attached, just money, not like the loan or not like we see or investment money, just hundred k check and let's go for it, right. So we did this thing and we were basically two and a half employees at the time. We him and half, a guy was working part time from us from that might, and so we put in for this and you know, at the time the other companies seemed like behemos. They had ten or fifteen people. I know this sounds funny, but compared to us being two and a half, it was they seem like big and established. And Somehow, I guess, just the vision or the you know, the cool interactive visilization that we showcase, somehow it won the day and we won this prize. I was shocked and J that was it. There Open videa like. I couldn't believe it. So we got the hundred K and that really put us on the map in the sense of it got either the VC's or kind of waiting around the water or you know who didn't even know about us. Put us on the map and we quickly did. Think what became in total? Two million dollars, Steve Brown, if led by Google and Invidia, TV and vid. Awesome. That's fantastic. You know what. We were talking about this a little bit earlier. And when you are going down this journey as someone who's new as an entrepreneur and you secure that hundred grands and then how that turns into your seed round. With love, just double click on that for a second. Of A hundred grand between, you know, two and a half people. I was doesn't seem like a lot of money. Or is that just the the door to getting the next round? And and how do you manage your time and in your people against that, because I think there's a lot of curiosity around. You know, hear about these small buckets of money that people secure in the beginning, but what do you do with it? I mean it's you're racing against the clock and it's at yeah, you know, but I had to be honest here. When we saw those five Zeros, you know, and that check and hit the bank account we were like, Oh man, we hit the Jackpot right. So relative, it's all relative, right, and I think that's there's an important lesson in there and how strapping this can win the day, you know, and need to... careful about us you gain resources or as you are able to obtain venture capital, you know you have to deliver more with that money, right. So I think with a humiliate. You know, it was a bit faltering it at first, right, we didn't think there was a vision of product vision there, but how we take that to market or hire our first employees was, frankly, not very developed at a time. We would sit around sometimes just talking about what we need to do with and, you know, I don't know, there was just a lot of like especially as we started bringing on employees. And you know, it was tricky for my cofounder and I. We didn't giving each other titles. We were just, you know, very to go staying earlier to you guys, it was like this very idealistic, romantic it's a commune, we're all together, but then quickly the reality set ends, like who tells injurers what to do and such and got a little tense. So my cofounder night part of ways, and I think that's really, you know, honestly, as much as I respect him, and I think ultimately we should have set out these roles and responsibilities early on. That's when we really started the company, because then it was like, okay, I'm in this alone. This is terrifying because people that a relatively large amount of money on us and I've got to get our crap together here and make a plan. And so that's why I was like, okay, we got to how were we going to hire people? Actually moved out to California, which had kind of it in the processed, and use networks and MT and starch to help find some really critical and Jerry and tell it. And we were kind of off to the races and we were a little bit lucky in that our investors knew that they were funding a deep technology company. I don't think that at the very beginning they were expecting a ton of revenue. They just wanted to see some Betas and some progress right and customers liking it and getting valued. So we got you know, some compodies have to jump into the deep end and if they don't have real revenue better are they're dead. But we always got a little bit more wiggle room just because I think people knew databases are hard to build, GPU databases and full stack TP analytics solutions are even harder, and that this would take a little more time. So you've got your inchie around of funding. He moved to California, which I heard is a great way to make your money go further. And you know now I imagine you're starting to think about scale and he said you're starting to hire employees, and this will love to hear. You know what your experience was and maybe how that might be different in startup, you know, true start up mode versus a little bit further down the path which you are today. No, it's yes, a great question. So we moved to California. The funny thing is, like I don't think there were tons of deep business reasons behind it. Sure, one of our early customers was out here, the company and Silicon Valley, plus, you know in videos out here, Google was mostly out here. So there were some things, but I think it was like a lot of his romantic like we watch social network and when diould be just like Zuckerberg right. So we got anyway we got out here. I think it was, in hindsight, a good decision, just tapping into the talent that works here. And Yeah, like I think the funny thing, especially if we raise our a in our a round, was Tin Milli, which is, you know, compared to too, is hugely in it was a lot five x, I think, some of the first mistakes which, if taken a bit to cover from immediately, and maybe this is also part of being a first time founder. I think investors believed in me and believed in the vision, but there was always a little bit of like adult supervision. Just taught need adult supervision right. I was hadn't done this before, and that's completely fair. In hindsight. I also think it led us to kind of higher ahead of ourselves, or higher, and this maybe bigger than we need to, or people with who were probably been good fits at later stage companies, you know, earlier than we needed to, and so I think for a period there was a little bit of...

...mismatch between you know, I have any asset, it's, you know, like drive and like just wanting to run hard and being scrappy and you know, maybe a little bit of got about where the product and market are going. But you know, there was a little bit of mismatch early on when you know people who went to bringing processes and other things that probably are the right things for bigger companies. But I also think that one of the biggest advantage of an early stage start up is its ability to be nimble, and so there was some things there that, you know, some lessons I've learned. You know, I think always in a startup, even company like Amazon or you look at our Netflix, you got to think young and think small, right, because that's your advantage against these bigger companies. You need the processes you need, but not not more. So I don't know if that answered your question, toning, but that was kind of just starting out and we started hiring people in such and it was in some of our key employees are still here to a five six years later. Five years later, or we're from that initial batch and kind of feels like we got lucky. We did have a cruiers or anything, just people thought what we were doing was was cool, like building a database on gpus. We were lucky that it attracted a lot of great engineering talent and such people who just wanted to pitch and do something that ass like that. Yeah, that's that's great. And why? And I think you'd you touched on this a little bit may moving to California into areas where people are flocking to do something exciting and work on what comes next, and there is a little bit of benefit as people are congregating in areas understanding that they want to go build that next thing. So definitely a smart move. You've mentioned Netflix and Amazon and you know how you think about process. As someone who would never really done this before, how important was culture to you when you were thinking about it's a really nail that that side of the company. I don't think I thought about it really at all, I'm staying really honest, or much at all, you know. I mean you think about it unconsciously, right. Is that person a good fit? You're you know the question whether I think you're mission earlier. Would you want to sit next to that person for five hours on a plane? For sure. Right, there's that piece. But I don't think we consciously thought about culture for the first few years, frankly, of our existence and I think that's common. I've heard that from other founders. And the other part is that I think kind of cultures. Like when you're young or when you're early stage, it's just like the water you swim then you don't really think about the cultures embodied in the small group of people that you've hired. Right and like it may not be needed or even very possible to consciously shape. It's just that small group of people in the dynamics that they they create, and a lot of it is, you know, as read now in hindsight, defined by the founders personality and how they appurse the company. So I think it was until later that we really started to think about how we consciously cultivate the culture that we want. And one of the things, and as we grew, it was important for us to maintain our focus and on kind of technical leadership and or technical culture of technical excellence and meritocracy, especially as we brought on not the marketing ourselves. People are bad, they're absolutely necessary, worth throw weight in gold, but we want to make sure we keep kept a product and engineering driven culture, culture of ownership. These are all like in our core values. We even stole from Jeff Bezos and we you know, day one attitude. Every day is day one right, because one of the things I found going back to the process. Part is it's very easy to slip into days to thinking and I once had somebody asked me like, why are we focusing on this? That's something that happens to big companies, and I don't I think that's absolutely it's wrong, frankly, you know, because it can happen when you're thirty or forty people right, you just start getting comfortable, maybe you land that round of funding. You look like you look at all the money in your bank account say, okay, we can really lacks. We should put in these processes. We don't need... be as hungry or as, frankly, paranoise, to quote Andy Grove, as we were. And that's the beginning of the end. And that can happen on your two or your twenty, right, but it's easy for just sliving. Yeah, we did see that that quote the day, the day one quote that that bezels has and how you attributed to your company as well, and many people do. It's it. But, as you said, it's tough to do stuff to do as you grow. For sure, Hey, transitioning from, you know, developing the company to getting your first customer. You guys, when you first you know created your Beta you had interest from, you mean, household names, proctor and gamble, verizon, qual commic. So they are very interested in coming on board. Earliest customers. Can you tell us a little bit about bringing on big names, you know, the risk associated with that and, more importantly, the rewards with getting something that you created in the hands of customers and seeing it really work right and I think it's a it's a really important question. I think there's a delicate balance here because we were lucky to like so verizon wireless was one of our first customers and, as you would expect, they were fairly demanding and had expectations and we were lucky to find somebody who is a visionary enough to see our potential but put off with the gaps inevitably exist between any early stage product and mature product, and it delivered them huge you know, I think it helped that for them. You can imagine, Talco and Tilco is by far our big this commercial space and we're putting a lot of focus there to even expand, to expand even more. You know, it's Alco is producing so much data and there's a lot of value on being able to understand that in real time, whether it's analytics around fraud or why calls are being dropped or monetizing customers or preventing turn the list is or where you put cell tower. So listit is fairly endless. So it was a big boon to them and I think being in the deep end early on was helpful because, you know, I also see startups that are it actually doesn't necessarily matter the size of company. You can be at places like verizon, but if you're used for kind of science projects or by innovation groups, not that those things are bad per se, but you're not really put into heavy Praud, you know you might be a nice to have and you never get the deep feedback of like man, my reputation or my business is depending on you. So that was good for us and we had a set of those customers early on. You know, Fortune S, and then we started getting into federal as well, and fairly major way. The thing I think that can go wrong, which I've seen with other folks, other founders. I know he's, that all of Your Business depends on one company, one or two major customers, and a that's obviously risky because it's not diversified. If they're to churn, you're really in bad shape. But also they just have so much control of Your Road Map. You don't build a product market, you built a product for them. So I think we were lucky to have a set of early customers that you use it heavily and had high expectations. We saw the real world. We're ruled use cases, but they couldn't dominate. Anyone could have dominated the romp because something else, because the other ones will get pissed off right that they weren't getting what they needed. So it was a delicate balancing act, but I think healthy. Course that's great. I'm sure you one of the ways you're able to do that as just you know, share where the product was going and I don't know if you give examples of different customers that are using them, but but it allows you to stay true to what you were building correct. Yeah, absolutely. So we got a couple of people on on the show. In fact, you're the third found her that we've had on that went through a name change and there's always a different reason around that. So, as you mentioned, you guys were previously known as mappy. That's what you were founded as, and then you became Omni side. Can you take us through a little bit of the why the name change and then maybe some difficulty around that? Yeah, I know, happy to you know, I think the public why that we gave, and I think I can be a little more open about this now that it's in the Review Mirror. The public why was, for one NAPTY. Everybody thought we...

...were some kind of mapping company at first. Blush right. So, you know, be annoying like, Oh, you're just a mapping company, you like map quest or something like no, mastly girls to be the first thing out of my mouth, just so you know people wouldn't get confused and go down a different rabbit hole. And it was hard because one of our strengths, I think, is a platform, is big space show temporal analytics. GPUS are very good at geospatial visualization, things that traditional bi bi or GIS tools don't don't do well, they don't scale or they don't have the deep to spacial luks. So it was doubly confusing. Now that was one reason I really love the name map D and we still have a lot of people wearing there's like a mad piece of culture where a lot of people wear their old Mapti year around the office or when we had it when we were in the office. There was another reason, which is certain company wasn't happy with the closeness of the name to their name, and I won't go more into that, but that was really like we had always thought like should we change our name, but it always seemed to risky. I frankly don't think we would have done it, but that's what pushed it over. Tony and I are practically googling other companies with map and the name. No, I know, I think, I know he's talking about. I don't think they're going to be a problem anymore. Yeah, we may have been acquired, but anyway, so that's yeah, so that's that. Everybody says a name is just a name, but if you built up brand equity in the name, this is like just a little bit of word that we're warning. From my own experience it's a bigger shift than you think. You know, it was a tough transition, frankly, because I think a lot of people, you know, I had people come up at trade shows and be like are you competing with math dy? Like even now, right like a lot of people still haven't made the shifts like almost one and a half, two years down the line, and so I think there was a lot, a lot of loss of name recognition and, you know, people just wouldn't find and we basically gotten back in more, but it took a year, year and a half. It's a lot of you think about the leads that were lost. We're fine, right, I mean things are fine, but I do and we start to have to do a lot of brand campaigns just to get the word out and had to push our marketing team just to deliberately tie yeah, they wanted to like sail off into this braave new world, which makes a lot of sense. I'm like, you need to slap the Matty logo on all of our booth and everything we do just so people can make that connection, because it takes longer than you think. People were coming up to you and they're like are you competing with Maddy? And you're like what, the mapping company? It's pretty funny. Yeah, so it's not as easy, especially if early days. I'm sure it's fine, but like that was several years and right, and there was like a little bit of a cult death, especially kind of cult dead following around matty. It was. It was a little more difficult than I expected. I think I'm the size a better name. Right, frankly, from a desis like napping on the side, giving knowledge to all data science connotations. But yeah, it's more just the brand equld you think. We think it's cool. Yeah, it's very cool, man. So, beyond competing with yourself, against yourself, how do you how do you think about competition? I. Do you track your competition or do you? Do you even believe that you know anyone? Is your competition based upon the problem solved? No, I think. Yeah, competition exists on different levels, right, and I was heard a useful way to and a divided is market competition versus technological competition. Yeah, so, I think in the sense that we're trying to overturn the space and a lot of our a lot of people who buy our product were maybe using a combination of data warehouse like Vertico or Red Shift in the cloud, or maybe it's so flake or maybe it's something else territed or something, and Tableau or some other bi platform on top, and so they kind of and they may still use those things. Right. They make poll data from verdict in to US and they may put tableau where an open database, so they may put tableau on... and that we've actually tried to make that work really well, especially recently for some customers. But the full staff will display some are all of that right, but the nice thing is that we can actually partner with these guys. To don't make sense. So sorry, what was your what was the question again? I got so into yeah, it was about in do you actually travel? Position are yeah, and so and so. There's that thing, right, and then there's and we definitely feel like run a mission to overturn the status quoe. Our mission is to make analytics instant, powerful and effortless for everyone, which the undertone of that is. It's not like that at all to so I really don't it's combersome. It's slow its surface level in many cases. Now technologically, there are other players who've entered this space, I think. Don't want to to your own horn, but some at least in the wake of US getting some notoriety and being able to raise funds and, you know, having some winds under our belt, and so that's good, right. Competition is healthy. I've ever been somebody to obsess over competition and maybe this is the space spends on the space here, and I feel like you have to focus on innovating for your customers and doing everything you can to make them happy. And if you do that really well, and it's more than just making them happy, but it's also figure out how to find new customers, of course, then the rest will follow. Right. I think if you're too obsessed with competitors, you'll just do me two things and you won't innovate. On the other hand, I will say in hindsight it can be good to be aware and a little bit paranoid, right, because, especially when there's like a small space to everybody who tries you will try your competitor, and I think in hindsight maybe some of them were. We were kind of our heads in the clouds. Were building great product, right. We could have been a little harder note at times and make sure we least we're able to defend ourselves, because you know, that's just the way in a price sales works, right, I can really really be able to articulate advantages of our product versus the other competitors. So I think I've grown to realize the importance of being competitively savvy. But I don't think competitive obsession is really healthy for anyone. So it's a fine line. Yeah, for sure. I think todd was tid. Galina was going to challenge you on your rock collection later, but I'm still I get my daughter was starting to collect rocks and I could even remember like all the names anymore. You know, geo to, sure you know, but they're the talk named after my last name. There's a Galena rock and it's right. Yeah, is that? Is there any relation there or sounds still getting royalties? Yeah, it's more close. This resembles my intelligence level, you know, but it's got a stripe on it, Tony, in case you ever want to find one's I because I know what you're talking about. It's cool. It's so you know, we start thinking about your founders journey. At some point there's conversation around an exit or an acquisition. Are there criteria for what comes an accident, and are you guys gunning for one thing or another? Or is that are you just so focus on what's going on right now that it hasn't even crossed your mind? It's good question. So I think for us, because we were doing this deep technology play and especially as we started to get customer attraction. It was always like go as long and, you know, go as fast as we can write to build revenue and market traction and build US products quickly as we can and yeah, the rest will work itself out. So, but then, I mean, I think like if you over optimize on an acquisition, you're likely to find a local maximum right versus, just like we're you know, we were lucky enough to be well funded through the years to the different rounds and focusing on just like innovating source of customers and building market share. And then, you know, you'll be more attractive to potential choirs. If that was it. But frankly, I think the Ingal for now is there's no reason to this market's not big enough to support...

...public company we can execute correctly. Right, so that's that's the goal. I mean, I'm also a pragmatist, right, if it ever ended up that, you know, market for US capped out at X, which I don't think will be the case, because I don't think this is about TPU celery analytics. Really. This is about interactive analytics a scale in a way that you nobody else can do, and that's the Tam of big the analytics is tens of billions dollars right. So fully think there's a potential there. It's more down to can we execute. But if I found one day, hypothetically, that, you know, the market wasn't there or we didn't have the ability to execute at the level needed, you know, I think that's when you start thinking about an acquisition process. We're just not not there yet. I also think that the best way, you know, if you do want to be acquired, is to have like deep, profitable organic partnerships with key players that you probably didn't start with acquisition in mind. It was, you know, to complement your go to market and you know, we're always focused on building on those, just like anything. I would chase three. We have an incredible partnership with very proud of it and proud to work with you. Guys like you do that. It's just a part of business. And then some of the big players out there, you know, may may take interest something not a focus for no. Well, you've had to make a lot of huge decisions getting up to this point as it relates to x their acquisition. That's that's one of the many big decisions you've got in front of you. taught for sure. Hey, this has been awesome, this has been great. Is there anything that we we didn't cover that you'd like to share with our audience? Taught? I would just say that if you're thinking about starting a company, it can be really fun. Obviously it's been one of the most rewarding things I've ever done. The side from like family and kids rewarding a different way, honestly. But it's brutal, it's tiring, it's thankless many times. If you're founder and you're solo founder, which essentially I became, you know, you don't rarely have somebody to can find in and odds are stacked against you right you know, I feel like a lot of things that we're still here and growing. It's like we got lucky, lucky breaks along the way, found somebody, found the right investor, etcetera. So just a word of warning. Do it because you think you want to do it, because you'd have fun doing it or because you think you would learn from it, but not necessarily because it's going to be a walk in the park or just like you see on, you know, Shark tank or something. Maybe that's actually not a good example of this. After the people I'm like, if BC's wherever that, if somebody was like that, I would just walk out of the room right like so aggressive. It is so aggressive. I you do they are aggressive. They do it and like sole ways, you know, they hit. Those guys have it worse than they're. Like. You still half your soul for tenzero dollars up. Money is always so low compared to this that we're used to seeing. It's funny. Yeah, got. This has been great, I'm sure, speaking for Tony Myself, we've just learned a ton. I'm sure our listeners are going to dig the advice that you you laid out here. What an exciting, thrilling journey that you've been through up to this point. We just can't wait to continue to watch as a sunfolds over at omniside once again. So that was amazing. Thanks so much for being here. Appreciate the time. Can't wait to see what you guys your next and you take care of yourself in your family. Yeah, thanks, guys. Thanks to anythings time. It's been great. Trace three is hyper focused on helping it leaders deliver business outcomes by providing a wide variety of data center solutions and consulting services. If you're looking for emerging technology to solve tried and true business problems, trace three is here to help. We believe all possibilities live in technology. You can learn more at trace threecom podcast. That's trace, the number threecom podcast you've...

...been listening to the founder formula, the podcast for all things start up, from Silicon Valley to innovators across the country. If you want to know what it takes to lead tomorrow's tech companies, subscribe to the show wherever you get your podcasts. Until next time,.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (39)