Snyk

“It was hard. It was also one of the better decisions that I've made.”

“When you're founding a company, if the answer to the core value proposition that you have isn't yes, you know, if you can't kind of rationalize why it is more needed in five years time, you should pick a different idea because You know, you wouldn't be at any …”

“This was still eight months before we got to a 100,000 ARR, but then four months after that, you know, instead of a 100,000, we were at six 50, and a year after that, we were at four and a half million”

“I mean, the name that comes to mind is Amit Patel who is an angel investor who joined us in that sort of round in which, like, everybody was looking at it and sort of saying, you know, thanks, but no thanks on it, you know, and Boldstar did the top up. I think…”

“I think right now there is a lot of platform consolidation. You know, I will admit that Snyk is benefiting from that, you know, now that we have the breadth.”

“And it's Nick, for instance, we started it in Tel Aviv and in London. And in Tel Aviv, I had, you know, this like, you know, anything is possible, fearlessness, sort of tech depth, security depth. And in London, I had kind of, you know, product discipline, dev…”

“So Snyk has a certain amount of brand power. You know, there's a certain amount of like fairy dust, sort of DevOps fairy dust that all the security companies want. You know, there's a certain amount of that, that the people believe, but it's not a sustainable …”

“If something is high frequency, high pain, it's all about comparing it to the existing solution, because, like, there's no way that they're not doing anything about something that is high frequency, high pain. And so it's all about the better mousetrap. It's a…”

“I would rather crash and burn than pivot to just sort of focusing on the security audience in that, like, I don't want to build just another slightly better must trap. I want to build something that matters.”

“And really a year later, we were still at a 100,000 ARR in the budget. So at this point, it's like two years in and, you know, many millions of dollars burned and, you know, tens of thousands of users.”

“All the money that I have at Sneak, you know, my wife and I were planning to give that away.”

“I'd sort of say that's Nick's two primary powers are, you know, one was counter positioning, which sort of still holds in the security space, this notion of, Coming in developer first is, is to an extent at the expense of some CISO power, of some sort of top-d…”

“What's working often is unsustainable, and it's your sneaks, your figmas, your big IDs, which actually may take a bit longer. But you wouldn't allocate to them if you were doing it on traction.”

“If Guy went out trying to raise capital from someone else and I didn't have enough capital to give to him, he would have gone out of business.”

“It took him two and a half years to kind of get out there and get his first, you know, two and a half to three to get his first million of ARR.”

“You know, guy from sneak, Harry, do you know how many rounds he raised before? He raised his A three rounds of capital before his A. Guess who gave him all three rounds?”

“I sold about a third of my ownership, and it's in nine figures.”

“The last acquisition that really I sort of felt like we were talking in, in concrete numbers was early in the journey. It was in sort of two hundred million range, and I think later on we talked about multiple billions, but we would, they didn't get to, like, …”

“Your sneaks. Amazing security business that's got great customers who love it, But it was valued at seven billion dollars, and it's now three hundred million ARR growing 15%.”