Raaz Herzberg

And we would talk to CISO security teams and we would kind of pitch them on this network idea.

And we would talk to CISO security teams and we would kind of pitch them on this network idea.

And I think we were kind of convincing ourselves that it was something they were interested in.

And I think we were kind of convincing ourselves that it was something they were interested in.

And we got feedback like, oh, it's interesting.

And we got feedback like, oh, it's interesting.

We'd love to talk again, but we couldn't get to that next step.

We'd love to talk again, but we couldn't get to that next step.

And I think that was at the beginning, like until we pivoted, I felt like that was a big learning of a mistake where we

And I think that was at the beginning, like until we pivoted, I felt like that was a big learning of a mistake where we

we were kind of trying to push something hard without really feeling, you know, the pull back, but we were maybe convincing ourselves a bit that we were feeling the pull back.

we were kind of trying to push something hard without really feeling, you know, the pull back, but we were maybe convincing ourselves a bit that we were feeling the pull back.

So that, I think, learned me that when there's an error, that there's a lot of friction or something maybe not to push harder.

So that, I think, learned me that when there's an error, that there's a lot of friction or something maybe not to push harder.

I think brand is underrated, meaning people spend a lot of time doing things that will impact a number on the board deck, like pipeline numbers.

I think brand is underrated, meaning people spend a lot of time doing things that will impact a number on the board deck, like pipeline numbers.

And having now learned this whole domain from the inside, pipeline numbers are

And having now learned this whole domain from the inside, pipeline numbers are

it's very hard to know what they mean.

it's very hard to know what they mean.