On the road map side of a sale, you can create a narrative regarding the long-term direction. But it was the process side where we got grilled a lot, especially later. What is your release cycle? How do you get your customers’ feedback? How are sales and support communications conducted? How do you prioritize? What are the different prioritization frameworks used? We were grilled a lot on all these parameters in two or three deals.
I have no shame in admitting that as entrepreneurs, founders, you have a role to play to lead the company to a certain level of maturity and post that it needs to get into new hands because it has grown, it is like how you are a parent, you need to let the child learn on its own and grow and mature. It’s the same thing with the company—it reaches a certain stage in life where, for it to grow, you can be the bottleneck. And I somehow recognized that and I have set in motion a really, really good plan. It is now a process of repeatability and someone can take over and make it much, much larger.