When you have no plans to raise more money or sell the company.

John Sung Kim 3 min read

There was recently a lot of swirl around a co-founder lawsuit and disgruntled investors at TopTal, a freelancer marketplace that competes with UpWork and Fiverr.

* from “The Hustle”

While I don’t agree with doing business this way, a startup has many twists and turns that are difficult to predict, so I’ll reserve judgment on Taso (their CEO) for now.

Our own journey at JetBridge has not been a straight upward line, but we’re now cashflow positive (most months, anyway) and don’t need to raise additional funds for now (though you can’t predict the future). This has me thinking of a much more long term outcome for our company, because I think we can maximize our shareholder’s and investor’s value by thinking much more long term as in 15, maybe even 20 years to a potential IPO.

There’s a global shortage of engineers and it’s going to be this way for the foreseeable future – and every hiring manager in the industry knows it. Yet most clients are unhappy with their offshore outsourcing (many calling it “second class software development”), but JetBridge clients often say there’s “no difference” between us or their in-house teams in San Francisco.

And by the way, JetBridge developers go #1 in hackathons.

We think we’re on to something, potentially big, but I want us to be patient.

After Five9 and DoctorBase (our first two startups), Mischa and I started JetBridge as a Micro-LMS product company, but we made two big mistakes – we hired our out-of-work friends as early team members, and we didn’t accurately predict our user’s future behavior.

Working with our friends ended up being incredibly difficult, lots of fights ensued, and we eventually ended up letting go (or they quit) our amigos. Hiring friends is a rookie mistake and after two successful startups, I’m still kicking myself for how I could have been so blinded by my loyalty, much to the detriment of the business.

As well, our users (who initially loved using our app) simply stopped using the product after a couple of months as they tired of creating learning material for their teams.

In our desperate attempt to not have a failed startup, we pivoted to a software services company where we used our deep experience in building B2B SaaS products to code projects for other companies.

And we discovered something we absolutely loved – teaching young developers around the world how to become better coders and founders.

Our workshops and speeches are often standing room only.

As this is my third startup, I’m much less focused on an early exit and much more focused on how we grow an organization that helps offshore developers and designers have the best careers possible.

If you were to walk into our offices in Kiev or Wroclaw, you could feel the energy and enthusiasm of our people – something that is extremely rare in IT outsourcers. We do offer our core team members equity in a simple structure that’s fair and easy to understand, and people often come into the office on weekends when needed without being asked. Nothing about JetBridge feels, smells or performs like an outsourcer.

Our clients consistently tell us we feel like an in-house engineering team in San Francisco. We’re super proud of that.

We’ve also partnered with some amazing technical universities in Ukraine and Poland, and I believe our model is right to create “Outsourcing 2.0”

JetBridge skills workshop at KPI (often referred to as the “MIT of Eastern Europe”).

I don’t feel any pressures to sell the company for a “quick flip” or raise unneeded money “because it’s cheap,” and quite frankly making software for other people is 70% of the fun with only 30% of the stress.

Best of all, knowing we’re making a real difference in the lives of the young people we mentor or to those who come to our speeches or workshops is incredibly fulfilling in ways that running a SaaS company never was for me.

And at this point in my life, that’s what it’s all about.

* Some folks at the Kiev office just before lunch.

Are you at work in IT? Look to your left and to your right. If you’re more ambitious than both of these people, contact us. We want to talk.

We Bootstrapped A Digital Health Company To $3M ARR

John Sung Kim 3 min read

In 2009 my buddy Mischa and I wanted to make a ding in the healthcare universe. We were both pretty fed up with the status quo for consumer health, and felt like we could build a communications app that made it much easier for doctors and their patients to communicate digitally.

We learned some really harsh lessons about the American healthcare system. Namely, some of the powers-at-be who want to maintain the status quo can make Russian mobsters look like pussies.

DoctorBase was also a lesson in competing with better-funded competitors as a bootstrapped startup by sticking to your passion for building the best damn product with superior marketing tactics – and ignoring the VC hype machine.

Our closest competitor HealthXXXX had raised 30x more money than we did, but at the time of our acquisition we were a totally employee-controlled company and was doing over triple their revenues with nominal churn.

VCs had passed on us because, well HealthXXXX had raised much more money and (according to their formulas of prediction) that meant they were going to win.

A very, very famous VC told us that “HealthXXXX is going to run away with the market.” I printed out his email and taped it to my desk so I could stare at it every Saturday when I showed up to the office.

We eventually raised $1 Million via Angelist only after we were profitable (as a cash cushion) and at a healthy valuation that kept us founders in total control of the company.

When other digital health founders ask me how we did it, the short answer is that we approached our startup differently than our competitors – we treated software development and product marketing as the same discipline.

Many folks assume my first startup Five9 was more important to me because it became a much, much larger company, but in truth my time at DoctorBase were the best five years of my life (even better than college!). I think it was because we all felt like we were on a mission, and the team was small enough to feel like family.

At the time we sold the company we had about 18,000 doctors communicating electronically with nearly 9 million American patients. We were small, but we were a badass gang. I mean, not as bad as Russian mobsters, but still.

My core team and I set up a [software development + product marketing] agency in Kiev, Ukraine. If you have a digital health project in mind, drop us a line.  Or you can email me at  john@jetbridge.com