Thanks for the article. I read most of it. Parts sounded very similar to the start-up that I was referencing most directly in my comment. The big difference w

Thanks for the article. I read most of it. Parts sounded very similar to the start-up that I was referencing most directly in my comment. The big difference was that in selling to large enterprises, marketing is very inefficient at reaching decision makers. We thought we had this in hand because our founder and a couple of key early employees were deeply integrated into the CIO community. And, we did succeed in getting CIOs on board. The real challenge though for us was that revenue depended on adoption and ongoing use within large enterprises. While CIO's were telling us this platform is really great and we will have 20 procurement projects hosted on your exchange in the next 6 months, they weren't willing to force adoption within their organization. We would get delays and then maybe 1 or 2 projects and then nothing. There was still something missing or a unidentified barrier when it came to the needs of a VP or director 2 levels down from the CIO. Eventually we ran out of money. The technical foundation was really good and allowed the founder to run it solo until he found a larger service company that wanted to retrofit the technology to support their business model. He got a smallish buyout which in theory made him and the investors whole plus a little. The last I heard they were having legal wranglings to actually get the money paid out from the acquiring firm.