Scaling to $500M in Revenue: ModMed CEO Daniel Cane (Part 4)

Sramana Mitra: What has driven the choices of which specialty to go on to next?

Daniel Cane: There are several factors we consider when entering a new specialty. The primary question is: where is there a large, underserved population of dissatisfied physicians?

Scaling to $500M in Revenue: ModMed CEO Daniel Cane (Part 3)

Sramana Mitra: I purposely actually picked to highlight the positioning points where you can differentiate it versus areas where you cannot really differentiate. The domain of billing is less of a big differentiation in ModMed. The bigger differentiation is in the specialty specific content, specialty specific workflow and specialty specific treatment, right?

Scaling to $500M in Revenue: ModMed CEO Daniel Cane (Part 2)

Sramana Mitra: Okay. So that’s one positioning differentiation. What about within the private practice market? Why do your customers pick you and what is special about it? What are the needs of a dermatology private practice or an OB-GYN practice or a plastic surgery practice? What’s special about each of these individual types of practices?

Scaling to $500M in Revenue: ModMed CEO Daniel Cane (Part 1)

I first spoke with Dan a decade back. Here is the story. This conversation offers insights on his scaling strategy with ModMed.

Bootstrapping to Exit, Then Raise Money and Exit Again: Wendy CEO Lance Neuhauser (Part 4)

Sramana Mitra: From your personal career journey point of view, I have gone through a similar journey. After I did three startups as Founder CEO, I started consulting because I just wanted to do something else and learn a different skill. I didn’t want to be a CEO, I wanted to learn something else. I then did turnaround consulting, and I learned a ton.

Bootstrapping to Exit, Then Raise Money and Exit Again: Wendy CEO Lance Neuhauser (Part 2)

Sramana Mitra: I assume that since it was a services company, you were able to bootstrap it, right?

Lance Newhauser: Yes, it was a service company that we initially bootstrapped. We did bring on one investor who put a few thousand dollars into the company so that we could go get some office space and work in the same area. But this was very much a bootstrapped, service-oriented organization. Over time, we incorporated technology to offer differentiated services and improve operational efficiency, enabling us to stay price-competitive.  But we’re very much a bootstrapped service business, no doubt.

Sramana Mitra: Now, how did this company that spent $50 million on a campaign find you?

Bootstrapping to Exit, Then Raise Money and Exit Again: Wendy CEO Lance Neuhauser (Part 1)

Lance bootstrapped his first company to an exit. He venture funded his second company and exited after 10 years. He is about to launch his third. Read on, great story.

Bootstrapping Using Services from Pune: Mindbowser CEO Ayush Jain (Part 1)

Services companies are easy to bootstrap, but often, they grow slowly in the beginning. How do you accelerate? This discussion is about the levers of acceleration.