Interview with CloudOn founder - Milind Gadekar

Interview with CloudOn founder - Milind Gadekar INTRODUCTIONMartin: This time we are in  Mountain View  in Cloudon office with Milind. Milind, who are you and what do you do?Milind: Im the founder and CEO of Cloudon.Milind: Just a little bit about my background, I have been in the Valley for 25 years, Ive been here for a long time. Fortunately for me, I got my first years about my entrepreneurship about 20 years back in a company called Atom Network. Atom was the first broadband service provider in the  US. I joined the product team very early on, the company did extremely well. We were at one point looking to acquire either Yahoo or Excite. We acquired Excite. It was the right company at the right place and it gave me good taste of what does it take to be in an early stage startup and that has the potential of huge impact.Soon after that, I ended up joining a company called Epinions. Epinions was literary the first user-generated content site. This was at the peak of the bubble. And I ran product there. Once again, incredible rus h in being able to have that impact and give people a voice to be able to share their opinions. A little early for the market for that time. The company eventually did go public and did well, but I had left well before then.Then finally, my third startup was a company called P-Cube, which was an Israeli startup, in the networking space. That company ended up staying the longest, it was selling into the service providers, with the whole vision that the future of the internet was meant to be richer from the user and content stand point and how do you leverage the network to make that possible.The company was acquired by Cisco, I stayed at Cisco for 4 5 years and at some point have the itch that it was time to leave the big company and go do something myself.In all the previous 3 companies, I was always part of the management team, having a fair amount of influence, but never where I was the head of the table.At some point I realized that I still have the energy and the craziness to g o start something, I decided to start. This was in 2009. End of 2009 I left Cisco and I partnered with a couple of my co-founders who are based in Israel. We said, lets go tackle the next frontier. We wanted clearly to get away from that working.As we look at the space then, we definitely felt that the intersection of Cloud and mobile was going to generate a fair amount of disruption. We were coming at it without a lot of experience in this space, but with the believe that we know what it takes to identify the problem.The first year was very difficult, I have to say. It was to some extent, the technology looking for a problem and which is always, in one of the lessons, not the best way to start a company, but you know. But we have some good technology and we went down to a certain path. Fortunately for us, the iPad launched during that first year. So when we started the company, we had no anticipation of the tablet market. We definitely knew that the smart phones will going to becom e a default computing device in everybodys hand. But the tablet clearly change the landscape.So we jump on the tablet bandwagon fairly quickly and I have to say the rest is history because weve had phenomenal last 3 years.The goal of the company, maybe first started in kind of went down this path. We are claimed to think, initially, was very much about providing access to Microsoft Office on the iPad. So this was  January 5, 2012 when we launched. We had no anticipation, we had developed an app that provided access to Dropbox and then if you wanted to edit your office document, we gave you access to Microsoft Office.And in the first 12 hours, it became the number 1 app on App Store. Which took us by surprise because our goals were a couple of thousand people in the first month, maybe hundred thousand in one year. We did 100 thousand in the first 36 hours. So we were addressing a major pain point that users had. They wanted to use their tablets as a productivity device.Until then, th e iPad was a phenomenal consumption device. Every app was much more on gaming, or entertainment, or consumption. There really wasnt anything around productivity. I think, the closest productivity app one could consider would be email. But email was consuming email, not necessarily a productivity.We had been in a discussion with a lot of large  US  enterprises. Maybe iPad came out, they all gave us the same use case, which was we wanted this to be a great productivity device, this is a game changer device in the enterprise and we want to make it productivity. And when you asked, what do you mean by productivity, the answer was we would love to able to work with Office documents, Word files, Excel files, Power Point files.  So our first step was really about providing access to Office with Dropbox as the storage back-end.When we saw the success we had in the  US, initially, it made sense what were going after. There was a massive pain point, but we didnt know whether we just got lucky . We launched, we initiate to just launch in the  US,  and so we launched in the Canadian market and the same thing happen, which was first day, number 1 app on the App Store, no marketing, no promotion, just completely word of mouth.After that, we launched this is the  UK  and exactly the same thing happened. It was perfectly the same in the  US, Canada, the UK and in every market that we launched, within the first 12 to 48 hours, it would become the number 1 app on the App Store. And not in productivity or business, but overall App Store. So this would be us, and there would be 9 games.At that point we realized that the market or the users had spoken, they were looking to truly be productive on their iPads. And there were a lot of requests for iPhone, a lot of request for Android.So this was early 2012, we made a conscious decision as a company, saying that theres an opportunity to redefine mobile productivity. When we thought about what does mobile productivity mean, its really a bout redefining how do people create content, share content, work with content, in ways that theyve never done before.So we  were ambitious, some people think Im crazy, to literally take on the incumbents and the establishment in redefining the future of productivity. So, thats the short story of who I am and where we are in this journey.Martin: Great! Milind you said that when you entered the market, you didnt have any clue about how the market was working. How did you set your journey for learning and understanding how the market really worked?Milind: We had some clue. Ill give credit to my Head of Product, Jay was my co-founder who was adamant about serving the needs of the users. We have heard from various enterprises of what they wanted. They wanted the ability for their employees to be able to work with Office documents on the iPad. That was the problem taken that was provided.One can say that there are multiple ways to tackle this problem. The way we did it is, we decided to virtualized Microsoft Office and make it available to these users. But the insight or the point my co-founder Jay made was, nobodys buying an iPad to get a Windows experience. If theyre buying an iPad, the want an iOS experience. So the big challenge for us was, how do you take a Windows app and make it as iOS like as possible.Martin: Like Apple Beautiful.Milind: Exactly. So it was like taking that square peg and try to put it into a round hole, because its an app that was developed for a PC, for a mouse based and  a keyboard. It wasnt developed for a gesture-based experience.That was, I would say the insights that we have, which was its all about the user experience. If we get the right user experience, people will use it. I think that is what we got right. Like when we first did it, we nailed the user experience. When we try to hide as much as Windows or that traditional Microsoft Office experience from users to give them the ability to just work with their documents. Looking bac k, we did that just perfectly.Martin: Great!BUSINESS MODELMartin: Milind, lets talk about the business model. Is  it still the case that CloudOn only helps people creating, sharing Microsoft Office products on several devices or is there some other point in terms of productivity included?Milind: So for us, the focus is very much around the documents that the users have. Like there are, when we look at the productivity ecosystem in the PC generation, over a billion users are using Microsoft Office. Trillions of artifacts getting created on an annual basis around the world. These are Word files, Excel files, Power Point files. And so for us, it wasnt about lets go create a new different type of experience. It was very much about lets embrace the Office format. Fortunately for us, the European Union in 2007, forced Microsoft to open the Office format and so its an open published format.Martin: But only for the EU or?Milind: On worldwide basis. So this enabled us to recognize that Offic e is the gold standard for productivity on the PC. From that standpoint, how do we leverage that format and work with. We dont want to change peoples behavior. This is where I think many companies get it wrong.Users behavior is very difficult to change. So one really needs to embrace that and then extend from there. Were not trying to get users to say, lets go abandon all your Office documents and come learn a new tool that is mobile first.Weve always said, it is important to embrace the legacy world, but to provide a path into the future. So from the business model perspective, we are huge believers that its an end user market. Eventually, the problem that were trying to solve in productivity, its an enterprise use case. But when we think about the enterprise, we say that the enterprise is changing today. End users are deciding  which application to use, how to use it, how to pay for it.For us, we made a conscious decision very early on to follow  a freemium model. The freemium mod el is based on providing kind of a free service to bulk of our users, if we can get less than 10% to convert into paying users, that would be a really good model.But with the expectation that overtime, and this is a multiyear journey, we would want to cater to teams of users and eventually to the enterprise IT administrative. Because eventually this is an enterprise use case. But as an enterprise use case that is driven by the end user. And weve got lots of inbound request from a lot of large  US  enterprises wanting to have an enterprise version of CloudOn. So far, weve been very end user focus to say, lets build CloudOn, CloudOn Pro, which is much more end user focus, with a clear road map to eventually get to a teams product and eventually an enterprise product.Martin: Great!CORPORATE STRATEGYMartin: Milind, in terms of corporate strategy, as I perceived your business model is highly depended on Microsoft products, because youre building an additional layer on that. How do you re spond to question like what happens if Microsoft would be doing something similar?Milind: This has been the question that has been posed consistently during the initial years when we were successful is, eventually Microsoft is going to release Office on iOS or Android and what happens to CloudOn?Weve always assumed that this is going to be the case. We had never assumed that, from our perspective, if you look at the productivity market today, youve got 3 very large, well established companies, Microsoft, Google and Apple who have their own productivity suits. When we look at them, each one of them started off with their roots catering to a PC model. Looking at it very much from a PC mouse-based paradigm, theyve tried to make it mobile, theyve tried to make it gesture friendly, but its still is a PC experience. Its very much a menu driven experience.If you look at Microsoft Office on the iPad, its done extremely well, extremely well. But its still a familiar experience. And we think about the future, we say that it has to be for everybody to truly create or re-imagine or redefine the future of the document.It has to be a mobile first or even precisely a gesture first experience. The days of menus are over, it should all be based on the fingertip. You shouldnt say, if I want to insert a chart or insert an object, you pick a menu and you go down to a different menu item and pick that. You should be able to draw it with the finger.From our standpoint, weve always felt that the gesture first or mobile experience is the key.Whats the other key aspect which is important is, the ability to be compatible with Office. Office is, as I said earlier, the gold standard in enterprise for productivity. If I look at Google Docs, if I look at iWork from Apple, theyve created their own silos, which is their application, their format, their storage. We approached our strategy by saying, lets embrace the Office format. We will also embrace other formats like the ODF format from th e Document Foundation.We will embrace other formats instead of finding our own proprietary format. But really focus on the user experience and then focus on innovating in areas that non of the incumbents have innovated. Which is about how do you truly make it a social document, how do you make it a living document, how do you make it truly workable on an iPhone, or an Android phone with the 4 phone factor. We want to make people as productive on those devices as they are on their PCs. Its a non trivial problem to solve. But we are well on our way to solving it.Martin: What are your thoughts on adding other platforms, as you describe you have 3 major players currently working in this online document market. What keeps you from sticking only with Microsoft Office program, what are the thoughts on entering new markets like Google and iWork?Milind: So for us, what we are doing is, we are embracing the Office format just because theres 1 billion people in the enterprise who are currently using Office. But we are building our own native, all 3 capabilities.From our standpoint, we will integrate the  Google Drive, we will integrate with Microsofts OneDrive, we will integrate with iCloud. We are approaching this more like a  Switzerland  approach, which is we are truly storage agnostic, willing to integrate to Dropbox and Dropbox is a really strong partner of ours, with Box, which is another strong partner. So well integrate with multiple storage providers. We will try to integrate with other silos, and truly create value for the end user.Because today when we talk to our end users, they value us for our open approach, they value us for the fact that they can continue to use  Google Drive  and OneDrive  and Dropbox and Box and not have to be forced. Because if youre on Google Docs, you have to use  Google Drive,  if you are on iWork you have to use iCloud, if youre on Microsoft Office you have to use OneDrive.So we approached it saying, we want to be a truly platform agnostic or a technology agnostic from that standpoint. Similar to what Dropbox did when they built their initial cloud storage. They said, we will embrace Windows, Mac OS, Android and hence theyve been incredibly successful.MARKET DEVELOPMENTMartin: From my point of view, one of the major market trends has been from the PC device based Operating System to a now going to the Cloud. What other trends did you identify in the market?Milind: So clearly mobile is a huge tsunami thats kind of happening which were riding. The consumerization of IT, which is the true, I would say before, and Ive been around the block for all these years, where IT would tell you exactly what to use, what you cant use, they control the device. So if I had a PC from the company, they would tell me which application could run on it, how it would work. Those days are over to some extent.We call it as the  consumer enterprise, because the enterprise still exist but the end users who are consumers are making their own choice. They are deciding which applications they want. And also the enterprise is no longer confined to the borders of the enterprise. Its  truly a borderless enterprise because I could be collaborating, lets say, I’m a finance person and Im working on a spreadsheet, I could be collaborating with my auditor who is in a different company, Im working with some other services. So its becoming a much more of an open environment and anybody coming new into this, has to be able to embrace that.This is where I believe the incumbents are at the disadvantage.  Old large incumbents are catering to a world that worked 20 years ago, that world has completely changed now. The question is, are they going to be able to adapt or will new comers like Dropbox, CloudOn, Box, others, coming and grab market share.ADVICE TO ENTREPRENEURS In Mountain View (CA), we talked with entrepreneur Milind about the business model of CloudOn. Furthermore, Milind shares his learnings and advice for young entrepreneurs. The transcript of the interview is provided below.INTRODUCTIONMartin: This time we are in  Mountain View  in Cloudon office with Milind. Milind, who are you and what do you do?Milind: Im the founder and CEO of Cloudon.Milind: Just a little bit about my background, I have been in the Valley for 25 years, Ive been here for a long time. Fortunately for me, I got my first years about my entrepreneurship about 20 years back in a company called Atom Network. Atom was the first broadband service provider in the  US. I joined the product team very early on, the company did extremely well. We were at one point looking to acquire either Yahoo or Excite. We acquired Excite. It was the right company at the right place and it gave me good taste of what does it take to be in an early stage startup and that has the potential of h uge impact.Soon after that, I ended up joining a company called Epinions. Epinions was literary the first user-generated content site. This was at the peak of the bubble. And I ran product there. Once again, incredible rush in being able to have that impact and give people a voice to be able to share their opinions. A little early for the market for that time. The company eventually did go public and did well, but I had left well before then.Then finally, my third startup was a company called P-Cube, which was an Israeli startup, in the networking space. That company ended up staying the longest, it was selling into the service providers, with the whole vision that the future of the internet was meant to be richer from the user and content stand point and how do you leverage the network to make that possible.The company was acquired by Cisco, I stayed at Cisco for 4 5 years and at some point have the itch that it was time to leave the big company and go do something myself.In all t he previous 3 companies, I was always part of the management team, having a fair amount of influence, but never where I was the head of the table.At some point I realized that I still have the energy and the craziness to go start something, I decided to start. This was in 2009. End of 2009 I left Cisco and I partnered with a couple of my co-founders who are based in Israel. We said, lets go tackle the next frontier. We wanted clearly to get away from that working.As we look at the space then, we definitely felt that the intersection of Cloud and mobile was going to generate a fair amount of disruption. We were coming at it without a lot of experience in this space, but with the believe that we know what it takes to identify the problem.The first year was very difficult, I have to say. It was to some extent, the technology looking for a problem and which is always, in one of the lessons, not the best way to start a company, but you know. But we have some good technology and we went d own to a certain path. Fortunately for us, the iPad launched during that first year. So when we started the company, we had no anticipation of the tablet market. We definitely knew that the smart phones will going to become a default computing device in everybodys hand. But the tablet clearly change the landscape.So we jump on the tablet bandwagon fairly quickly and I have to say the rest is history because weve had phenomenal last 3 years.The goal of the company, maybe first started in kind of went down this path. We are claimed to think, initially, was very much about providing access to Microsoft Office on the iPad. So this was  January 5, 2012 when we launched. We had no anticipation, we had developed an app that provided access to Dropbox and then if you wanted to edit your office document, we gave you access to Microsoft Office.And in the first 12 hours, it became the number 1 app on App Store. Which took us by surprise because our goals were a couple of thousand people in the first month, maybe hundred thousand in one year. We did 100 thousand in the first 36 hours. So we were addressing a major pain point that users had. They wanted to use their tablets as a productivity device.Until then, the iPad was a phenomenal consumption device. Every app was much more on gaming, or entertainment, or consumption. There really wasnt anything around productivity. I think, the closest productivity app one could consider would be email. But email was consuming email, not necessarily a productivity.We had been in a discussion with a lot of large  US  enterprises. Maybe iPad came out, they all gave us the same use case, which was we wanted this to be a great productivity device, this is a game changer device in the enterprise and we want to make it productivity. And when you asked, what do you mean by productivity, the answer was we would love to able to work with Office documents, Word files, Excel files, Power Point files.  So our first step was really about providin g access to Office with Dropbox as the storage back-end.When we saw the success we had in the  US, initially, it made sense what were going after. There was a massive pain point, but we didnt know whether we just got lucky. We launched, we initiate to just launch in the  US,  and so we launched in the Canadian market and the same thing happen, which was first day, number 1 app on the App Store, no marketing, no promotion, just completely word of mouth.After that, we launched this is the  UK  and exactly the same thing happened. It was perfectly the same in the  US, Canada, the UK and in every market that we launched, within the first 12 to 48 hours, it would become the number 1 app on the App Store. And not in productivity or business, but overall App Store. So this would be us, and there would be 9 games.At that point we realized that the market or the users had spoken, they were looking to truly be productive on their iPads. And there were a lot of requests for iPhone, a lot of re quest for Android.So this was early 2012, we made a conscious decision as a company, saying that theres an opportunity to redefine mobile productivity. When we thought about what does mobile productivity mean, its really about redefining how do people create content, share content, work with content, in ways that theyve never done before.So we  were ambitious, some people think Im crazy, to literally take on the incumbents and the establishment in redefining the future of productivity. So, thats the short story of who I am and where we are in this journey.Martin: Great! Milind you said that when you entered the market, you didnt have any clue about how the market was working. How did you set your journey for learning and understanding how the market really worked?Milind: We had some clue. Ill give credit to my Head of Product, Jay was my co-founder who was adamant about serving the needs of the users. We have heard from various enterprises of what they wanted. They wanted the abilit y for their employees to be able to work with Office documents on the iPad. That was the problem taken that was provided.One can say that there are multiple ways to tackle this problem. The way we did it is, we decided to virtualized Microsoft Office and make it available to these users. But the insight or the point my co-founder Jay made was, nobodys buying an iPad to get a Windows experience. If theyre buying an iPad, the want an iOS experience. So the big challenge for us was, how do you take a Windows app and make it as iOS like as possible.Martin: Like Apple Beautiful.Milind: Exactly. So it was like taking that square peg and try to put it into a round hole, because its an app that was developed for a PC, for a mouse based and  a keyboard. It wasnt developed for a gesture-based experience.That was, I would say the insights that we have, which was its all about the user experience. If we get the right user experience, people will use it. I think that is what we got right. Like when we first did it, we nailed the user experience. When we try to hide as much as Windows or that traditional Microsoft Office experience from users to give them the ability to just work with their documents. Looking back, we did that just perfectly.Martin: Great!BUSINESS MODELMartin: Milind, lets talk about the business model. Is  it still the case that CloudOn only helps people creating, sharing Microsoft Office products on several devices or is there some other point in terms of productivity included?Milind: So for us, the focus is very much around the documents that the users have. Like there are, when we look at the productivity ecosystem in the PC generation, over a billion users are using Microsoft Office. Trillions of artifacts getting created on an annual basis around the world. These are Word files, Excel files, Power Point files. And so for us, it wasnt about lets go create a new different type of experience. It was very much about lets embrace the Office format. Fortun ately for us, the European Union in 2007, forced Microsoft to open the Office format and so its an open published format.Martin: But only for the EU or?Milind: On worldwide basis. So this enabled us to recognize that Office is the gold standard for productivity on the PC. From that standpoint, how do we leverage that format and work with. We dont want to change peoples behavior. This is where I think many companies get it wrong.Users behavior is very difficult to change. So one really needs to embrace that and then extend from there. Were not trying to get users to say, lets go abandon all your Office documents and come learn a new tool that is mobile first.Weve always said, it is important to embrace the legacy world, but to provide a path into the future. So from the business model perspective, we are huge believers that its an end user market. Eventually, the problem that were trying to solve in productivity, its an enterprise use case. But when we think about the enterprise, we say that the enterprise is changing today. End users are deciding  which application to use, how to use it, how to pay for it.For us, we made a conscious decision very early on to follow  a freemium model. The freemium model is based on providing kind of a free service to bulk of our users, if we can get less than 10% to convert into paying users, that would be a really good model.But with the expectation that overtime, and this is a multiyear journey, we would want to cater to teams of users and eventually to the enterprise IT administrative. Because eventually this is an enterprise use case. But as an enterprise use case that is driven by the end user. And weve got lots of inbound request from a lot of large  US  enterprises wanting to have an enterprise version of CloudOn. So far, weve been very end user focus to say, lets build CloudOn, CloudOn Pro, which is much more end user focus, with a clear road map to eventually get to a teams product and eventually an enterprise product. Martin: Great!CORPORATE STRATEGYMartin: Milind, in terms of corporate strategy, as I perceived your business model is highly depended on Microsoft products, because youre building an additional layer on that. How do you respond to question like what happens if Microsoft would be doing something similar?Milind: This has been the question that has been posed consistently during the initial years when we were successful is, eventually Microsoft is going to release Office on iOS or Android and what happens to CloudOn?Weve always assumed that this is going to be the case. We had never assumed that, from our perspective, if you look at the productivity market today, youve got 3 very large, well established companies, Microsoft, Google and Apple who have their own productivity suits. When we look at them, each one of them started off with their roots catering to a PC model. Looking at it very much from a PC mouse-based paradigm, theyve tried to make it mobile, theyve tried to make it gestu re friendly, but its still is a PC experience. Its very much a menu driven experience.If you look at Microsoft Office on the iPad, its done extremely well, extremely well. But its still a familiar experience. And we think about the future, we say that it has to be for everybody to truly create or re-imagine or redefine the future of the document.It has to be a mobile first or even precisely a gesture first experience. The days of menus are over, it should all be based on the fingertip. You shouldnt say, if I want to insert a chart or insert an object, you pick a menu and you go down to a different menu item and pick that. You should be able to draw it with the finger.From our standpoint, weve always felt that the gesture first or mobile experience is the key.Whats the other key aspect which is important is, the ability to be compatible with Office. Office is, as I said earlier, the gold standard in enterprise for productivity. If I look at Google Docs, if I look at iWork from Apple, theyve created their own silos, which is their application, their format, their storage. We approached our strategy by saying, lets embrace the Office format. We will also embrace other formats like the ODF format from the Document Foundation.We will embrace other formats instead of finding our own proprietary format. But really focus on the user experience and then focus on innovating in areas that non of the incumbents have innovated. Which is about how do you truly make it a social document, how do you make it a living document, how do you make it truly workable on an iPhone, or an Android phone with the 4 phone factor. We want to make people as productive on those devices as they are on their PCs. Its a non trivial problem to solve. But we are well on our way to solving it.Martin: What are your thoughts on adding other platforms, as you describe you have 3 major players currently working in this online document market. What keeps you from sticking only with Microsoft Office pro gram, what are the thoughts on entering new markets like Google and iWork?Milind: So for us, what we are doing is, we are embracing the Office format just because theres 1 billion people in the enterprise who are currently using Office. But we are building our own native, all 3 capabilities.From our standpoint, we will integrate the  Google Drive, we will integrate with Microsofts OneDrive, we will integrate with iCloud. We are approaching this more like a  Switzerland  approach, which is we are truly storage agnostic, willing to integrate to Dropbox and Dropbox is a really strong partner of ours, with Box, which is another strong partner. So well integrate with multiple storage providers. We will try to integrate with other silos, and truly create value for the end user.Because today when we talk to our end users, they value us for our open approach, they value us for the fact that they can continue to use  Google Drive  and OneDrive  and Dropbox and Box and not have to be forced. Because if youre on Google Docs, you have to use  Google Drive,  if you are on iWork you have to use iCloud, if youre on Microsoft Office you have to use OneDrive.So we approached it saying, we want to be a truly platform agnostic or a technology agnostic from that standpoint. Similar to what Dropbox did when they built their initial cloud storage. They said, we will embrace Windows, Mac OS, Android and hence theyve been incredibly successful.MARKET DEVELOPMENTMartin: From my point of view, one of the major market trends has been from the PC device based Operating System to a now going to the Cloud. What other trends did you identify in the market?Milind: So clearly mobile is a huge tsunami thats kind of happening which were riding. The consumerization of IT, which is the true, I would say before, and Ive been around the block for all these years, where IT would tell you exactly what to use, what you cant use, they control the device. So if I had a PC from the company, they would te ll me which application could run on it, how it would work. Those days are over to some extent.We call it as the  consumer enterprise, because the enterprise still exist but the end users who are consumers are making their own choice. They are deciding which applications they want. And also the enterprise is no longer confined to the borders of the enterprise. Its  truly a borderless enterprise because I could be collaborating, lets say, I’m a finance person and Im working on a spreadsheet, I could be collaborating with my auditor who is in a different company, Im working with some other services. So its becoming a much more of an open environment and anybody coming new into this, has to be able to embrace that.This is where I believe the incumbents are at the disadvantage.  Old large incumbents are catering to a world that worked 20 years ago, that world has completely changed now. The question is, are they going to be able to adapt or will new comers like Dropbox, CloudOn, Box, others, coming and grab market share.ADVICE TO ENTREPRENEURSMartin: Milind, you have seen so many things in your formal startups and this startup. What are your major learnings over the years that you can share with other first time entrepreneurs, so they make less errors?Milind: You know, I look back on my career, and I have learned a lot. They have the hard way, I wish I had some guidance earlier on. When we started CloudOn, it was very important to me to really define what was the goal that we were setting out as co-founders. Are we looking to go solve a problem and sell it to the first buyer, are we looking to go change the world? And there’s no right  answer, it very much depends on the entrepreneurs themselves. Theres some people, and Ive seen this, who are looking to make a quick dollar. Theyll start a company with the ability that we want to flip it. They know exactly whos the buyer. Thats great. They know exactly what is their pain point.In our situation, we were much mo re dreamers/thinkers of saying we wanted to go change the world, we want to redefine the future of productivity. So understanding the goal is critical. Because one thing that I have learned is, with how much of a planning, how much of a thinking that one does, the path is not a straight path. It is a path with gazillion of obstacles and will keep on changing on a daily basis. So if you know what the goal is, you can walk towards that goal. Thats important.I would say for any kind of first time entrepreneurs, entrepreneurship is a team sport. Its not an individual sport. People might look at individuals and say, typically theres always the face of the company but behind that face, there is a team. The team, whether its a team of co-founders, or the initial team of people that you built, is the most important. Because again, given its not a straight path, you need the versatility, you need the ability to zig-zag depending on the obstacles you come across. Having the right team that ha s the right risk profile, that’s not going to get afraid if the first obstacle comes up, that has the right dedication. Its the most difficult sport, or the most difficult work you are ever going to do, but its also the most fun.So its not for everybody. Like I sit here in the Valley and I see that because for every one successful company  sprung   hundred would be entrepreneurs and then they all realize its really difficult  to get a distribution.I always say that, if entrepreneurship is easy, you find a lot more success. Its extremely challenging and so I would say that having the right team, because this is not a sprint. Im sure youve heard this before. Its a marathon, so having the right team that can help base, that can help create the right energy, is by far the most important.Its not about the idea, and I hate saying this to people. We have zigged and zagged as a company before. You hear about these companies like Facebook, and other companies, theyve started off with one i dea and then they morphed into another idea.Whats important beyond the team I would say is, playing in the big market. For example, we are playing in the market of productivity. Productivity is a hundred billion dollar opportunity. We may not get it right the first time. But its a big enough market that if we keep on digging, we will find gold or we find kind of, we solve that problem that we are trying to solve.So, if you end up picking a very niche area, it becomes difficult to change direction because youre tied down. All depends on what the goal is. So our goal was, we wanted to change the world, we wanted to have huge impacts, so we picked a bigger market to play.And then finally, and this maybe goes to the earlier team aspect, theres a certain aspect of perseverance. All the grey hairs out here are tied to perseverance, because there are more people who will say its not possible, there are more people who will be  doubters, who will be naysayers of why something cannot be done .  You look at any example of all the successful companies that are out there today, they all face their obstacles, they all face their people who doubted that they would ever be successful, but they persevere and they eventually became successful.So thats why I say, I would come back to summarize this to say, the key is having the right team, playing in the right space thats big enough where one can change, and then just having the stamina and the perseverance.  Do not give up, its the best job that if you got the stomach for it, its absolutely the best job in the planet, but it not the easiest, its not for everybody. I would encourage you live once, you might as well may have the biggest impact you can have with your life.Martin: I think this is a very good summary and closing. Thank you very much Milind, for your time.

Race Relations and Historical Context in Guess Who’s Coming to Dinner - Literature Essay Samples

Over one hundred years ago, legendary historian and sociologist, W. E. B. DuBois said, â€Å"The problem of the Twentieth Century is the problem of the color line† (DuBois). Interracial marriage was highly controversial and rarely witnessed because of segregation and discrimination during the decade of the sixties. Southern states actually had miscegenation statutes prohibiting it. This well-scripted, award-winning film Guess Who’s Coming to Dinner tackles the subject of interracial marriage. The principal characters portray authentic â€Å"sixties society† and the difficulties that accompany interracial marriage. They deliver fascinating performances of the social customs, which wrongly regarded black people as a â€Å"problem,† and offer audiences the possibility of seeing past race-related misconceptions. Although black people were perfect as cooks, nannies, maids, butlers, bellmen and chauffeurs, socially, they were undesirable for marriage to whites. In this film, Joanna Drayton – young, cheerful and white – is the daughter of a wealthy newspaper publisher, who falls irreversibly in love with a handsome, accomplished doctor and widower, John Wade Prentice. In addition to all of his medical successes – he happens to be African-American. John is does not conform to any negative stereotypes about black people: e is a successful professional and his story is quite atypical. He has degrees, missions, activities and accomplishments to his credit. He regards himself as a man, but his father (of a different generation and philosophy) regards himself as a â€Å"colored man.† The love that John and Joanna discover is evident. Together, they are radiant, blissful and full of life and they joyfully share their elation with all. They have a bond that is not easily sev ered. Joanna’s parents, the Draytons are successful and wealthy and do not appear prejudiced or discriminatory until they’re put to the test. As the cultural norm, they intermingle and relate well with blacks until â€Å"race† comes to dinner. Although very respectful and hospitable to the Prentices, the Draytons are stunned when they learn that their daughter has fallen in love with a black man and plans to marry him in a few days. The racial atmosphere of civil rights, protests, marches, segregation, and racial unrest in the sixties taught blacks that it was best to marry within their own race as whites did theirs. John’s father, whose ancestors were slaves, reminded John that if he married Joanna, he â€Å"would be breaking the law in sixteen or seventeen states†¦Ã¢â‚¬  Both fathers consider the consequences from society and sternly disapprove of their children’s marriage. These men know their history and the way society â€Å"views† segregation. Their ideology supports the cultural climate of the time. Blacks do not marry whites and vice-versa. These men are extremely concerned about â€Å"what people will say.† They try to reason with their wives, but to no avail because their wives strongly approve of the marriage and agree that the only way the couple will be happy is if they are together. These two women recognize that the couple is excitedly in love and share a passion that is often not authentic in new relationships. Mrs. Drayton and Mrs. Prentice will not stand in the way of their children’s happiness. Tillie on the other hand will. She demonstrates what is known as â€Å"black on black† racism, which provokes her to dislike or â€Å"hate on† John. Joanna tells Tillie that she is just as black as John and she is one of the last ones that she expected to take â€Å"such a silly attitude† regarding John. Joanna questions Tillie, â€Å"How could it possibly be alright for me to love you and wrong for me to love him?† Tillie is the stereotypical Negro cook. John, quite atypically, is an accomplished Medical doctor, and is extremely kind to Tillie. During the sixties and even today, many people of the black race would rather destroy than build other members of the black race. It’s almost as if one is going too economically or intellectually be uplifted and the other is determined not to let it happen. The cultural environment of the time also dictated that Ti llie â€Å"stay in her place† and for twenty-two years, she has contentedly (or regrettably) done just that. She appears contented in her role, but considering her unwarranted outbursts to John, she could very well harbor bitterness and regret. Nevertheless, in her â€Å"place,† she is offended by John’s progress, success and affection for his rare, white beauty. The film’s director, Stanley Kramer, explicitly communicates that contrary to society; love cannot be controlled by race. When two people love each other, regardless of race, they will break laws and rules to be together. Joanna’s individuality causes her to go against the cultural environment of the time. She knows what she wants and convincingly maintains her position. Her love for John transcends the barriers of culture and race. She naively asserts, â€Å"It never occurred to me that I would fall in love with a Negro,† and confidently claims, â€Å"but I have, and nothing’s going to change that.† Kramer’s message of the right to interracial marriage and love conquering race is very well communicated to his audience. It could be said that he was fueled and inspired to take the position that he did because in the same year, history was made regarding interracial marriage. In a landmark decision on June 12, 1967, the Supreme Court ruled in Loving v. Virginia that, â€Å"Marriage is one of the ‘basic civil rights of man,’ fundamental to our very existence and survival. Under our Constitution, the freedom to marry, or not marry, a person of another race resides with the individual and cannot be infringed by the State† (Supreme Court Multimedia). Mr. Drayton, in his famous last speech, considers how deeply the couple cares for each other and realizes that preventing them from marrying is not the answer to the much deeper problem of race. He tells them, â€Å"people will be shocked, offended and appalled at the two of you† and wishes he could protect them from it all, but simply tells them to ride it out. He finally concedes to the couple by saying, â€Å"You are two wonderful people who happened to fall in love, and happen to have a â€Å"pigmentation problem.† Although love isn’t partial to pigmentation, his comm ent gives credence to W. E. B. DuBois’ foresight†¦and even he would be astounded that in the Twenty-first Century, there continues to be a â€Å"problem† with the color line.

Role of Computers in Education - Free Essay Example

Sample details Pages: 2 Words: 555 Downloads: 3 Date added: 2017/09/13 Category Advertising Essay Did you like this example? Computers have changed the way we work, be it any profession. Therefore, it is only but natural the role of computers in education has been given a lot of prominence in the recent years. Computers play a vital role in every field. Don’t waste time! Our writers will create an original "Role of Computers in Education" essay for you Create order They aid industrial processes; they find applications in medicine; they are the heart of the software industry; they play a vital role in education. The uses of computers in education are manifold. Here, we shall discuss the important facets of the role of computers in education. Role of Computers in Education The computer technology has a deep impact on education. Computer education forms a part of the school and college curricula, as it is important for every individual today, to have the basic knowledge of computers. The advantages of computers in education include an efficient storage and rendition of information, quick information processing and very importantly the saving of paper. Know more about the importance of computer education. Computer teaching plays a key role in the modern systems of education. Students find it easier to refer to the Internet than searching for information in fat reference books. The process of learning has gone beyond learning from prescribed textbooks. Today, aspirers can satiate their thirst for knowledge by means of the Internet. It is easier to store information on computers than maintaining hand-written notes. To know more on the subject, read about textbooks versus computer teaching. Online education has revolutionized the education industry. The computer technology has made the dream of distance learning, a reality. Education is no more limited to classrooms. It has reached far and wide thanks to the computer technology. Physically distant locations have come close to each other only due to computer networking. Computers facilitate an efficient storage and effective presentation of information. Presentation software like PowerPoint and animation software like Flash and others can be of great help to the teachers while delivering information. Computers can turn out being a brilliant aid in teaching. Computers facilitate an audio-visual representation of information, thus making the process of learning interactive and interesting. Computer-aided teaching adds a fun element to education. Internet can play an important role in education. As it is an enormous information base, it can be harnessed for the retrieval of information on a wide variety of subjects. The Internet can be used to refer to information on various subjects to be taught to the students. Moreover, computers facilitate an electronic format for storage of information, thereby saving paper. Homework and test assignments submitted as soft copies save paper. Electronically erasable memory devices can be used repeatedly. They offer a robust storage of data and reliable data retrieval. The computer technology thus eases the process of learning. A life without computers would seem almost unimaginable for many. The importance of computers is evident today and having the perfect know-how of computers can only propel one’s career in the right direction. Today, computers are a part of almost every industry. They are no more limited to the software industry. They are widely used in networking, information access, data storage and the processing of information. So why not introduce computers early in education? Introducing computers early in education lays the foundation of most of the major competitive careers. Computers play a significant role in one’s personal and professional life.

Racial Stereotypes in Invisible Man and Huck Finn Essay

Throughout the years, racial stereotypes have played a major role in society. Even today, one combines racial stereotypes and prejudice thoughts before one even says a word to the person. Just seeing an African- American man while in a parking lot and pulling out ones phone, can be a simple example of modern-day racial stereotypes. Both novels illustrate the difficulty of overcoming racial stereotypes, while the narrator in The Invisible Man is invisible; Jim in The Adventures of Huckleberry Finn is identifiable. The narrator encounters racial stereotypes throughout the novel. He first encounters Tod Clifton selling Sambo dolls on the streets. Clifton is singing a jingle trying to promote the dolls: Shake it up! Shake it up!†¦show more content†¦The bank represents the white stereotype of a good slave, a slave who treasures every little coin. This racial stereotype even follows the narrator around even when he tries to throw away the bank; a person returns it to him. It is difficult for the narrator to overcome this degrading stereotype when he can’t even get rid of the bank. Because of these degrading symbols, the narrator feels invisible. These racial stereotypes depict how the white people believe African-Americans (including himself) should behave. He tries to fight the racial stereotypes created, but it just forces him to act counterfeit. Both of these symbolize show racial stereotypes that follow the narrator throughout the book. Ultimately, the narrator realizes because of racial stereotypes, people see him for how they want to see him; he decides to be invisible. During the battle royal scene, the black men, including the narrator, transform into the racial stereotype of a violent animal, â€Å"The boys groped about like blind cautious crabs crouching to protect their mid-sections, their heads pulled in short against their shoulders†¦Ã¢â‚¬  (23). The men don’t realize they are acting like servile savages because they are wearing blindfolds; they are blinded by the truth. In addition, when the African-Americans try to collect the fake coins on the electrified ground, again theyShow MoreRelated Examining Mark Twains Work to Determine If He Was Racist Essay4909 Words   |  20 Pagesdowntrodden and oppressed. The only example of potential racism is his treatment of the Goshoot Indians in Roughing It. The main body of his work points to innovative anti-racist themes. Even if one admits that Twain fosters some derogatory stereotypes labeling his work scabrous, unassimiable, and perhaps unteachable to our own time is shortsighted and revisionist. Even if Twain was racist the process of learning is supposed to combat backwards teaching from our past through exposition and discussion

Essay on Comparing Television and Internet Sports News

Comparing Television and Website News Television news is one of the best ways for people to know what is going on in the world today. With the momentum the World Wide Web has gained with in the last 6 years many television news station have also add a website to their media coverage. ESPN is no different; the station still has Sports Center where all the viewers can keep up with their favorite sport, but ESPN also has the website www.msn.espn.go.com where the viewer can get the same or even more information than in the television broadcast. Which is better? Why would a person choose one form of media over the other? It is not that one form is better than the other, it depends what the person wants to get out of that medium. The†¦show more content†¦The viewer can read about why the players want to still play, why some players are able to play after forty and why many of the older players feel that the younger players are not going to even come close to playing until or pass the age of forty. The viewer can also pick what they want to read. For example let us say that there is a viewer who likes sports, just not the traditional baseball, basketball, and football, on the television medium this is the only things the viewer really gets to hear about. However on the website the viewer can read about Skate America, a grand prix competition for figure skaters. The website is also a more time efficient way to get the latest sports news. Instead of watching a thirty minute program to see the very last story, the viewer can just go to the website and read about the baseball highlights instead of having to sit through all of the football coverage. The website can also be personalized under the NBA link there is a drop down box that says clubhouse. If the viewer clicks on that the viewer can choose a state for example Indiana. The website changes to where the viewer can now get information about their favorite team in the NBA, in this case the Pacers. Although the viewer can get m any of the same stories from the two different mediums, there are obvious differences.Show MoreRelatedMedia Plan For Izze Sparkling Soda769 Words   |  4 PagesSparkling Soda The media we chose to put an emphasis on is radio, Internet and cable television. The percentages for each are radio 40%, Internet 30% and cable television 30%. For radio we have strategically chosen to place our advertisements on the weekday morning drive time from 6am to 10am and on weekends from 7pm to midnight. The vehicles chosen for Internet are the websites iTunes, ESPN and iHeart Radio. For Cable Television services we have chosen the vehicles Spike TV, Food Network and IONRead MoreChallenges of Marketing the Super Bowl1691 Words   |  7 Pagespositioning. Problem (Issue) statement The Super Bowl is one of the leading sports events in America. Watching the Super Bowl unites Americans of all genders, classes, and levels of sports fandom. Even people who are not traditional sports fans will often watch the Super Bowl for its entertaining advertising. However, there are concerns that the traditional fan base may be lost with the fragmentation of television audiences, and competition from other media. The 2007 case study by Iris Mohr entitledRead MoreEssay on Nerds of the Football World1435 Words   |  6 Pagesthe Football World It’s a typical Fall Sunday afternoon and millions of people are huddled around their televisions at home, or at sports bars watching their local team’s battle on the gridiron for football supremacy. 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A young private entering the army will receive around 34,008 dollars in his first year defendingRead MoreComcast Corporation Research Report : Financial Modeling And Valuation1577 Words   |  7 Pagesproviding cable television, Internet and home phone services under the brand named Xfinity. Comcast Corporation acquired NBCUniversal in late 2009 and the acquisition was completed on March 2013. As a subsidiary of the Comcast Corp., NBCUniversal is the â€Å"world’s largest mass media group.† The company engages in producing and operating entertainment and news television networks, and owns motion picture companies as well as branded theme parks. 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The objective was to discourage adolescents from consuming tobacco products and also arm the Governme nt with powers to launch an anti-Tobacco Program. Summarize the arguments for the ban on tobacco advertising in India. Advocates of free choice opposed to these prohibitions, saying these amounted to unwarranted intrusion by the state into the

Northern vs. Southern American Colonies 1700s Essay

By the 1700’s, The northern and souther colonies had evolved into two distinct societies. This is so because the northern and southern colonies had different environments and also different reasons of settlement. The North was established for mainly religious freedom, while on the other hand, the south had been established for economic freedom. The climate also affected the different turnout of the north and the south. The north was much colder and so their soil was not beneficial for farming, so the people of the north found other jobs, while on the other side, the south had rich soil and the colonists there used that idea to set up huge plantations and farms. The northern colonies symbolized the industrial power where industries were†¦show more content†¦The northern colonies were very much different from the southern because they were colonized for different reasons. The north was colonized for freedom of worship and freedom of political thought. The colonies had hope for a separate society, where they could show their homeland, how a country should be run. The northern colonies were based on theocracy, where the state forced the people to live and worship in an orthodox way. The southern colonies have characteristics that are the opposites of the New England colony’s attributes. The Southern Colonies were the Province of North Carolina, Province of South Carolina, Virginia and Province of Georgia. The Southern colonies were developed for freedom of economic opportunity.Their economy was supported by plantations, mostly run by slaves. The South would focus more on massive slaves work to grow tobacco and rice that they would sell to England. The southern colonies had goals for mercantilism, and increasing the prosperity of England. They also had a government based on a royal government, where the state was governed by a governor and council named by the king, and an elected assembly chosen by the people. South colonies had smaller towns, more fields. To sum it all up, the northern and southern colonies were as different as day and night. They were colonized for different reason. Also they had a very diverse climate. Their pattern of trade wasShow MoreRelatedHist405 Full Course Latest 2015 Spring [ All Discussions , All Quizes and All Assignments ]3084 Words   |  13 Pageshow and why slavery developed in the American colonies. Why couldn’t colonists use indentured servants as they had in the past? How would you describe the differences between slaves and indentured servants Colonial Identities (graded) The colonies of New England, the Mid –Atlantic and the Upper and Lower South developed their own forms of culture, conduct and commerce. 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“Othello’s Virtue and Valour Ultimately Make Him...

The idea of heroism is one often associated with virtue, courage and valour. Within Othello, Shakespeare questions the meaning behind heroism and admirability in the context of a Venetian society, in which the play is set. Through the tragic descent of Othello’s composure and his actions, the audience is left to wonder whether or not his virtue and presentation as an admirable general and hero, actually exists. Act 1 of the play presents Othellos decisions and behaviour as the epitome of virtue and valour, showing him as a high statured character - the definition of a tragic hero in Aristotelian methods, as it demands a character of greatness to suffer the greatest downfall. Although not necessarily presented as high born, he is deemed to†¦show more content†¦However, by the formal introduction of the rumoured moor in Act 1 Scene 2 and his monologue in Scene 3, our previous doubts of Othello’s character diminish. The magnificence of Othello shines through throu gh his behaviour and rhetoric, becoming a juxtaposing image of a ‘Valiant Othello’ both the Duke and senators speak of. â€Å"Rude am i in my speech† proves Othello’s confidence and elegance in his language. The use of the rhythmic Iambic Pentameter within his monologue suggests a well thought out and educated response from Othello, Shakespeare decides to gift his character with eloquent and virtuous speech in order to highlight his composure as a hero and admirable character. His measured language is a sign of his confidence, self-discipline and virtue, thus agreeing to his admirability of being the tragic hero. By Othello’s declaration of his love for Desdemona and undoubtable respect for those who surround him, we are reminded that Othello is a war hero, and a General to be admired. Shakespeare carefully chooses the Senate and Duke, all well reputable and influential figures of venice, to press the name ‘Valiant moor’ into the audience’s mind, this is to deliberately counteract the damage Iago made to Othello’s character and image within the first act. However, when Shakespeare places Othello away from the power of Venetian society, Othello is exposed to his weaknesses, can be viewed as far from virtuous. We are thus able to view Othello as a character easily