Brian Carbaugh

I hand out a book all the time by James Kerr.

It's called Legacy, and it's an awesome book on leadership.

He talks about, uses the All Blacks, the rugby team, as a platform to say, how do you build a winning culture?

Like, how do you build an organization that just wins year in and year out?

And being able to build that team of diverse thinkers, of people with that

buy in and invest in the culture of an organization that invest of themselves in mentoring and helping others.

That's what we look to as we built the team out.

And when we started to scale, we're sticking with that.

For sure.

Scaling's tough.

There's obviously so much hanging in the balance, right?

There's just risk on so many sides of that.

And it comes with challenges for sure.

So a couple of things I look at for us with scaling.

One thing that helped us just from an engineering and from a platform sort of technology architecture approach, not just from the team standpoint, from a tech first.

We went at it early on and we looked at it and said, if our ideal customer profile is going to be a large, well-resourced enterprise cybersecurity team, forward-looking,

We've got to have a piece of technology that is compliant in that environment.

So we, from the very beginning, with our seed investment from General Catalyst and Red Cell Partners, with the support of our board and the leadership there, went hard at a compliance approach that we refer to as compliance high.

For a startup, we're FedRAMP high, SOC 2, TYPE 2, IGEO, the letters, all the numbers.

And for us, that's a real investment in money and in people and time and engineering cycles.