Vic Kulkarni has worked in the semiconductor and EDA industries for over 27 years. He was appointed president and CEO of Sequence in May 2002. Prior to his appointment, he served as Chief Operating Officer for more than two years where he set the Company's vision and delivered power and signal integrity products for nanometer systems-on-chip design. Mr. Kulkarni was named "Entrepreneur of the Month" by SiliconIndia magazine in July 2003 and was featured in Reed Electronics' "50 Electronics Companies to Watch" in 2002 and 2003. Prior to joining Sequence, Mr. Kulkarni was General Manager and Vice President of Avanti's Silicon Business Unit responsible for Silicon IP and Process Modeling tools. He joined Avanti after the acquisition of Meta-Software where he was Vice President of Worldwide Marketing. He was instrumental in taking the Meta-Software public in November 1995 with a market cap of $160M. Prior to Meta, Mr. Kulkarni held various engineering and marketing positions in VLSI and National. Currently Mr. Kulkarni is also on the Management Advisory Board of Arteris, an emerging innovative company in Paris involved in network-on-chip designs. He has an M.S. E.E. in Solid State Electronics from University of Cincinnati, Ohio and B.Tech in Electrical Engineering from the Indian Institute of Technology (IIT), Bombay in 1974.
I see from your biography that you graduated from the Indian Institute of Technology (IIT) in Bombay and then came to the US in 1974. At that time many students came from India to attend graduate school in science and engineering and ended up staying in America including my Ph.D. advisor. What was this experience like?
Actually it was very exciting, frankly. I was one of the students from what we called at the time the microelectronics lab. It was one of the first course works that IIT Bombay had initiated. We were about 10 students who took that plunge instead of the conventional electrical engineering and computer science. After that I got quite a bit of interest in microelectronics. The University of Cincinnati offered me a very nice scholarship in terms of their solid state electronics course, lab work and so forth. The University had a premier lab funded by NCR and NASA. I choose that school from amongst all the admissions I had received. So it was pretty exciting in terms of coming to the New World at that time. We were all awed by some of the progress in the US on various microelectronics matters. I had $8 dollars in my pocket for sure. That was the limit that the Reserve Bank of India set for students traveling abroad. The whole Cincinnati experience was very positive for me in terms of learning solid state electronics, some of the fiber work, laser work, …. I did research in the so-called double invection devices that was funded in those days by NASA for night time vision. This was some of the fundamental research work being done in the silicon world. I created a few devices myself in the area of charge coupled devices and magnetic bubbles. Those were some of my areas of interest.
I understand that you had some notable classmates at the University of Cincinnati.
People like Mike Fister, now the CEO of Cadence, was in the computer science department but he was in the same batch of students. Then there was Vin Dham, one of the creators of the Pentium. He was my classmate, actually he was my roommate. We have known each other for 30 years now. It was very exciting to be part of that whole revolution of the semiconductor world. Then I started my Ph.D. program but National Semiconductor came on campus and lured me with a good salary and everything else. That's how I came to the wild west.
It's now 30 years later. A lot has changed in India in the interim. Are college students in India still likely to come to the US for graduate work and if so are they likely to stay here or return to India?
Two weeks ago I went to India. I have been going there on and off for years. But in the last 3 or 4 years I have been going on a yearly basis because of our expansion there in R&D. I found that the new mood is that people have quite a few opportunities now in India, if you are an IIT graduate or any engineering graduate. There are some real opportunities in India that are as good as it was in Silicon Valley 30 years ago. I could see the same excitement when I just recently visited. When you go to Bangalore, you see buildings after buildings, beautiful setups for Intel, Infinium, Cisco; all the big guys are there. Also there are indigenous companies like Infosys, Wipro and so forth. They are all just phenomenal. There are over 100 chip design companies in Bangalore. The excitement is almost the same as it was here in Silicon Valley so many years ago. The younger engineers are of dual minds. Some of them want to come here and work for a US company or go to Europe. A lot of people are going to Europe to work for companies like Philips, Infinium and ST. They achieve a kind of cross border expertise. However, they all understand that the customers and innovation still occur in Silicon Valley. At the same time the world does not revolve around Silicon Valley any more. You can use that to become a global engineer. You find that happening more and more. Some of the young folks are even going to Japan. They are learning Japanese and expanding their careers in Japanese companies. The same is also happening with Korea. I found a group of Indian guys, entrepreneurial types, learning Korean to work in a company like Samsung. People are getting more of a global view these days. But people still admire the US education system, particularly post graduate and Ph.D. type.
Later you were VP of Marketing for MetaSoft when it went public. How was that experience of helping to take a company public?
It was of course in 1995. In those of days it was a remarkable feat for a company like MetaSoft. As you know Kim and Sean Haley, the founders, were at Atage for almost 17 years. When I joined the company I looked at the value and IP creation of HSPICE as well as some of the modeling work which those folks had been working hard on. I said let's go to the public market and frankly create some wealth for the employees as well as make a bigger impact in the industry in terms of the capital we would raise to invest in newer areas based on HSPICE foundation. I convinced the founders first and then got exposed to the banking world which was a very good experience which I use even as late as last week when I was in constant conversations with bankers. In my previous job as well as this job that financial community opened up to me; the Wall Street analyst and bankers, the road shows putting all together in a succinct format and getting the filing done etc Really a very thrilling experience to go to New York, Boston, Chicago and Minneapolis, all the key finance centers. Pitching the company story to all bankers and investors, like the big fund guys: Fidelity, Janus, everybody. I used that knowledge over the years many times over, very good positive experience. We got a good market cap and then Avanti knocked on the door and the board approved the acquisition. It was very successful I would say. Also I brought a lot of young folks into MetaSoft to learn new things in terms of product marketing and positioning and all those things.
How big a company was MetaSoft in terms of employees, customers and revenue at the time of its acquisition?
We were about 120 people, if I remember right. We were in the range of $24 to $25 million revenue and profitability was very high. With HSPICE we pretty much had a monopoly at that time as a circuit simulator. We had about 27% to 30% operating income. One of the highest in the industry in fact.
How hot was the stock market at that time for EDA firms going public?
Not like the 2000 timeframe. We were one of the smaller small cap companies trying to make it big in terms of the Wall Street Market. There was some fascination about the EDA world but people were not used to what EDA was. There were very few bankers and analysts that could track the industry. It was too complicated for them. If I recall, there were about 3 or 4 analysts as opposed to 10 today who are tracking our industry. So it was nice to be in the pioneering group there along with the big guys.
Avanti acquired Metasoft and you ended up as president of one of their business units? What was the experience like of being acquired? You were helping to run a company of a certain size one moment and the next you are swallowed by a bigger company. What was the transition like?
In fact at time we were acquired Avanti, it was not that big a firm at all. They were only a $30 million company. I was there until it became $300 million. So it was a terribly good ride in terms of expanding the company and learning about the operational side of the business. Initially I was VP of Product Marketing for all Avanti products but then I became VP of a business unit which had two acquisitions under it. We acquired TMA (Technology Modeling Associates), a public company at the time, and then we acquired Compass, which VLSI sold to us. Those two acquisitions became what we called the Silicon Business Unit for library IP as well as process simulation. The experience there was very good in terms of managing world wide R&D operations and managing the P&L. Jerry was very strict in managing the Profit and Loss and Operating models. They did that very well as a company culture; managing the operation model constantly, so you don't have to go through big ups and downs. Constantly grow the business while at the same time watch the bottom line on a daily basis. That introduced me to whole concept of world wide R&D. I fell in love with the globalization issues which I have been tracking even in our own company. As you know we have world wide R&D now. The whole motto was: "Go where the brainpower is and go where the customers are". That is now engrained in my mind as the best way to manage the business.
How is you current company's R&D operation organized?
Today we have Santa Clara folks, then we have R&D folks in Westford which is about 20 miles from Boston, then we have a few key individuals in the Austin, Miami, Portland and Seattle areas and we have a large group in Denby, India. We have 23 people in India on the R&D side. We have one person in the UK near Maidenhead.
In total how many R&D people?
We have about 40 or so people. In Sales and Field operations and G&A we have about 35. So a total of 75 or so people.
Returning to Avanti. Were you still there, when Synopsys acquired them?
I left in December 1999 to join Frequency Technology. At that time Avanti was about $300 million. I was not there in term of the Synopsys acquisition.
When you joined Sequence was it a startup operations or had it been in operation for some time?
When I joined it was called Frequency Technology. What prompted me to join were their fundamental patents and their understanding of the silicon interconnect model. That fascinated me as the future of EDA. You have to know silicon etc and these guys had done quite a bit of advanced research on resistance, capacitance and inductance models. Within a couple of months of joining the firm I put together the whole strategy for the company's expansion plan for taking on a bigger problem which customers were facing, the so-called design closure with timing and signal integrity. For that end we acquired Npower and then a small company called Sente located in Boston. That's how we now have a Boston group. The combination of Frequency and Sente created Sequence in June 2000. Almost 5 years ago we created Sequence. I was one of the co-founders of Sequence, if you will. But the original component founders came from Sente and Frequency. After about a year or so we acquired another small company called Sapphire Design Automation to fit into that whole vision for signal integrity. They had a top notch signal integrity and timing tool. So the combination of these three created the new Sequence with all the new products.
Let me clarify. Was there a company already in existence that hired you as Chief Operation Officer or were you one of the founders.
There was a company already in existence called Frequency Technology with Dr. Marty Walker and Dr. Rob Mathews. It was very small, fifteen people or so when I joined in late 1999 or early 2000.
How long had they been in existence?
Prior to my joining they had been in existence for about 2 years or so. They had obtained a few patents in extraction technology. But they were kind of stuck in one small sliver of the total EDA solution.
Did they hire you with a view to defining a new strategy or were you simply persuasive after you joined the firm?
Both. They hired me to create the new product strategy and take advantage of the new emerging opportunity. Their existing employees and management were not quite savvy enough to know how to do that. The board was in search for a person for four months or so to define the product strategy and expand the company. So I was both. I convinced the board which strategy to adopt. That was a good experience, to do complete market research, customer research and all that in just two months. I was intent in first few months to create a new strategy for the company, so-called design closure.
Had Frequency raised any venture capital before you joined?
Frequency Technology had raised $13 million in Series D. When I joined they had already closed that round. After another two years we raised Series E for $20 million more. So Sequence and its precedents have raised a total $55 million in VC money including $4.5 million just last week.
A lot of companies would like to understand how to raise venture capital. What was the key to your company's success in this area? What attracts the VC's?
A couple of the things I could advice people about. One is that the market opportunity has to be very clear in the CEO's mind or the management team's mind. That has to be clear in terms of what opportunity exists and what core competency we have. That first equation we have to solve in our own minds before we can convince anybody else for that matter. People look for those two things. The important thing just below that is the management team. They look for a track record, they look for the ability to take the company from point A to point B and the strong belief in knowing how to go about doing that. The market size, technology and management team are the key ingredients. Beyond that there are more details about the R&D team, inventions and those sorts of things. But most important are the first two or three things. That attracts VCs. In our most recent round we were able to convinced them. This round was from the insiders. We did not go to outside VCs. There are about 14 investors in the new round we just closed. People like Menlo Ventures, Focus Ventures, GM Capital, Sigma Partners, and IVP Ventures are the leading investors. Since there were the earlier investors, they initially felt "Why should I invest again?". The convincing point was low power. They saw that emerging market and all the work we have done in the last 5 years. We have put 230 man-years to create this product and create a good barrier to entry. This, the customer base and relationships convinced them to invest more money. This gives us that roadmap to profitability.
What is the planned use of the money?
We didn't raise too much. We wanted to raise just enough to watch our cash flow management and to invest in some of those key R&D areas of power. . We are going to put money into expansion in the India team. We have already announced plans to move into a new facility in India. Just last week we announced plans to hire 15 or so people in the next 6 to 8 months; some key people in terms of RTL level power reduction techniques. There is a lot of exciting research going on there. We will invest in that. We will also invest in terms of physical design with respect to power integrity. The whole idea is to create segment leadership for power from System C level to RTL all the way down to gate and then final sign off.
At some point the investors will want return on their investments. The two options are acquisition and going public. What are the gating items before this can happen?
The key thing I and the whole company are focused on is the fundamentals, the operating model. If we create a strong operating model of top line growth and profitability, almost everything becomes easy in life as a CEO. Concentrate on creating a solid franchise with this low power solution with key customers, key technology and show the bottom line results. Then acquisitions offers of or by us might occur. We could acquire smaller companies to become a bigger solution to go public meeting whatever the public market's metric would be at that time. It would be a tactical decision. The key strategy right now is to win the market leadership in these areas.
Your company was formed by the merger of two companies and later by acquisitions. What challenges did you face in bringing these separate organizations together with different cultures?
The first lesson I learned and observed over the years was the classic strategy of what STmicro did when they merged Thompson and STS. They mixed and matched management layers so that they were not silos. For examples, I put some of the Sente key managers over Frequency engineers and vice versa in certain product lines. That way they do not feel isolated. There are some tactical things one has to do to make sure that they are blended as opposed to becoming silos. Simple things like I even banned the use of coffee mugs that say Frequency or T-shirts that said Sente. We created Sequence branding within the company. This is basic management culture which I believed in over the years, which I learned from other people and which I shared with all the folks. One has to do this constantly, every quarter in terms of new employees what is called Sequence culture which is essentially just the basic management principals which people can follow and not create Sente or Frequency culture or Sapphire which is the third company that we acquired. That takes time. It took me about a year and half to get the whole thing done. Because the real problem is that in spite of all this effort you always have so called so called Silicon Valley versus Boston culture. In terms of work habits, work ethics, to how people go about doing their job and so on. That took some time to plan, about a year and a half. And then of course the products have to blend on the coding side.
Where were Frequency and Sente located at the time of the merger?
Frequency was here in Santa Clara and Sente was in Boston at a place called Acton.
You might notice from my accent that I spent a little time in Boston.
We are now in Westford by the way. We moved eight or none months ago.
Would you speak to the challenges of time (3 hour time difference) and geography separation? You can not simply walk down the hall to talk with another team member or drive across town for a face to face meeting. What do you have to do to deal with issue of time and space?
There are a couple of elements to that question in my mind now that we have India and the UK in the mix. You can imagine four different time zones and then Japan in the evening for sales and applications. Philosophical what we have done is not to have Silicon Valley as the center of the Universe for our organizational structure. As a case in point our chief technology officer Jerry Frenkil is in fact in Westford. He was one of the founders of Sente and he is the technology driver for the whole company. When you create a so-called world headquarters, people have bad dreams of bureaucracy, a central point of decision making and so on. Philosophically we have smashed that. In our India center the head of R&D is driving some of the RTL power from his side as opposed to being on the low end of the food chain. Nowadays anything to do with RTL power goes to India as part of the origin of ideas. On the tactical side, we hold morning meetings three days of the week and we use all kinds of communication techniques. We use Instant Messaging, we have WebEx type meetings, we have project team meetings which are held at reasonable hours across multiple time zones. Sometimes people on the west coast wake up early morning to accommodate the East coast or India, sometimes the reverse. It depends on convenience. They alternate so that the burden doesn't fall on one group.
I wanted to create an internal website for all Sequence confidential work. All documents are saved on that website. Even when I am traveling I have access. The philosophy which I have put in place is that if tomorrow I am in Munich tomorrow, then Munich is the headquarters. Headquarters is wherever the CEO is. Not a physical location. I can access all my files on the internal web, maybe Board files, confidential HR files, product presentations, or whatever the case may be. Different levels of people have different access and security levels to access relevant files. So people don't keep things on their desktops. The common product presentation can be reviewed by any salesperson 24 hours a day in one location. That is where you will find the latest information from product release to presentations. All that helps in terms of removing communication barriers. Also what we do tactically is we force people to travel a little bit, once a quarter. For example this week we have people from Boston in Santa Clara and the next week the person from UK is coming over to have a product team meeting. We use white boarding quite a bit even on the net so that two people can see the same screen as so on. Every Tuesday morning we use conference calling feature for people traveling on the road. They can log in what we call War Room meeting where sales, field applications, R&D and product marketing leaders tune in 30 minutes each for each product line, customer issues, fixing bugs, the hot issues of the day etc.
What about your own travel schedule with a company and customers spread around the world?
My travel and work schedule is pretty heavy I would say. Of course that's just my own nature. I consider it my time when I come home. After diner with the family I start talking to or logging on with Japan. Japan and Korea are important markets for us. So I save from 9 to 11 PM or midnight for them. In the morning I typically start around 6:30 with East coast and Europe either with emails or voice communications. It's pretty long hours.
What about you travel? How often?
Once a quarter however I alternate destinations. For example this quarter I was in India and now I am going to Europe. In April I will travel to Japan, Korea and Taiwan. So I alternate Europe and the Far East. Now I am putting India in the mix more and more. My managers and R&D guys also travel once a quarter. They travel more on the R&D side. Sometimes they are called into key customers. We have twenty or so top customers with whom we have R&D teams engaged. We have 120 customers in total.
How big a company is Sequence Design?
People or dollars?
Both?
People, about 75 direct employees. We have ~7 additional consultants or distributors who help us sell and support the product. 82 or 83 people in the world associated with Sequence. Since we are a private company I won't give you an exact number. You can say that we have between $14 and $16 million in bookings.
We have covered a wide range of topics. Is there anything else you think my readers would be interested in?
Something that I have learned and that is pretty unique in our company is what I call fusion of various engineering disciplines to create these kinds of products. The one nice thing for all of us in the industry is that the technology drivers have been set by the ITS roadmap. But when you combine electrical engineering, computer science and solid state physics you can create very innovative solutions to meet the next generation challenges of the designers going toward 90nm and 65 nm. That is the exciting part to me. Innovation is really the most critical part of the company's success in the future. We need to continue to do that. Today we have 19 patents already granted. We have an additional 10 or so in various stages of application. I would recommend that anyone starting a new company to think about that not just about one small flash in the pan sort of thing but really solve the difficult problems that designers are facing.
Sequence Design, Inc.
Sequence Design, Inc. ("Sequence") was formed in June 2000 by the merger of Frequency Technology and Sente, Inc. In January of 2001, Sequence merged with Sapphire Design Automation. The firm enables system-on-chip designers to bring higher-performance and power-aware nanometer integrated circuits quickly to fabrication. Sequence's power and signal-integrity software give its more than 125 customers the competitive advantage necessary to excel in aggressive technology markets, despite demanding complexity and time-to-market issues of nanometer design.
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