Goldman has lived in Cameroon, Mauritania, Pakistan, Peru, India, Rwanda, Canada, Hong Kong SAR and the United States. Prior to d.light, he founded and managed multiple ventures in Africa, including improved agriculture and construction businesses, and a for-profit NGO cultivating the miracle tree Moringa oleifera and distributing low-cost latrines, cooking stoves and rain water catchment cisterns. Goldman has been selected as an Ashoka Fellow and World Economic Forum Young Global Leader he was also recognized by Forbes as one of the world’s top 30 social entrepreneurs.

During his tenure as CEO, he raised over US$ 11 million in funding, started the India sales and marketing division, and oversaw multiple launches of products, including the award-winning S250 and S10. Sam Goldman, Chief Customer Officer, co-founded d.light in 2007 and served as the company’s founding CEO. Third product, 3 million customers, 30 countries, 2,000 retail outlets, 60 employees.ġ0 million customers, 40 countries, 5,000 retail outlets, 100 employees.ġ5 million customers, 50 countries, 10,000 retail outlets, 200 employees.Ĭompound growth rate exceeds 100%, market share exceeds 50%. Senior executive team assembled, led by Tice as CEO. Goldman and Tozun wins US$ 250,000 DFJ Competition company incorporated.įirst affordable solar powered LED lantern creates new consumer market.ġ million customers, 10 countries, 500 retail outlets, 30 employees.ĭ.light named 100th object in “A History of the World in 100 Objects”. Goldman’s neighbour’s child burned in kerosene fire. Donn Tice, who had been an adviser and board member since 2008 and Chairman since 2010, stepped in as CEO in 2011 and recruited an experienced local (in-market) executive team, developing new approaches to distribution and the supply chain that have combined to create rapid growth from 2,000 retail outlets and 3 million customers served to over 10,000 retail outlets and over 15 million customers, a compound sales growth rate of over 100% and a market share exceeding 50%. The founders moved to India and China, and in 2008 pioneered a unique combination of the latest in solar panel, LED and battery technology in a well-designed, extremely affordable product form. He graduated in 2007, having won a prestigious business plan competition sponsored by venture capital firm Draper Fisher Jurveston – along with US$ 250,000 in seed funding. Sam met Ned Tozun and other co-founders on the “Design For Extreme Affordability” programme run by Stanford Business School and Design School. “Victoria Seeds Ltd” Executive Case: Ugandaĭ.light’s founding inspiration came in 2004 when co-founder Sam Goldman was serving in the Peace Corps in Benin (West Africa) and a neighbour’s child was badly burned in a kerosene fire.

“Taste Holdings” Executive Case: South Africa.“Freelancer.Com” Executive Case: Australia.“PCH International” Executive Case: Ireland & China.“Interpark” Executive Case: South Korea.“Capillary Technologies” Executive Case: India & Singapore.Section 7: The Role of Government and Regulatory Policies in Entrepreneurial Ecosystems: Growth Accelerators or Growth Inhibitors?.

Section 6: The Growth of Entrepreneurial Ecosystems: Lessons from Buenos Aires and Istanbul.

Section 5: Large Companies as Leverage for Early-stage Companies: Navigating through the Pitfalls.

Section 4: Company Growth Accelerators and Growth Challenges for Early-stage Companies around the Globe.

Section 3: The Relative Importance of Entrepreneurial Ecosystem Pillars to Entrepreneurs: The Big Three of Accessible Markets, Human Capital and Funding & Finance.

Section 2: Entrepreneurial Ecosystem Differences around the Globe as Perceived by Entrepreneurs.

Section 1: Focus of the Report and Information Sources Underlying the Analysis.

Dlight s250