Raja Mukherjee

Hi, Alex. My name is Raja Mukherjee, and I run a cybersecurity company. We sell cybersecurity analytics. Specifically, we catch hackers in large organizations. Primarily sell to the Fortune 1000, Global 2000. Specific focus on financial services, nation states, and retail. Last year, we did $304 million of top line.

Hi, Alex. My name is Raja Mukherjee, and I run a cybersecurity company. We sell cybersecurity analytics. Specifically, we catch hackers in large organizations. Primarily sell to the Fortune 1000, Global 2000. Specific focus on financial services, nation states, and retail. Last year, we did $304 million of top line.

Hi, Alex. My name is Raja Mukherjee, and I run a cybersecurity company. We sell cybersecurity analytics. Specifically, we catch hackers in large organizations. Primarily sell to the Fortune 1000, Global 2000. Specific focus on financial services, nation states, and retail. Last year, we did $304 million of top line.

And our gross margins are about 88%. Our net operating margins are lower, primarily because we have significant costs in terms of sales and marketing and what have you. There's a lot of infrastructure on the back end there. Even though the delivery costs are low, the sales and marketing efficiency is not there.

And our gross margins are about 88%. Our net operating margins are lower, primarily because we have significant costs in terms of sales and marketing and what have you. There's a lot of infrastructure on the back end there. Even though the delivery costs are low, the sales and marketing efficiency is not there.

And our gross margins are about 88%. Our net operating margins are lower, primarily because we have significant costs in terms of sales and marketing and what have you. There's a lot of infrastructure on the back end there. Even though the delivery costs are low, the sales and marketing efficiency is not there.

We'd like to get to about $500 million of revenue in about a year and a half from where we are, and that's recurring. What's stopping us is that we're sort of addicted to those large deals. Take a look at our average deal size. We're talking about about $536K for average deal size today. And what that really causes is it causes a significant amount of lumpiness in the business.

We'd like to get to about $500 million of revenue in about a year and a half from where we are, and that's recurring. What's stopping us is that we're sort of addicted to those large deals. Take a look at our average deal size. We're talking about about $536K for average deal size today. And what that really causes is it causes a significant amount of lumpiness in the business.

We'd like to get to about $500 million of revenue in about a year and a half from where we are, and that's recurring. What's stopping us is that we're sort of addicted to those large deals. Take a look at our average deal size. We're talking about about $536K for average deal size today. And what that really causes is it causes a significant amount of lumpiness in the business.

Moreover, there's a lot of platformization in terms of what we have in terms of the technology. And what I mean by that is we tried to do a land and expand sales model. We sold smaller amounts, if you will. We tried to transact those and tried to upsell. But ultimately, we have elephant hunters on our enterprise sales team who just go and sell the entire fleet of products in one shot. Nine months.

Moreover, there's a lot of platformization in terms of what we have in terms of the technology. And what I mean by that is we tried to do a land and expand sales model. We sold smaller amounts, if you will. We tried to transact those and tried to upsell. But ultimately, we have elephant hunters on our enterprise sales team who just go and sell the entire fleet of products in one shot. Nine months.

Moreover, there's a lot of platformization in terms of what we have in terms of the technology. And what I mean by that is we tried to do a land and expand sales model. We sold smaller amounts, if you will. We tried to transact those and tried to upsell. But ultimately, we have elephant hunters on our enterprise sales team who just go and sell the entire fleet of products in one shot. Nine months.

It's nine months or bust. Really what's happened over here, though, is that this is a fundamental risk to the business. It's very, very lumpy. And sometimes a quarter will either make the quarter or lose the quarter based on one deal. And this is particularly frustrating right now because we've sold the company twice. We sold it from VC to PE and then from another PE to another PE.

It's nine months or bust. Really what's happened over here, though, is that this is a fundamental risk to the business. It's very, very lumpy. And sometimes a quarter will either make the quarter or lose the quarter based on one deal. And this is particularly frustrating right now because we've sold the company twice. We sold it from VC to PE and then from another PE to another PE.

It's nine months or bust. Really what's happened over here, though, is that this is a fundamental risk to the business. It's very, very lumpy. And sometimes a quarter will either make the quarter or lose the quarter based on one deal. And this is particularly frustrating right now because we've sold the company twice. We sold it from VC to PE and then from another PE to another PE.

And now we're looking at the third exit in the next year and a half, which is why we have the $500 million ARR target. Any suggestions as to how to take an established model where we have various covenants and add a minnow or basically a land expand motion without disrupting the existing enterprise sales motion?

And now we're looking at the third exit in the next year and a half, which is why we have the $500 million ARR target. Any suggestions as to how to take an established model where we have various covenants and add a minnow or basically a land expand motion without disrupting the existing enterprise sales motion?

And now we're looking at the third exit in the next year and a half, which is why we have the $500 million ARR target. Any suggestions as to how to take an established model where we have various covenants and add a minnow or basically a land expand motion without disrupting the existing enterprise sales motion?

Thank you.

Thank you.