Founder: Alex Vishnyakov
Business: Splynx
Revenue/Month: $250K
Founders: 4
Employees: 50
Website: splynx.com
Location: Stodulky, Prague, Czech Republic
Founded: March 2016

In the competitive arena of Internet Service Providers, a powerful software solution has been quietly transforming operations for hundreds of companies worldwide. Splynx, a comprehensive Software-as-a-Service platform, equips small and medium-sized ISPs with essential tools to streamline business processes and scale effectively in today’s digital economy. 

Alex Vishnyakov, co-founder and CEO of Splynx, has architected a company delivering an all-in-one solution for ISPs. “We’ve created a platform that integrates all the critical business functions ISPs need—billing, payment collection, accounting platform integration, network management, ticketing, and CRM capabilities,” explains Vishnyakov. “Everything they need is in one place.” 

The company boasts an impressive global footprint with 750 client companies spanning 50 countries. Splynx has cultivated particularly strong customer bases in English-speaking markets. 

“South Africa, the United Kingdom, New Zealand, and Australia have been key regions for us,” Vishnyakov points out. “And 2022 brought a significant uptick in adoption from United States-based ISPs, which represents an exciting growth area.” 

This expanding market presence reflects in Splynx’s financial performance, with approximately $3 million in Annual Recurring Revenue and a robust 50% year-over-year growth rate. Operating on a subscription model, the company maintains an Average Revenue Per User of $320 per month. 

“Our subscription approach allows ISPs of various sizes to access enterprise-level tools at a predictable cost,” says Vishnyakov. “This pricing structure helps our clients budget effectively while accessing technology that drives their business forward.” 

Despite serving clients across the globe, Splynx operates with a streamlined team of 50 employees strategically distributed across four locations. The company headquarters sits in Prague, complemented by a second office in Barcelona where Vishnyakov directs operations. 

“We’ve positioned our teams thoughtfully to serve our global customer base,” Vishnyakov notes. “Our dedicated support team in Johannesburg, South Africa, provides crucial services to that region, while part of our team works from Ukraine, bringing valuable technical expertise to our operation.” 

Splynx’s origins trace back to March 2016, when four key individuals joined forces: Vishnyakov as CEO, his long-time business partner stepping into the CTO role, their first developer who now spearheads software development, and a silent investor who provided essential early-stage backing. 

“From the beginning, we had a clear vision of creating something that addressed the unique challenges ISPs face,” Vishnyakov recalls. “Each founder brought complementary skills to the table. My business partner and I had worked together for years, our lead developer had the technical brilliance we needed, and our investor not only provided capital but continues to offer strategic guidance that has proven invaluable.” 

From Network Engineering to Industry Innovation 

The path from technical expertise to software innovation requires both vision and persistence—qualities that shaped Splynx’s development from concept to market-leading solution. The founders’ journey through various technology roles and business ventures created the perfect foundation for understanding the unique challenges facing internet service providers around the world. 

Vishnyakov’s technology career began in 2003 as a networking engineer at a small Prague-based company offering VOIP and internet services. “Those four years gave me crucial hands-on experience with the technical infrastructure that powers ISPs,” he recalls. “I earned several Cisco and IT certifications before moving into project and product management at a software development firm. That combination of technical knowledge and management experience proved essential when we later set out to build solutions for ISPs.” 

In 2009, Vishnyakov made his first entrepreneurial move by founding an IP brokerage business with Ruslan Malymon, who would eventually become Splynx’s CTO. Their brokerage quickly gained traction, serving over 2,000 companies in their first five years—most of them internet providers. 

“Working closely with so many ISPs, we kept hearing the same complaints,” Vishnyakov explains. “The existing software solutions were outdated, poorly supported, and mostly developed in the early 2000s. We spotted a major opportunity to create something better.” 

This market gap prompted the pair to launch Mikrobill in 2012, aiming to offer an innovative product with competitive pricing. Their initial focus targeted Eastern European and Spanish-speaking markets, using a traditional pricing model of one-time license fees with small support charges. 

“We followed the standard industry approach at the time,” says Vishnyakov. “But after acquiring 100 customers in just 18 months, we hit serious roadblocks that exposed fatal flaws in our business model.” 

The challenges were substantial: the one-time payment structure proved financially unsustainable, their target markets had limited purchasing power, and each country required specific customizations their small team couldn’t support. By 2013, they made the difficult decision to shut down Mikrobill. 

“We stopped sales, dismissed our development team, and scaled back to providing only minimal support to existing customers,” Vishnyakov admits. “It was a painful but necessary step.” 

Rather than surrendering to defeat, in 2014 Malymon partnered with Alex, now Splynx’s head of software development, to build an entirely new product. “We envisioned a flexible platform capable of accommodating country-specific customizations without requiring a complete overhaul each time,” Vishnyakov says. 

While this development progressed, Vishnyakov accepted a position as a network architect in Johannesburg, helping to build infrastructure for a South African internet and voice provider. This proved to be a pivotal move. 

“South Africa was an eye-opener,” he notes. “I witnessed a booming market with new ISPs launching monthly, all desperately needing modern billing, CRM, and network management solutions. The demand was incredible.” 

Skywire Technologies Ltd, his employer at the time, became Splynx’s first client in 2015, providing essential input on requirements specific to the South African market. 

March 2016 marked Splynx’s official launch, though the initial year brought formidable challenges. “With just three people managing customer acquisition, platform deployment, and ongoing development, we were stretched incredibly thin,” Vishnyakov recalls. “Some days I wasn’t sure we’d make it.” 

In 2017, they brought in a fourth partner who provided vital funding to accelerate their growth. “That investment allowed us to hire our first ten employees across development, support, and sales roles,” says Vishnyakov. “It was the breathing room we needed to build momentum.” 

Even the company name carries significance—Service Provider Lynx—inspired by the small, adaptable feline known for thriving in diverse environments. “I deliberately avoided naming the company ‘Phoenix,’” Vishnyakov shares. “I didn’t want to reference our previous business failure while still embodying the spirit of transformation and resilience that defines our journey.” 

Product Development: Solving Real-World Pain Points 

Success in the software industry often comes from solving genuine problems rather than creating theoretical solutions. Splynx’s development journey demonstrates how firsthand experience with industry challenges can lead to products that resonate deeply with customers, offering precisely what they need rather than what developers assume they want. 

The genesis of Splynx traces back to a practical need when Vishnyakov’s CTO developed a custom billing solution for his brother’s internet service provider business. “It started with addressing a simple market reality,” Vishnyakov explains. “Existing solutions were either prohibitively expensive or missing essential functionality for managing payments and basic customer relationship data.” 

This initial system, though basic, provided the foundation for Mikrobill. Despite that product’s eventual discontinuation, the 18-month experience yielded critical insights about market requirements. The team worked extensively with clients, uncovering diverse perspectives on feature priorities. 

“We learned a valuable lesson about feature development,” Vishnyakov admits. “Sometimes we’d implement specialized capabilities requested by respected clients that ultimately went unused by our broader customer base. That was one of several factors that led us to shut down Mikrobill.” 

Throughout this period, Vishnyakov and his team conducted thorough competitive analysis, examining both commercial and open-source alternatives to identify essential features required by internet service providers. 

“We looked at everything on the market,” says Vishnyakov. “Combined with my direct operational experience working within South African ISPs, we gained an insider’s perspective on industry needs that proved invaluable.” 

When Splynx finally launched, the product immediately showed the value of this accumulated knowledge. “Few clients complained about missing features,” Vishnyakov notes. “The platform offered a comprehensive, if basic, set of functionalities designed specifically for ISP operations.” 

The official business launch in March 2016 began with participation in a local internet provider conference in Ljubljana, Slovenia. Despite concerns about potential negative reactions from the Mikrobill closure, the reception proved largely positive. 

“I was honestly worried about how people would respond given our previous product’s discontinuation,” Vishnyakov confesses. “But we secured our first handful of customers right at the event, which gave us confidence we were on the right track.” 

Simultaneously, the team invited former Mikrobill users to migrate to the new platform, successfully transitioning about ten customers within the first two months of operation. Their website positioned Splynx as a customizable framework adaptable to any internet provider’s requirements. 

“That marketing approach initially led us down a challenging path,” Vishnyakov says. “We tried to accommodate virtually every customer request for features and customizations, which significantly slowed our development velocity during the first year.” 

Financial conservatism marked Vishnyakov’s early approach, avoiding external funding until the product demonstrated clear market demand. “After the first year of operation, with proven traction, we sold a 20% stake to my former employer from South Africa for approximately $200,000,” he explains. “This capital infusion funded operations through our second and third years, with the company reaching profitability after three years in business.” 

One profound insight Vishnyakov gained during this phase transformed their outlook: “We realized that potential customers focused solely on their own needs rather than our past failures. That understanding liberated us to move forward boldly without undue concern about previous missteps.” 

Vishnyakov and his CTO established a corporate culture centered on incremental daily improvement across all departments. “We emphasize hiring team members who share our passion for continuous learning and implementation of new approaches,” he states. “Small improvements compound into significant advantages over time.” 

The company’s marketing strategy evolved through trial and error. Vishnyakov initially struggled to find an effective marketing manager despite following conventional wisdom about hiring experienced professionals. 

“The breakthrough came when we promoted Vlad, a first-line support engineer with no marketing background but exceptional drive and willingness to learn,” Vishnyakov recounts. “After investing in his professional development through SAAS and online marketing courses, he transformed our lead generation from 20-30 monthly prospects to 150-250. That’s a game-changing improvement.” 

A comprehensive website redesign proved particularly effective, doubling their free trial conversion rate from 2% to 4%. The marketing approach crystallized around targeted messaging for specific decision-makers. 

“Our primary motto became ‘helping small ISPs beat large telcos’—a value proposition that resonated deeply with our audience,” says Vishnyakov. “For technical decision-makers, we highlight IT and networking features, while other initiatives specifically target entrepreneurs looking to enter the ISP market, offering business-oriented guidance rather than merely promoting software features.” 

As the company matured, they refined their approach to feature development, moving away from implementing every customer request toward a more strategic model. “We now use a voting system for feature requests,” Vishnyakov explains. “We prioritize developments that either serve the majority of clients or represent innovations our team believes will deliver significant value. This approach keeps us focused on meaningful improvements rather than chasing every request.” 

Financial Strategy and Growth Trajectory 

In specialized software markets, balancing profitability with growth investments requires precise financial management and market understanding. Splynx has mastered this balance, creating a foundation for sustainable expansion while maintaining healthy margins that fuel ongoing development and customer service investments. 

Operating at an impressive 40% profitability margin, Splynx has reached an enviable financial position in the SaaS industry. “We’ve hit a sweet spot with our current profitability,” Vishnyakov explains. “And we actually anticipate further improvement in this figure now that we’ve stabilized our operating costs.” 

This financial health follows a significant expansion phase that transformed the company’s operational structure. “We grew from 30 to 50 employees over the past year,” says Vishnyakov. “That scale required us to add dedicated HR and Finance management positions to formalize our company processes. It was a necessary evolution to support our continued growth.” 

The customer acquisition environment presents unique challenges for the company. With a current acquisition cost of approximately $300 per customer, Splynx faces the reality of operating in a highly specialized global market. 

“We’re looking at a finite potential client base of around 10,000 businesses worldwide,” Vishnyakov points out. “This limitation is further complicated because many prospective clients are established companies already using either proprietary systems or competing CRM platforms with long implementation histories.” 

This market constraint shapes their marketing approach in fundamental ways. “Simply increasing marketing expenditure doesn’t yield proportional results given the constrained market size,” Vishnyakov notes. “We have to be extremely targeted and efficient with our acquisition strategies.” 

Geographic expansion has become a key strategic priority, with particular focus on penetrating the United States and Canadian markets. “Historically, we’ve struggled to gain traction in these regions,” Vishnyakov admits. “We had specific feature gaps and insufficient local support infrastructure that limited our appeal.” 

The company is actively addressing these limitations. “We’re investing in the features and support systems needed for North American markets,” says Vishnyakov. “These adjustments are positioning us to capture market share in these lucrative territories, which represent significant growth potential for us.” 

Essential Business Lessons from the Trenches 

Building a successful tech company requires more than just excellent software—it demands practical wisdom about people, processes, and strategic decisions. Through years of direct experience, the Splynx team has accumulated invaluable insights that guide their approach to everything from hiring decisions to partnership evaluations. 

The entrepreneurial journey has delivered hard-won wisdom to Vishnyakov, yielding several critical insights that now guide Splynx’s operations. “These aren’t theoretical concepts from business school,” he says. “They’re practical lessons we’ve learned through sometimes painful experience, touching on multiple aspects of business management.” 

In human resources, Vishnyakov emphasizes decisive action when early warning signs appear. “Be willing to terminate underperforming employees during their probationary period rather than hoping for improvement,” he advises. “We’ve learned that early performance issues rarely resolve themselves without significant intervention.” 

This principle comes with a corollary that many founders find challenging. “Business leaders need to develop effective termination skills,” Vishnyakov states frankly. “It’s uncomfortable, but necessary. Handling these situations poorly creates unnecessary tension and potential problems throughout your organization.” 

Customer onboarding strategy represents another area where Splynx has refined its approach through experience. “Never assume clients will independently learn to use even the most intuitive product,” Vishnyakov cautions. “We initially thought our interface was self-explanatory enough that customers would figure it out on their own. We were wrong.” 

This realization transformed their deployment process. “Our deployment manager, Chris, has become one of our most valuable team members,” Vishnyakov emphasizes. “The success of the initial implementation directly correlates with customer satisfaction and retention. Getting customers properly set up from day one dramatically reduces support issues down the line.” 

Partnership selection receives particular attention in Vishnyakov’s business philosophy. “Be extremely cautious with potential partners or distributors who project grand ambitions but fail to deliver concrete results,” he warns. “We’ve had would-be partners promise dozens of new clients, only to deliver none while consuming valuable time and resources.” 

These experiences have made the Splynx team more discerning. “We now require specific, measurable commitments before entering partnerships,” Vishnyakov explains. “Vague promises of ‘market potential’ no longer sway us. We need to see demonstrated capabilities and a clear plan for implementation.” 

These practical insights reflect the hands-on management approach that has enabled Splynx to build a profitable operation in a specialized market segment while establishing the foundation for continued expansion into new geographic territories. 

The Entrepreneurial Mindset: Balancing Persistence and Adaptability 

Building a successful business requires a complex psychological approach that combines seemingly contradictory traits: the determination to push through obstacles and the wisdom to recognize when a fundamental shift is necessary. This delicate balance between persistence and adaptability often separates entrepreneurs who ultimately succeed from those who either give up too quickly or stubbornly cling to failing models. 

For those contemplating their first startup or navigating the early stages of building a company, Vishnyakov offers insights shaped by both significant setbacks and impressive victories. His perspective provides practical guidance on maintaining the resilience required for entrepreneurial success. 

“The first thing to understand is that entrepreneurship inevitably involves serious challenges,” Vishnyakov states plainly. “You need to mentally prepare for difficulties rather than expecting a smooth journey. If you’re waiting for things to be easy, you’re setting yourself up for disappointment.” 

He particularly emphasizes the importance of perseverance when facing initial obstacles. “Early setbacks often become your most valuable learning experiences rather than definitive outcomes,” he explains. “Our first venture, Mikrobill, closed after 18 months. At the time, it felt like failure. Looking back, it was actually an essential education that made Splynx possible.” 

This counsel for persistence comes with an equally important counterpoint: the ability to recognize when a business model simply isn’t viable. “You must remain attentive to clear warning signs of fundamental flaws in your approach,” Vishnyakov advises. “We saw several critical problems with Mikrobill—unsustainable pricing structure, limited market purchasing power, inability to support necessary customizations with our small team. Recognizing these issues allowed us to shut down responsibly and create something better.” 

This willingness to objectively evaluate performance and pivot when necessary represents a critical skill that differentiates successful entrepreneurs. “Many founders become emotionally attached to their original concept,” Vishnyakov observes. “They’ll ignore mounting evidence that their approach isn’t working. That emotional attachment can drain years of your life and significant resources with nothing to show for it.” 

Perhaps most reassuringly, Vishnyakov reminds entrepreneurs that even if a venture ultimately closes, such an outcome doesn’t represent personal failure or the end of one’s entrepreneurial journey. “Business closure is not entrepreneur failure,” he emphasizes. “Our path from Mikrobill’s shutdown to Splynx’s success shows how endings often create space for more successful beginnings.” 

The lessons learned through difficult experiences prove invaluable for future ventures. “Every mistake, every misstep, every wrong turn becomes part of your entrepreneurial education,” Vishnyakov says. “We applied everything we learned from Mikrobill when designing Splynx—from pricing structure to feature prioritization to market targeting. Those hard lessons directly contributed to our current success.” 

This balanced perspective on entrepreneurship—combining steadfast resolve with strategic flexibility—encapsulates the practical wisdom Vishnyakov has gathered throughout his business-building journey, offering valuable guidance for those following similar paths. 

“At the end of the day, entrepreneurship requires both courage and clarity,” Vishnyakov reflects. “Courage to persist when things get difficult, and clarity to recognize when you need to make fundamental changes. Finding that balance is the true art of building a 

Success Factors: Why Did Splynx Succeed? 

• Learning from failure: Their previous venture Mikrobill provided invaluable insights about market needs, business model flaws, and feature development priorities. As Vishnyakov noted, they applied these lessons directly to Splynx’s development. 

• First-hand industry experience: Both Vishnyakov’s work at South African ISPs and his CTO’s experience creating solutions for his brother’s ISP gave them deep knowledge of the industry’s actual needs. 

• Strategic pivoting: They made crucial adjustments to their business model, moving from one-time license fees to a subscription model and focusing on more lucrative markets with greater purchasing power. 

• Financial discipline: Vishnyakov maintained a conservative financial approach, avoiding external funding until they had proven market demand, which helped them reach profitability within three years. 

• Targeted marketing: Refining their marketing approach to focus on specific decision-makers with tailored messaging (like “helping small ISPs beat large telcos”) significantly improved lead generation and conversion rates. 

• Comprehensive feature set: They developed a platform that addressed the full spectrum of ISP needs, from billing and payment collection to network management and CRM capabilities. 

• Data-driven feature development: Moving from implementing every customer request to a strategic, voting-based system for prioritizing features that serve the majority of users. 

• Strong deployment focus: Recognizing that even intuitive products need proper onboarding, they invested heavily in deployment processes. 

• Balanced leadership mindset: The ability to combine persistence with adaptability – knowing when to push through difficulties and when fundamental changes were needed. 

• Strategic hiring: Promoting talented internal staff (like Vlad moving from support to marketing) and quickly addressing underperforming hires helped build a strong team. 

Key Lessons to Learn 

1. Failure can be foundational to success: Vishnyakov’s experience with Mikrobill provided critical insights that directly shaped Splynx’s success. The article demonstrates how “endings often create space for more successful beginnings.” 

2. Market research must include hands-on industry experience: The team’s direct experience working within ISPs gave them insider understanding that competitors lacked. Their product addressed real pain points because they had personally experienced them. 

3. Business model alignment is critical: Splynx succeeded partly because they abandoned the unsustainable one-time payment structure for a subscription model that better matched their service delivery and growth goals. 

4. Targeted over broad marketing yields better results: Their success in transforming lead generation came from focusing on specific decision-maker personas rather than generic messaging. 

5. Customer onboarding is not optional, even with intuitive products: As Vishnyakov noted, “Never assume clients will independently learn to use even the most intuitive product.” Their investment in deployment processes proved crucial. 

6. Be decisive with hiring decisions: Vishnyakov emphasized terminating underperforming employees during probation rather than hoping for improvement, showing that early action on personnel issues prevents larger problems. 

7. Beware of partnerships without concrete commitments: The team learned to be skeptical of potential partners who offered grand promises without specific, measurable commitments. 

8. Financial discipline creates strategic freedom: Their conservative financial approach allowed them to grow sustainably and achieve impressive profitability margins. 

9. Balance feature development between customer requests and strategic vision: Moving from implementing every customer request to a more strategic approach helped them maintain development velocity. 

10. Geographic expansion requires market-specific adaptation: Their initial struggles in North American markets showed that features and support must be tailored to specific regional requirements. 

11. The entrepreneur’s mindset requires both persistence and adaptability: Perhaps the most important lesson is Vishnyakov’s balanced perspective that successful entrepreneurship combines “the courage to persist when things get difficult, and clarity to recognize when you need to make fundamental changes.” 

Opportunity Matrix 

Founder Background 

• Alex Vishnyakov started in 2003 as a networking engineer at a Prague-based company offering VOIP and internet services 

• Earned several Cisco and IT certifications 

• Transitioned to project and product management at a software development firm 

• Worked as a network architect in Johannesburg for a South African internet provider 

• Had previous entrepreneurial experience with IP brokerage serving 2,000+ companies 

Problem Identification 

• Existing ISP software solutions were outdated and poorly supported, mostly developed in early 2000s 

• Available options were either prohibitively expensive or lacked essential functionality 

• Small and medium-sized ISPs struggled to find comprehensive tools to manage their businesses effectively 

• Each country/region had specific requirements requiring customizations that most solutions couldn’t accommodate 

Market Opportunity 

• Global market of approximately 10,000 potential ISP clients 

• Strong potential in English-speaking markets (South Africa, UK, New Zealand, Australia) 

• Growing opportunity in United States and Canadian markets 

• Booming market in South Africa with new ISPs launching monthly 

• Value proposition: Helping small ISPs compete with large telecommunications companies 

Competitive Landscape 

• Existing solutions were either expensive enterprise platforms or inadequate basic tools 

• Many competitors used outdated technology and business models (one-time license fees) 

• Many potential clients already using proprietary systems or competing CRM platforms with long implementation histories 

• Open-source alternatives existed but lacked comprehensive feature sets and support 

Market Research 

• Conducted thorough competitive analysis of both commercial and open-source alternatives 

• Gained direct operational experience through Vishnyakov’s work within South African ISPs 

• Previous venture (Mikrobill) provided 18 months of customer feedback and market insights 

• First client (Skywire Technologies Ltd) offered crucial input on requirements for South African market 

• Extensive engagement with clients to understand feature priorities across different markets 

Business Model 

• Subscription-based SaaS model with $320 average monthly revenue per user 

• Moved away from unsustainable one-time license fees used in previous venture (Mikrobill) 

• Initial customer acquisition cost of approximately $300 

• Operating with 40% profitability margin after reaching stable operational costs 

• Break-even achieved after three years in business 

Initial Capital 

• Initially self-funded, avoiding external loans until market demand was proven 

• After first year of operation, sold 20% stake to Vishnyakov’s former employer for approximately $200,000 

• This capital funded operations through second and third years 

• Fourth partner brought in during 2017 provided funding to hire first ten employees 

Product/Service Development 

• Created flexible platform capable of accommodating country-specific customizations 

• Comprehensive feature set including billing, payment collection, accounting platform integration, network management, ticketing, and CRM 

• Initially accommodated virtually every customer request for features (slowed development velocity) 

• Later implemented voting system for feature prioritization 

• Focused on features serving the majority of clients or representing significant innovations 

Marketing Strategy 

• Primary message: “Helping small ISPs beat large telcos” 

• Targeted specific decision-makers with tailored messaging 

• For technical decision-makers: highlighted IT and networking features 

• For entrepreneurs: offered business-oriented guidance 

• Comprehensive website redesign doubled free trial conversion rate from 2% to 4% 

• Transformed lead generation from 20-30 monthly prospects to 150-250 

• Participated in industry conferences for direct customer acquisition 

Milestones 

• March 2016: Official business launch at Slovenia ISP conference 

• First two months: Successfully transitioned about ten former Mikrobill customers 

• 2017: Brought in fourth partner with funding to expand team 

• Three years: Reached profitability 

• Recent year: Expanded from 30 to 50 employees 

• Current status: 750 client companies across 50 countries 

• $3 million Annual Recurring Revenue with 50% year-over-year growth rate 

Scalability 

• Lean operational structure with 50 employees across four strategic locations 

• Added dedicated HR and Finance management positions to formalize company processes 

• Geographic expansion strategy to penetrate new markets (particularly US and Canada) 

• Strategic approach to feature development to maintain development velocity 

• Customizable framework adaptable to different market requirements 

• Focus on incremental daily improvement across all departments 

Potential Risks and Challenges 

• Limited total addressable market (approximately 10,000 businesses worldwide) 

• High cost of acquiring customers already using competing platforms 

• Market-specific feature requirements complicating product development 

• Geographic expansion requiring localized support infrastructure 

• Potential for customer churn if onboarding/deployment not handled effectively 

Key Performance Indicators/Metrics 

• Annual Recurring Revenue (currently $3 million) 

• Year-over-year growth rate (currently 50%) 

• Customer acquisition cost (approximately $300) 

• Average Revenue Per User ($320 per month) 

• Profitability margin (currently 40%) 

• Free trial conversion rate (increased from 2% to 4%) 

• Monthly lead generation (increased from 20-30 to 150-250) 

• Geographic distribution of client base