Assaf Resnick

Yeah.

I'll pass on that.

A lot of good ones that, that, um, I'm very proud to have been part of and, uh, some still very, very good friends and, and, uh, colleagues.

Well, I wouldn't say I didn't expect that it did well.

Um,

I'd say probably one that just comes to mind, but I don't know if it's necessarily one of my favorites.

We invested out of Israel in a company called Snap2, which did a very interesting company that did...

Back in the day when not everyone and their mother had a smartphone, particularly in developing nations, was able to do a lot of porting of mobile applications to what was called feature phones at the time.

So imagine folks in developing countries that don't necessarily have 4G connections and fancy touchscreen phones, and they want to be able to use apps like Facebook and Snapchat and Twitter and LinkedIn as well.

It did just a really, really good job of bringing kind of modern mobile connectivity and apps to the developing world.

We're bought by Facebook, and now we're really part of the charge of leading what Facebook is doing around bringing that kind of mobile connectivity to the developing world.

So essentially what we do at a very high level is automate the ability of human beings in IT operations to keep up with a data center that's radically involved.

So think of the folks in IT operations.

So the world spends over a trillion dollars a year in IT operations.

And in very, very broad buckets, you can think of that in three very, very big buckets.

Folks who build and scale software, folks who build and scale infrastructure, and then folks in what's called service operations that actually have to keep all that software and all that infrastructure running.

Those can be called network operations engineers, what's called the NOC.

They can be called DevOps engineers.

They can be called site reliability engineers.

A very, very big chunk of all that IT spend is towards engineers that actually have to keep the lights on.