Innovation Accounting at BackupAgent (2013) 
Lean startup principles put to practice 
Robbert van Geldrop| Founder and CTO 
1
About BackupAgent 
 Vendor of Cloud Backup Software 
• Based in Delft, The Netherlands 
• Funded in 2007 by Solid Ventures 
• Funded in 2013 by Runa Capital 
 No direct sales; exclusive through: 
• (Hosting) Service Providers 
• Telcos 
• Cloud Service Brokers 
 Where are we 
• Profitable business 
• 400+ partners in 50+ countries 
2
 We build Cloud Backup Software 
 We sell our technology to service providers 
 We apply Scrum and Kanban 
The key question is always what to build or improve next 
3 
Build
 We have a lot to measure: 
• Which features are customers 
using? 
• On which platform are they 
installing it? 
• Which features can our 
partners sell best and why? 
 Business model: 
• How to charge partners? 
• How much customers are 
they bringing in? 
4 
Measure
 We measure software usage 
through DeskMetrics: 
• Features 
• OSes 
• Demographics 
 We keep track of our install 
base through license 
reporting: 
• Increase of users 
• Increase of TBs 
5 
Measure
We wanted to know if further improvement of our Exchange 2007 
plugin would be a good idea: 
Remember: we interviewed our partners about this too and they 
confirmed this finding 
6 
Validation of features and improvements
7 
Estimation of the opportunity of feature
‘A cohort is a group of people who share a common characteristic within a 
defined period’ 
Cohorts can teach us about potential to scale and sustainability: 
The hard part is how to choose your cohort 
Do it yourself: http://www.alivelearn.net/?p=1240 
8 
Measure – Cohorts!
 We wanted to validate the 
sustainability of our partner model: 
• Recruiting new partners is 
expensive 
• Not all of our partners are selling 
our services successfully 
 A sustainable partner network 
validates further investment: 
• Increase marketing 
• Develop new features faster 
9 
BackupAgent’s cohorts 
Cohort analysis shows partnerships are 
very sustainable over time: 
This includes churn, so successful partners outgrow churning 
partners consistently. 
Invoiced usage fees per cohort of activated partners per Q 
Metrics validate scaling of marketing effort: 
• Average Lifetime Value (LTV) = ±12,000 EUR 
• Cost of Acquisition (COCA) = ±5,500 EUR 
• 100% recurring revenues
 BackupAgent ALWAYS enriches data with in-depth interviews: 
• You need to know about cause and reason that hides behind data 
• These reasons and causes make the data actionable 
Customer development is the best methodology for this 
10 
Measure – qualitative data
 Learning is not a system: 
• BackupAgent is only starting to embed the learning part 
• It’s the softest side of Lean Startup 
 Active learning can be captured by the Business Model Canvas 
 It’s the process that goes behind making and updating the canvas 
that really matters 
 Not all learning takes places at a time you plan for it, ideally 
anyone could instantiate his/her own little iteration 
11 
Learn
12 
Learn – BackupAgent’s Canvas
 Your canvas will be a mess if you put all opportunities in the 
model – so how do you deal with that? 
 We implemented the concept of ‘option cards’ 
• You draw a ‘mini’-canvas on a card symbolizing your option 
• You do this for each opportunity 
• By doing this you can log and track progress on everything 
 The deck of cards get prioritized and actions are agreed on weekly 
basis 
13 
Learn – Converting your canvas into actions
 The Option Cards Kanban: 
14 
Learn – Converting your canvas into actions
Follow us 
@BackupAgent 
facebook.com/BackupAgent 
youtube.com/user/backupagent 
linkedin.com/company/backupagent-bv 
Questions? 
Thank you for listening 
Robbert van Geldrop 
robbert@backupagent.com 
@rvangeldrop

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Innovation accounting at BackupAgent v2

  • 1. Innovation Accounting at BackupAgent (2013) Lean startup principles put to practice Robbert van Geldrop| Founder and CTO 1
  • 2. About BackupAgent  Vendor of Cloud Backup Software • Based in Delft, The Netherlands • Funded in 2007 by Solid Ventures • Funded in 2013 by Runa Capital  No direct sales; exclusive through: • (Hosting) Service Providers • Telcos • Cloud Service Brokers  Where are we • Profitable business • 400+ partners in 50+ countries 2
  • 3.  We build Cloud Backup Software  We sell our technology to service providers  We apply Scrum and Kanban The key question is always what to build or improve next 3 Build
  • 4.  We have a lot to measure: • Which features are customers using? • On which platform are they installing it? • Which features can our partners sell best and why?  Business model: • How to charge partners? • How much customers are they bringing in? 4 Measure
  • 5.  We measure software usage through DeskMetrics: • Features • OSes • Demographics  We keep track of our install base through license reporting: • Increase of users • Increase of TBs 5 Measure
  • 6. We wanted to know if further improvement of our Exchange 2007 plugin would be a good idea: Remember: we interviewed our partners about this too and they confirmed this finding 6 Validation of features and improvements
  • 7. 7 Estimation of the opportunity of feature
  • 8. ‘A cohort is a group of people who share a common characteristic within a defined period’ Cohorts can teach us about potential to scale and sustainability: The hard part is how to choose your cohort Do it yourself: http://www.alivelearn.net/?p=1240 8 Measure – Cohorts!
  • 9.  We wanted to validate the sustainability of our partner model: • Recruiting new partners is expensive • Not all of our partners are selling our services successfully  A sustainable partner network validates further investment: • Increase marketing • Develop new features faster 9 BackupAgent’s cohorts Cohort analysis shows partnerships are very sustainable over time: This includes churn, so successful partners outgrow churning partners consistently. Invoiced usage fees per cohort of activated partners per Q Metrics validate scaling of marketing effort: • Average Lifetime Value (LTV) = ±12,000 EUR • Cost of Acquisition (COCA) = ±5,500 EUR • 100% recurring revenues
  • 10.  BackupAgent ALWAYS enriches data with in-depth interviews: • You need to know about cause and reason that hides behind data • These reasons and causes make the data actionable Customer development is the best methodology for this 10 Measure – qualitative data
  • 11.  Learning is not a system: • BackupAgent is only starting to embed the learning part • It’s the softest side of Lean Startup  Active learning can be captured by the Business Model Canvas  It’s the process that goes behind making and updating the canvas that really matters  Not all learning takes places at a time you plan for it, ideally anyone could instantiate his/her own little iteration 11 Learn
  • 12. 12 Learn – BackupAgent’s Canvas
  • 13.  Your canvas will be a mess if you put all opportunities in the model – so how do you deal with that?  We implemented the concept of ‘option cards’ • You draw a ‘mini’-canvas on a card symbolizing your option • You do this for each opportunity • By doing this you can log and track progress on everything  The deck of cards get prioritized and actions are agreed on weekly basis 13 Learn – Converting your canvas into actions
  • 14.  The Option Cards Kanban: 14 Learn – Converting your canvas into actions
  • 15. Follow us @BackupAgent facebook.com/BackupAgent youtube.com/user/backupagent linkedin.com/company/backupagent-bv Questions? Thank you for listening Robbert van Geldrop robbert@backupagent.com @rvangeldrop