A little later I joined the

We registered a couple of patents in the US Patent and Trademark Office (USPTO), developed the product, and looked for money (seed round). But either the

commercialization was not well thought out, or there was a lack of knowledge of the

US venture market, but the project never took off, but the team and intellectual

property (IP) were transformed into a new project – A little later I joined the  TerraManta.

I opened my next company in the US together with a partner from America: the

trading service TerraManta, which analyzes a huge amount of text data and tracks

how geopolitical factors influence the formation of oil prices and oil markets.

A little later, I joined the medtech startup Hardin Scientific , which develops smart

equipment for medical laboratories. The R&D (Research and Development) office of

the company, which I manage, is located in San Diego, California. Production is

deployed in the state of Kentucky. My partner and CEO of the company runs it there.

My future partner first invited me to the company as CTO (Chief technology officer), and later I became a co-owner of the company (Co-founder).

“Everyone is passionate about the idea, they build MVPs for free, no one needs a salary”: how to organize a startup

The goal of any startup is to find free developers and build an MVP (Minimum viable

product) as quickly as possible to get the first customers and test the idea (Market

traction).

This is when you come up with an idea, charge your CTO with the idea: “Everything is

so great, we will all become billionaires soon.” The CTO in turn charges the development team, shares with them a certain number of shares of this new business.

 

Everyone is passionate about the idea, no one needs a salary,

everyone works, builds an MVP for free. And then, maybe,

they get funding and the project takes off. Or – in the vast

majority of cases – everything dies.

In my

casewe always had a core

team of developers who did things because they saw the goal and believed in success. The guys started at Privaclouds and then moved to TerraManta.

A little later, we formalized business relations with Atvinta and began working on

projects. First, on interfaces for TerraManta, then on developing smart equipment for

microbiological laboratories at Hardin Scientific.

“Startups don’t offer anything conceptually new”: which IT products can take off

Successful startups become multi-million companies because they irrevocably change

the rules of the game in industries that have been formed for decades. They throw out

everything unnecessary from processes and put them on the rails of modern

technologies. In this way, small IT companies of several people can “bite off” large

pieces of the market from large players.

For example, the TerraManta service analyzes a huge amount of structured (statistics) and unstructured (text) data and tracks  gambling database japan geopolitical factors

influencing the formation of oil prices and oil markets.

Previously, such work required

a huge staff of analysts, entire departments and divisions that monitor hundreds of sources daily, analyze data and predict trends.

One of our major clients in Europe has an analytical office staff of about 250 people.

Solutions like ours call into question the feasibility of dozens of them, since the end

result is the same, and sometimes much more accurate.

Now automated solutions do it more special database services  effectively: they

analyze millions of news items and events around the world, build hypotheses and find patterns. The service replaces a huge number of employees and reduces our

client’s costs.

What

technologies will turn a startup into an “industry

killer”

Neural networks are our everything.  burkina faso business directory According to my observations, all large and successful projects are somehow connected with ETL technologies — «Extract, Transform, Load».