How would you grow your companies revenue from $50,000 to over $10 million in three and a half years? Sanjay Jupudi, the founder and president of Dallas-based Qentelli, would tell you it’s just like riding a bike.

After all, this isn’t the first time he has skyrocketed a companies growth. But this time he’s going bigger, aiming for a $100 million turnover by 2021. 

[Photo: Courtesy Qentelli]

A need for speed

Qentelli is a service that accelerates the rate that companies can churn out new software developments. It does this through a “continuous delivery model”: a development method that has automation at its core. It’s all the rage for companies like Amazon and Facebook, and Qentelli intends to bring it to the rest of the world. 

Jupudi wanted to focus his efforts on continuous delivery once he noticed automation was the future of all things software development. His previous work with AT&T and leadership at Cigniti Inc. gave him the business experience he needed to build Qentelli from the ground up. His extensive resume and his belief in the “innovate or perish” philosophy has proven to be a blueprint for progress. 

He said some of Qentelli’s success, other than its revenue increase, includes working with Southwest Airlines and YPO Dallas. The team has clients all over the country, but Jupudi’s main focus is on companies operating in Dallas.

“There are so many companies moving here,” Jupudi told Dallas Innovates. “So much activity happens in Dallas. And that makes Dallas one of the best places to do a startup.”

On the horizon

Jupudi’s innovative spirit and the team’s talented manpower equips Qentelli with the tools to roll out new services this summer. Qentelli aims to head into what’s known as “digital twin“, a new technology that helps companies manage their physical assets in a digital space.

This new service plays into Qentelli’s goal to stop problems as they’re happening, not letting kinks in the system bring trouble for their clients. The program is geared toward areas with high amounts of physical capital, such as oil and gas, construction, and manufacturing. It’s all part of a plan to double the company’s revenue every year. 

“We need to be more focused and more aggressive in terms of being available,” Jupudi says. “The good thing is I’ve done this in the past, and we want to stick to the plan.”

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