Parse.ly CEO Sachin Kamdar talks about how his company achieves 150% year-over-year growth

Sachin Kamdar, the founder and CEO of Parse.ly, a technology company that analyzes web data to help digital publishers optimize their contents discussed how the company reached the 150% yearly growth.

In a conversation with Eric Siu of Growth Everywhere, Kamdar detailed important aspects of how his web analytics company succeeded.

Parse.ly was founded in 2009 with the seed capital of $20,000. The following year, it was elevated to Series A accumulating $1.8M by six venture capitalists. Successively, Parse.ly became a multi-million dollar company growing 150%-200% year after year. But what sets them apart from Google Analytics or other web diagnostics moderated for electronic commerce?

Most dashboards concentrate on how a product will be purchased. With Google Analytics, he said it would be hard to sort out contents with interesting insights. You have to be an expert to pick the exact sources, identify the type of your audience and multiply them with your data. Parse.ly provides those data directly, boosting unique visitors, return visits and time-on-sites.

He cited Cheezburger.com as an example. The website contains humor topics and considers itself as the largest humor site on the web by now. People can contribute hilarious pictures, create, remix and share memes.

Evidently, they used their own analytics to study insights so they can develop memes to get more traffic. And they found it useful.

But Sachin said one conflict with Cheezburger is that it invests a lot in some areas that didn't generate profit to the business. So they created Parse.ly.

With Parse.ly, they can see what content precisely performs well in real-time. And it keeps records chronologically. It can also forecast possible viral contents. That way, they can decide on which area they would have to invest.

Sachin used to be a teacher in the NYC Teaching Fellows. One of his tasks is to motivate students to learn how to handle responsibilities and attain their goals. Now, as a CEO, he's teaching his subordinates to realize how their job responsibilities will affect their careers.

He's hiring best talents and let them do their task on their own instead of controlling them. He wanted to guide them to achieve their dream positions.

Parse. Li also failed at first. They had struggled before. They went through arduous collecting of funds. The CEO said you have to be persistent and figure out the right course in a most ambitious manner.