3 ms·

> I tend to agree. However, there are some very, very large clients out there who have the resources… As far as my business experience goes, I would say this i

> I tend to agree. However, there are some very, very large clients out there who have the resources… As far as my business experience goes, I would say this is what can make such a system: your sales force. Have a very good sales team that lands a couple of large key clients early. Yes, it is still the case after +30 years old web and a +10 years old iPhone: the buying decisions include a myriad of reasons, many of them non-technological. A good sales expert can slash through that. So, yeah, courageous and good management can make it. Specially in a case like this, were it is not necessary to make a paradigm shift in innovation happen. Here we have a player who just needs to box himself onto the table and keep dancing.

simplecto 6y ago
A good salesperson flagged with sales-engineers and professional services, but they will be ham-strung by their product roadmap, and the roadmap of the cloud-services they deploy into. Now you have two problems. The vendor, and the vendor's vendor, who is (cloud provider). There will be resource limits, VPC peering limits (1g, 10G , 100G), and a myriad of other things that subtly change how deals are done and the donuts are made. Then, when clients are big enough, these vendors quickly begin to offer bespoke solutions which, again, subtly change how they operate and do business. This creates friction at all levels because we now have classical bespoke enterprise solutions inside "uniformed" scalable cloud solutions. We might have just as well stayed in place and expanded in our own data center, run it ourselves in the compute cloud, or in some smaller cases, just buy the company we wanted to do business with.