From Corporate job to Tech Startup with Massive Success with Edith Yeung

VP, International Business Development at Dolphin and also a Founding Partner at RightVentures – Edith Yeung

Edith was a young woman in tech, which is quite rare in itself! But realized she didn’t want to work for someone else the rest of her life. She ended up co-founder a mobile browser called Dolphin and it has had massive success. Learn how she quit, but also how they grew Dolphin to millions of users all around the world very quickly. (Plus she started a tech meetups called BizTechDay with 3700 entrepreneurs!)

Resources Mentioned in the Podcast:

• Dolphin.com
• RightVentures.com
• Sponsorship.com
• The Dip by Seth Godin
• The Lean Startup by Eric Ries

Go to Edith.co for more info!

Thanks so much for listening!

Transcript:

Announcer: Welcome to the Eventual Millionaire podcast - with your host, Jaime Tardy. Real talk and real advice from real millionaires, with a sharp focus on you - the Eventual Millionaire.

Jaime: Welcome to Eventual Millionaire. They're everywhere - I mean if I could find one in the middle of nowhere in Maine you can find one too. Just go to BNI.com and check it out. If you haven't checked out my book yet and you're listening to this, I would love, love, love you to check it out and see if it's something that you enjoy. I talk a lot about my story of being offline and going online and really enjoying the life that I love now. I'm so excited that we have the internet - no offence, I love BNI so much, but thankfully I have you watching me, many, many of you out there, and I talk about that in the book. So go to TheEventualMillionaire.com and you can check out the book, leave a review, all of that fun stuff, and you can also get the starter kit which goes through and explains exactly how I started my mastermind group, how I got so many mentors for free, all of that fun stuff. So, again, it's so excited to have her on the show today. Thanks so much for coming on, Edith.

Edith: Thank you for having me, Jaime.

Jaime: So tell me a little bit. I was so excited to have a female in tech and business on my show today. How did you get into that?

Edith: I was actually an engineer by trade. At school my major was industrial management with a minor in MISRI so I did a lot of programming and development when I was in school. When I first started my career I was actually a developer and I definitely found myself being the only one - in pretty much all of the companies that I've worked with, all of my colleagues have been men, but I love technology. I don't really code anymore - I talk a lot more than I code - but ever since I was very young I've loved the concept of technology and I've always loved to play with new things. It's just always been something that I wanted to do.

Jaime: Nice. So how did you make the transition? I'm a huge geek too, by the way. So how did you make the transition from programming to the business side? Because they're very different skillsets.

Edith: For sure. I think that when I first started my career as a developer I always despised these sales people, marketing people. I always wondered what they did all day long. For me, Edith 1.0 was always about "Alright, let's get things done, let's build stuff." But then, what I realized is that I can build all of this stuff but nobody is using it, so part two of my career was that I started working really closely with some of my customers and as I listened closely and really listened to what my customer wanted and listened to their pain point rather than just "Hey, use my stuff that I built!" that slowly got me to realize that not only is it important to build stuff but really build stuff that people actually want and solve a problem. That's how I got more excited about the business side. Then, after about ten years, mostly in enterprise, I started my own company. I sort of regret that I didn't start my career in sales because, sure, building things is very, very difficult to do, but even more difficult as you get older. You sort of have a bigger ego; it's harder for you to ask for things and selling is a skill that I've found is the hardest thing to really hone and learn. There are many, many spectrums in building a company but I think that if you really want to be the CEO the selling skills, to sell to your customer, your parent, your team and your investors are even more important. I have so much more appreciation for people who are in sales and marketing now.

Jaime: I love that perspective because, yes, when you're an engineer you go "This is the most important. I'm building the stuff that you're selling. You're just selling it; it's not that big of a deal," but then as soon as you flip to the other side you're like "Oh, yeah, if we don't have any customers we don't have a company." That's huge. So what made you decide to take the leap and go into your own company?

Edith: After ten years of working mostly in enterprise it wasn't like one day I woke up and said "I have to quit my job." It's not necessarily that. I was very, very lucky - I've always had great bosses and a  great career - but I really felt that life is short; after ten years I really felt that there was something more that I could do with my life and I really wanted whatever I was working on to impact more people. I did many, many years of B2B, where everything we built was for a large company, but I didn't really feel like what I was doing was making a huge enough of an impact that I should spend another ten years of my time working on something that I didn't 100% believe in. That was really the big trigger point. It's not really about money, in fact if you want to make money you would probably be better off working for somebody because it's just so much harder being an entrepreneur and trying to figure out all of these things and spending time making the product, all of these things. So that's the main reason.

Jaime: So tell me aboutwhen you first took that leap and how long ago that was, especially because the leap is kind of scary for people that have been in corporate - I took it too - you've been in corporate for so long and then you're like "Okay, I'm going to do this." So tell me about the beginning stages of the new company that you started.

Edith: Honestly, when I first quit my corporate job I didn't know what I was doing. I said I knew what I was doing but I had no clue. I started to write a blog, which I'm not writing as much today, really documenting it. I had -Day One - Leaving Corporate America. Day Two, Day Three," I actually did that for about half a year, documenting some of the new things that I learned, but one of the big things that sort of turned into a business later on, because I didn't know what I wanted to do but one thing I knew that I really needed was new friends. All of my friends from corporate America were really, really happy with their jobs and I knew that I needed to hang out with a lot of entrepreneurs and surround myself with like-minded people that were going through the same issue, to do with selling stuff and figuring out what the product is all about. That was actually the first thing. So I went to a few events and I thought "This ought to suck. I can do better." So I started my own entrepreneur meet up. It started with five people - this was about six years ago - there were five people, I knew three of them, and I rented the conference room in a hotel, it cost me $300 and I was like "What the hell am I doing?" but I really enjoyed the conversations so it went from five to 10 to 30 to 100 to 300 and it turned into a conference of 800, which was sort of my previous company turned into a conference business sort of by accident.

Jaime: Tell me a little bit about that too, because I find that really interesting. I was looking up BizTech and what that was, so how did that come about? You just started it as a meet up, it started getting bigger - how do you turn that into a conference?

Edith: It was really just one step, one problem, at a time. At first I just wanted to meet new friends and thought "Why do I have to pay for conference rooms?" then thought that people could sponsor the venue then, after that, I also wanted to meet people who had already done it so I started to get amazing speakers. I remember my first bigger conference, it was about 3-400 people, and my first keynote was Tim Ferriss. He was amazing but once I'd had Tim I needed more people and I needed a marketing budget to do it.

Jaime: Because he costs a lot of money!

Edith: At the time it wasn't about him costing money. We were very thankful because he's local in San Francisco but when you host so many people you need more money to pay for the venue and all of that so then I got into sponsorship and started selling. It was just really learning one step at a time, that's how it ended up turning into a conference, but before that I had no idea there was actually industry sponsorship. I had no clue about how to do all of these things. Every single new speaker that we got, these really amazing people that I, personally, wanted to learn from. It was just as simple as sending them an e-mail - the worst case scenario they just say "No". I would just say "Hello, I want to learn from this person." Another really random story, after I left corporate, was that I'm a big fan of Seth Godin; Seth is amazing.

Jaime: I know, totally.

Edith: He's definitely the number one speaker; he's just amazing. I remember at the time I think he had just come out with "The Dip" and I was thinking "I'm going through the dip!" because I had just quit my corporate job and sometimes it's harder to quit than start something new. So I remember that day I was telling my friend "I'm going to e-mail Seth Godin and I'm going to invite him to come to San Francisco," and I remember on that day my friend was like "He will never reply to your e-mail." I sent him the e-mail and literally within five minutes he said "How can I help?" I went "Oh my God, Seth e-mailed me back!" and two months later he came out to San Francisco and spoke and it was just an amazing experience and we still keep in touch. Since then he has also spoken at BizTech, I think that was three years later.

Jaime: One e-mail. It's so silly how that is. That's insane.

Edith: You never know. My asking skills were definitely a lot better after that. It's all about asking - you have to know what you want and be very clear about it and just ask for it.

Jaime: I love that. It's so funny because it's something that you learn as you go. You'll do an ask and you'll be like "Wow, they said yes. Well next time maybe I'll ask someone bigger. They said yes too!" You build a muscle, almost, as you keep going and it sounds like you did too - ask this and then try this, it's not going to hurt. Now I'm sure you can ask so many people because you've done it so many times before. I have a couple of questions about the sponsorship, because I know a lot of people ask questions about sponsorship and I'm curious too - how do you get into that? How do you find companies, what do they pay for that stuff? I don't know that side very well.

Edith: Having said that, and I'm happy to share, but it's not a business that I run anymore.

Jaime: I know.

Edith: I think every single thing that is new to you, somebody else has done it before. So learn by example. There is actually a company called IEG and they have the website sponsorship.com and it's been around for 30-40 years. What we're doing is all around tech but in the old days, with sports and entertainment, if you think about, for example, in San Francisco there's the AT&T Park - why does a sports park have the AT&T name? It's part of a sponsorship deal. There's a lot of material out there to learn from. There's no straightforward formula - "If you do this, this is going to be the prize," but thinking about whatever your product is, I'm sure you already have competitors and I usually like to do a lot of research looking at what my competitor is doing and do not necessarily what they are doing because it's all about creating a niche and thinking about what makes you unique as a product or an event or whatever it is that you need to go after. Sponsorship is just another form of selling but to a certain type of customer. Usually the budget will come from a marketing department or if you're doing a non-profit ti might be coming from a non-profit foundation. But it's all about thinking through why your customer needs to invest in you - what exactly is the problem that you're solving?  I mention that because I don't do it anymore because I realized I don't like developing product that is A to B so now, with Dolphin, we're all about investing in awesome startups so there's no selling in that sense but for Dolphin our product is completely free so it's not about selling to customers because it's all consumer so it's a very different dynamic. But I think if any of your audience or yourself are thinking about it, I highly recommend checking out sponsorship.com and they have tons of material - sample packages and other things.

Jaime: That's awesome. It's so funny how a simple Google search can figure that stuff out but I would have no idea unless I asked you, because those things don't come up until you're dealing with them. Like "Oh, great, I have no idea how to do this," you ask someone who does know. Great, you gave me a wonderful resource, now we can go and check it out. one of the things I wanted to dive into with you was to find out how you determine whether a startup is good or not good to invest in. everybody asks this question over and over again and I'm trying to figure this out and I'm sure it matters and it's different for each one and all of that fun stuff but you can give us an idea on how you choose the startups you choose to invest in?

Edith: For Right Ventures we're focused on a certain vertical that makes sense to us and we have experience operating the companies. We look at various different startups but the majority of them are cloud infrastructure and mobile because at Dolphin we're very, very mobile focused; we live and breathe mobile. So my focus is all related to mobile. A lot of mobile apps, utilities, product abilities, a lot of infrastructure that would support mobile app developers are the things that I look at. How we determine whether it's a good startup or not is when you talk to the founder and I think the ideal founders are usually really involved at an early stage. A lot of the time, when you talk, it's all about the people. I know this sounds kind of cliche because everyone says it, but when you talk to the founders and CEO, how deep is their understanding of a product and how genuine? Because a lot of them try to raise money and you can ask many, many questions to be able to figure out whether that person is going to admit what they don't know, because there are just so many things that you don't know. It's really building that trust and rapport with the founder themselves and getting the right sort of mindset. The truth is that, with Dolphin, we weren't originally thinking about starting a big company; it was all about us solving a problem. It's all going to change but one thing that won't change is the people on the team and if they're a really, really good team, they're able to execute even if they change course 10,000 times, I think most of the time when a company fails it's not because of the competitors, it's usually because they change themselves. So that's really what we look for, but at the same time we usually invest in things that we understand. I'm not as into eCommerce - I wish I understood it more, but it's not our focus.

Jaime: Are there any traits for founders? Because you hear that a lot - the "great team". What makes up those teams? I want people listening right now to go "Do I have what it takes? Do I have that stuff?" so are there any traits, anything common throughout that?

Edith: I think the ideal is that the founders of the team that you are talking to have worked together on something else before. Sometimes our guys see a lot of founders who can't stand each other - it's almost like they're a couple and you can't solve family problems, so they're like a family. But, having said that, I think just start. We usually start with two kinds of people - one person can really sell and really be the front man and the other person is an awesome, awesome product person. I think if you have at least these two types of people as a founding team, that's a really, really good start. You need to hire a lot more people to support them, but those will be the two things. I would say 80-90% of the startups that we love all start with founders that are the people that actually build a product. We tend to shy away from purely sales - they can talk a lot but they can't build things. That's not what we really want - make sure that the founding team can build and deliver without outside help. I think for all the other things, you can hire great people to do it for you. If you think about it, Google, Facebook, Apple, all of these amazing tech companies, their CEOs are actually the chief product officers in many ways or the chief QA person because they want to make sure that the product is good. That's sort of what we look for.

Jaime: So that people really have an understanding of the whole picture instead of just one aspect of the way it goes.

Edith: Yes.

Jaime: Is there an ideal team size? Do you usually look for two - co-founders and that's it - or is it okay if somebody comes in with four people or is that just more hassle than it's worth?

Edith: I think with the early stages I would be really scared if you have 20 people, I'm like "What do they do?" I actually think that if you have the right founding team, you know, two or three people can do a lot. I think the most important bit, which I'm sure you have talked to others experts about, is all about to prove or not, in the very early stage, that there is a good market fit. It's not about following people into things or creating as much stuff as possible. You need to understand that, whatever you are curating, there is a big enough of a market for it. Sometimes I think there's a fine balance between what you're creating - do people want to pay for it, that's one thing, but is the number of people who want to pay for it big enough. So those two things, you need to juggle. I don't recommend building a big team until you're really, really sure what you're building and then people will want to pay for it.

Jaime: Beautiful. I think this a perfect transition to talk a little bit more about Dolphin because you were talking about "The Lean Startup" and if nobody has read that book yet you definitely have to get "The Lean Startup" by Eric Ries. I hope he'll come on the show shortly, too. But I think having that model, how did you guys take Dolphin? And of course can you describe what it is a little bit better than I did at the beginning. Describe what it is and what you took it through or how you helped see it through to fruition. Because it's a really cool model that I don't think many people know that much about.

Edith: Dolphin started about three and a half years ago now. At the time, the first Android phone had just come out, which is the HTC G1.

Jaime: That was only three years ago? Wow!

Edith: Originally I was an iPhone user and when our CEO came up with the idea I was like "I'm not really interested." His name is Yongzhi, he's an awesome friend and he was telling me about it and I was like "It sounds cool but I don't really care," and at the same time what was so interesting was I didn't understand either, nobody was thinking it through. Most of the mobile guys, even today, if you go to AT&T you just buy a random phone. They come with a default browser but the browser itself is just a port over from desktop. Think about it - most people on their desktops, the way that they surf, the way that they interact, is really different to when you're holding your phone with one hand, with your thumb. You don't want to do all of that; you want a purely mobile experience. So we decided to build our own just because we thought that the browser sucked on Android.

Jaime: I love builders, they're like "This sucks, I'm going to make a new one."

Edith: Exactly, and we just sort of though "You know what, it will be really, really cool. We'll name it something that's sort of cute." We picked Dolphin for a few reasons - one, we thought that dolphins swim super fast and you want a fast browser, and we also wanted the browser to be able to learn, so that's why we created gesture browsing so you can just draw on it and go to any site you want, or draw an arrow and go to the bottom or an arrow to go to the top, so you can just draw on it and then you can also talk to it, so I can literally say things like "eBay Nike shoes" and it will go to eBay and show you all the Nike shoes without you typing a word. All of these innovative features come from our user, they want all of these things, and we thought Dolphin was an awesome name because dolphins should be your friends and learn the way you browse. That's how it got started. We weren't trying to say "Hey, this is going to be a big company," but we really tweaked the product quite a bit and even today we get about 200 e-mails every day for changes and improvements, still coming in. Now we have a big team for it but in the beginning, looking through all of these e-mails, we kept tweaking the product. It took us about six months to get to the first million installed on Android and two months ago we hit one hundred million installed. It's just been growing and growing and growing. We're so thankful and here we are.

Jaime: That's insane. Six months and a million downloads is insane. What's the business model on that? Because you can just download it for free on the phone.

Edith: We have a few business models. Now we have enough of a user base so we're very different from an enterprise type company. We actually drive software to other apps - I'm not going to go too much into detail about the app economy but, if you think about it, there's are too many other apps - almost a million for iOS, almost as many for Android now - so it's very difficult to get user attention and it's very expensive if you want to pay for it. These are also seasonal, so during Christmas time people are willing to pay $10 per install, it's just insane, so we drive install for other developers. We also have an enterprise, another team, that do an enterprise version of Dolphin - what that means is that you and I probably have tons of internal things that you don't want other people to see, so let's say the police force, for their intranet they need a really secure browser to have access to it, so companies pay license fees for enterprise for Dolphin to run internally for their employees. So that's a couple of ways that we make money.

Jaime: Nice. How big is the company?

Edith: The company is now 150 people. We have offices in San Francisco, where I'm at, and in Beijing and in Tokyo.

Jaime: And it started with you guys going "Hey, let's fix this browser because the other ones all suck,?"

Edith: Yeah, that's it.

Jaime: That's insane.

Edith: If it sucks, there's something you can do about it.

Jaime: Definitely. So take me through a little bit more, because I find it interesting that this all happened within three years. I know it doesn't always happen with other companies. What was your main focus at the very beginning? Was it about sales or just making the best product as humanly possible or getting many downloads?

Edith: I think for us, the last three years, Dolphin at the 1.0 stage was all about the product. Similar to the lean startup model, we needed to have very, very good product market fit so for the first year it was all about the product. We were very, very focused on Android, also, and we didn't launch on iOS or focus on any country but the US for the first year and once we got enough momentum, I think when we were at about 8-10 million, then we raised our first round of money, so there was an influx of cash, then we were like "Okay, now we can really spend some money on marketing." Then we had our first Chinese version, we had a Japanese version, we grew internationally, because now we had investor support, and then we launched on iOS. So year two was all about growth, thinking through and getting the product ready for international. Year three, for the last 12 months, I've been very, very focused on looking at developing countries and in fact the strongest growth in terms of smartphone in the world was no longer the US, that was definitely the case three years ago, but now it's China, India, Russia, so for the last year I've been very, very focused on travelling to all of these different countries and repeating what we have done back in the US but for the international markets. We did a lot of strategic partnerships with mobile carriers overseas and also phone manufacturers.

Jaime: See, I love this. Tell me more about mobile, then, because I know this is the way of the future. Ten years from now, what does that look like? Can you give us some insights on where you think mobile is going in the next ten years or so?

Edith: I'm so excited about mobile. Just to give you some perspective, there are around seven billion people on Earth and today about 2.5 billion people that use Google every day, which means less than 30% of people still have no access to internet and that has a lot to do with them not being able to afford a laptop or a computer. You and I are very, very lucky because we live in the States and most people do have access to internet because they have access to a computer. So I'm excited about Dolphin because now, especially with Android phones. I'm using a Samsung Galaxy S4 and this phone, if you go to India now, you can buy a lower end handset for about $30-40 US. That's really, really cheap and, for the first time, there will be billions and billions of people who have skipped the whole PC stage, or laptop stage, they have no idea what those things are because they've never touched them before, so the first time they've had access to intern is because they're holding this phone. Ten years from now, I really, really hope that every single person on Earth will have access to internet because they're holding this phone. Education will all be done via this. Shopping, your daily life, looking for food, communication - every single thing and more. Whatever you have been able to do on the PC before, you can do on the phone. That, I think, is not only the future, but mobile will be more important than food. In fact the other day there was a big fire in San Francisco and I was thinking to myself "Oh, shoot, if my house burned down, would I be okay?" and I thought "At least I have my phones."

Jaime: Isn't that sad?

Edith: It's really, really sad. It's horrible. I went on a date the other day and my date was like "I think you're spending way too much time on your phone," and I'm like "Oh, shoot, that's kind of rude," but really I think these things are just so important to our lives already and I really, really wish the same for all the other people that don't even know what the internet is and we'll bring it to them because of the power of the mobile.

Jaime: It's so exciting. I love futuristic stuff, I'm one of those people. Tell us what you think that means for business. I just interviewed someone who's a futurist and we talked about companies not realizing what's coming in tech and how 3D printers, 3D scanners, all of this stuff is going to change the way we do business. What do you think businesses should really know right now, with these coming changes?

Edith: It's interesting. I think all businesses should think about how your potential customer could reach you. Who knew that Craigslist could basically eliminate classifieds from newspapers? I remember when I was little my parents would buy this whole album of encyclopedias that would just sit there at home - that industry has gone. In order to continue to evolve as a business, you really need to think about the true needs of your existing customer and whether it is possible that that need will go away? And everything is possible. The second thing is how can they reach you? I think you should definitely think about mobile and build a mobile optimized site because if your site is ugly on a browser you need to do something about that. And can they build an app? I think there are many, many things that all businesses should think about. You have to do this to make sure that your customers stay with you. It's not only about finding new customers, but existing customers can go away if you're not aware of what's going on around you.

Jaime: I love this too. It's as if you need to be adaptable to the new technologies that are coming up. I remember my parents having a 1970's Encyclopedia Britannica and all of the information was outdated but I still used it for school. And then I used the internet at school and I would go to encyclopediabritannica.com but now it's gone and I haven't thought about it in I don't know how long and the company and the industry is just not there anymore. If they had adapted and really pushed forward and tried to be a thought leader on that side of things they could still be here. Maybe they wouldn't have been Google but maybe they would still be around, which I think is important, so that adaptability piece is huge. So are you guys a trender, like you pay attention to what's coming up and hopefully you can bring that back into your company?

Edith: Totally. I think we're very lucky to have a great team, our customers have been so supportive of us, but the big, big thing for us is that we're thinking "Okay, we're doing really well on the smartphone. Is it possible to browse on a smart watch? Is it possible to browse on TV?" There are just so many possibilities of accessing information via very different platforms and devices. Everything is possible.

Jaime: No kidding. Google Glass and whatever else we have.

Edith: There are all of these really cool gadgets coming up now. Just three years ago we got Android and there was only one device. So we?ll continue doing that and making sure that Dolphin can be everywhere.

Jaime: Dolphin probably will be. It almost is, right? I really appreciate it. We have to finish up - I'll ask where we can find out more about you in just a second but I always ask the same last question and it's what's one action listeners can take this week to help move them forward towards their goal of $1 million?

Edith: Just thinking "Do it? is one thing. I think that being a good entrepreneur, by nature, you have to multitask - you have to work with a team, the customer, your partner, investors, you have to work with the press, whatever, so I don't think that you need to quit your day job or what you're doing now to start something. Infact it's all about testing, it's all about getting into it. I absolutely believe that whatever your day job or your main thing is, just start it on the side - do it at night, do it on weekends. If you can't even do that, I won't even suggest that you build a business, because by nature you have to do all of these things at the same time anyway. So start now and don't worry about quitting whatever, just start so that you can test as much as possible. Just start testing, like now.

Jaime: Now. Go! I never ask follow up questions but I have a follow up question - did you wish you had started something when you were in corporate? Because you said you just quit.

Edith: Totally. I had the same mentality, that's why I wanted to share with everybody - don't wait. I just didn't know better. I absolutely should have started 10-15 years ago when I first left college but in my head I thought I had to follow in my parents? footsteps to be a good employee.

Jaime: Get a good job?

Edith: My mom still asks me "Hey, when are you going to get a real job?" I'm like "I'm working!" After all of this. Don't let other people decide for you - you decide how you live your life and, as much as your parents love you, they don't run your life - you do, and you need to decide and make decisions for yourself.

Jaime: I love this. Thank you so much. Where can we find out more about Right Ventures and also Dolphin?

Edith: So Right Ventures is rightventures.com. You can check out all of our companies. For Dolphin it's just dolphin.com. I worked on that domain for a long time so please check out dolphin.com

Jaime: I was really impressed that you're at dolphin.com. That's really impressive that you got that domain name.

Edith: It took a long time. but yes.

Jaime: Congratulations. Thank you so much for coming on the show. I really appreciate it.

Edith: Thank you, Jaime.

Jaime: I hope you enjoyed that interview with Edith. She had some really cool stories and tips, especially to see how far she came from quitting her day job to what she's doing now is just insane. Plus, as you can tell, I got really excited because she's a woman in tech and business. There aren't a lot of them out there so I was realty excited about that too. If you like interviews like this, go to EventualMillionaire.com. You can sign up right there for the three habits of all successful millionaires and every single Monday, we call it Millionaire Monday, I will send you a brand new interview. So you don't have to go on iTunes or podcast or anything like that, you can just get a new interview in your inbox every single Monday. I hope you enjoyed that. Check out EventualMillionaire.com and I hope you have an amazing, kick butt, fantastic day. Take care.

Announcer: Thanks for listening. You can find out more great information like this on EventualMillionaire.com.

Tags: Beta Testing, BizTechDay, business startup, Edith Yeung, Idea Validation, millionaire interview, Startup, tech meetup

Categories: All, Business, Business Model, Entrepreneurship, Finances, Millionaire Interviews, Starting A Business

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