SevOne To Go For IPO, Raises $150 Million From Bain Capital To Expand P2P IT Monitoring

SevOne, an it management company that uses peer-to-peer (P2P) technology to oversee all components of a customer’s IT infrastructure, has raised $150 million from Bain Capital to scale out its IT management gifting
and issue an ipo.

CEO Mike Phelan said the goal for the six-year-old company is to grow by putting a deep emphasis on expanding its customer base into the mid-mart. SevOne has until now focused primarily on very enormous companies. It has customers that include Comcast and Thomson Reuters.

“We want to purse the public markets,” Phelan said. “We picked a partner that did that before.”

Bain Capital, started in 2004, is one of the world’s leading independent investment firms with about $65 billion in assets under management.

SevOne, , based out of Wilmington, Del., uses P2P networking and enormous data clusters to support companies do real-time infrastructure management. The company offers its technology as a hardware or virtual gagdet.

Performance management has become an important consideration for the CIO. There is more data and infrastructure to oversee but vendor solutions are often accurate to particular problems. Phelan said they are like islands, each separate from the other. It’s a common problem in the enterprise. program stacks abound. Integration can be arduous at beat. In contrast, Phelan said SevOne’s P2P network consists of one common code base for all functionality of its gifting
through one common graphic. This allows for a universal come to performance monitoring.

SevOne can monitor millions of objects in real-time across all networking technologies through a web interface. The P2P environment means the appliances are aware of each other when they go online. a company may have 15 appliances spread across its network in dissimilar geographic regions. This means it can show data and its behavior in dissimilar scenarios.


As data grows in volume, issues of scale are hitting the mid-mart companies just as they have with enormous enterprise shops. Phelan said that as of this year, there are 7 billion components across the mart that need monitoring. By 2020, it will be 20 billion components. Monitored components can include but are not limited to: network interfaces, response-time measurements, CPUs and disk drives.

The compete for SevOne is construction its presence in the middle mart. Mid-sized enterprises want more automated methods for interacting with vendors. Phelan said 90% of companies want to deal with an issue themselves instead of talking with someone. enormous enterprise customers are more high tap. To come the mid-mart, SevOne has to build out a deeper inside sales group and make the product easier to consume. He said the company now has about 140 employees and will scale to several hundred by the end of the year. a lot of these hires will be sales people and developers to keep the product fresh and possible for middle mart customers.

SevOne’s pricing will stay the same. SevOne charges $5 per component in an it infrastructure environment. It analyzes the machine-generated data from the network environment. Customers get charged for the components used.

Phelan said for the past five years Bain has expressed interest in SevOne. This year interest grew as customers increased the number of components for SevOne to monitor. Its customer list has grown considerably, vaulting it to 75th fastest growing company in North America on Deloitte’s 2012 Technology swift 500 rankings.

The push into the mid-mart will put SevOne in deeper tournament with CA, HP, IBM and other program giants such as EMC. Gartner estimates worldwide IT operations management (ITOM) program revenue totaled $18.3 billion in 2011, an increase of 8.7 percent from 2010.

Most of these program companies have developed solutions that encompass multiple appliances and a group of consultants to integrate it all. SevOne plugs in one box or a virtual gagdet that takes 15-minutes to set up, instead of several weeks.

SevOne will have to build out a sales group to get into the mid-mart before the program giants can block them out with similar products that are just enough to keep that existing customers joyful. But the mart has changed and these are lean times. Customers want something that works and does not demand a group of consultants to fit it all together.


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