Anish Dhar

And it proved to be a really strong competitive differentiate for us because as we started working with highly regulated industries like finance or banking, where security becomes even more of a footprint, We just had on-prem ready to go and it was tested. And since our first customer was on-prem, we built a lot of the tooling needed to properly support those kinds of customers from day one.

And it proved to be a really strong competitive differentiate for us because as we started working with highly regulated industries like finance or banking, where security becomes even more of a footprint, We just had on-prem ready to go and it was tested. And since our first customer was on-prem, we built a lot of the tooling needed to properly support those kinds of customers from day one.

And it proved to be a really strong competitive differentiate for us because as we started working with highly regulated industries like finance or banking, where security becomes even more of a footprint, We just had on-prem ready to go and it was tested. And since our first customer was on-prem, we built a lot of the tooling needed to properly support those kinds of customers from day one.

And today, on-prem is about 30% of our revenue and we still have a lot of customers go with SaaS. It's always ready as an option. Another big tradeoff that we had to make in the early days was whether we should support open source or not. And obviously, that's like a big decision that any dev tool company has to make.

And today, on-prem is about 30% of our revenue and we still have a lot of customers go with SaaS. It's always ready as an option. Another big tradeoff that we had to make in the early days was whether we should support open source or not. And obviously, that's like a big decision that any dev tool company has to make.

And today, on-prem is about 30% of our revenue and we still have a lot of customers go with SaaS. It's always ready as an option. Another big tradeoff that we had to make in the early days was whether we should support open source or not. And obviously, that's like a big decision that any dev tool company has to make.

And there's countless examples of successful open source companies in the developer tooling market. Obviously, HashiCorp comes to mind. But interestingly enough, in our market itself, there is a very popular open source project called Backstage that Spotify had open source. And so we had to make a really conscious decision at the beginning of the market.

And there's countless examples of successful open source companies in the developer tooling market. Obviously, HashiCorp comes to mind. But interestingly enough, in our market itself, there is a very popular open source project called Backstage that Spotify had open source. And so we had to make a really conscious decision at the beginning of the market.

And there's countless examples of successful open source companies in the developer tooling market. Obviously, HashiCorp comes to mind. But interestingly enough, in our market itself, there is a very popular open source project called Backstage that Spotify had open source. And so we had to make a really conscious decision at the beginning of the market.

Do we go open source and adopt a framework like Backstage? Do we stay as closed source? And I remember it was a lot of internal debates on our team about what to do. But ultimately, we decided to stay closed source. And the reason for that is we had a very opinionated view of how this market would develop. And we felt that by owning that experience, we could be opinionated about how...

Do we go open source and adopt a framework like Backstage? Do we stay as closed source? And I remember it was a lot of internal debates on our team about what to do. But ultimately, we decided to stay closed source. And the reason for that is we had a very opinionated view of how this market would develop. And we felt that by owning that experience, we could be opinionated about how...

Do we go open source and adopt a framework like Backstage? Do we stay as closed source? And I remember it was a lot of internal debates on our team about what to do. But ultimately, we decided to stay closed source. And the reason for that is we had a very opinionated view of how this market would develop. And we felt that by owning that experience, we could be opinionated about how...

customers onboard to Cortex, how they use the different parts of the product and just iterate a little bit more quickly. I'm glad we actually did that because I think it just ended up allowing us to move in a more streamlined manner, which I think has helped us win the market overall. This episode is sponsored by Kiteworks.

customers onboard to Cortex, how they use the different parts of the product and just iterate a little bit more quickly. I'm glad we actually did that because I think it just ended up allowing us to move in a more streamlined manner, which I think has helped us win the market overall. This episode is sponsored by Kiteworks.

customers onboard to Cortex, how they use the different parts of the product and just iterate a little bit more quickly. I'm glad we actually did that because I think it just ended up allowing us to move in a more streamlined manner, which I think has helped us win the market overall. This episode is sponsored by Kiteworks.

So I mentioned that like the MVP was just the catalog experience and it was difficult to get an actual sale from there. And we did a lot of just discovery with prospects and people who said that they were interested but didn't end up buying. What we realized was, hey, look, the catalog, it's great for capturing data. It's great for understanding who owns a service.

So I mentioned that like the MVP was just the catalog experience and it was difficult to get an actual sale from there. And we did a lot of just discovery with prospects and people who said that they were interested but didn't end up buying. What we realized was, hey, look, the catalog, it's great for capturing data. It's great for understanding who owns a service.

So I mentioned that like the MVP was just the catalog experience and it was difficult to get an actual sale from there. And we did a lot of just discovery with prospects and people who said that they were interested but didn't end up buying. What we realized was, hey, look, the catalog, it's great for capturing data. It's great for understanding who owns a service.

But then the question becomes, how do you keep that up to date? The next question naturally after you get the data in the catalog is, okay, what do I do with it? How do I get engineers to care about it?

But then the question becomes, how do you keep that up to date? The next question naturally after you get the data in the catalog is, okay, what do I do with it? How do I get engineers to care about it?