Leading Your Team Through Industry Disruption with Eyal Webber-Zvik, VP of Product Marketing at Cato Networks

(Intro Narrator at 00:00:00) Today, we're talking to Eyal, the Vice President of Product Marketing and Strategic Alliances at Cato Networks, about his journey as a leader and how Cato is disrupting their industry. You're listening to Joel Beasley, Modern CTO.

(Joel Beasley at 00:00:19) It always stands out to me when I meet somebody like you who's just figured it out, had a huge amount of entrepreneurship and self-reliance and just figured out the problem and solved it. I like hearing stories from these types of people. So I was hoping you could just share with me a brief background about your life and how you got here today.

(Eyal at 00:00:39) Alright. I started as a geek at a very early age. Too much time in front of the computer, not enough time in the sun. And I started programming at an early age, joined the Israeli military as a software engineer. And from that, I moved to project management. And when I got released from the military, I got my first civilian job initially as a project manager in a company that was building secure operating systems for chip cards and identity cards and electronic passports and credit cards twenty-plus years ago.

(Eyal at 00:01:22) And things were working kind of in my way without me being intentional about it, and I got promoted to lead a team of engineers. And from that, I got the opportunity to get into the world of product management, which is defining what a product should look like based on different factors that you take in and process. And that really started my product management career in more or less an official way. The company exited, got acquired by Broadcom. I spent two great years at Broadcom, and then I had to go back to the startup scene because I'm always a startup guy more than corporate. And I went to another startup that deals with video caching and did my product management job there for three years.

(Eyal at 00:02:14) It was a different space. I used to work in cyber, embedded software and a lot of cryptography, and then I moved to a company that was completely about networking. And then eight years ago, almost to the week, I got a call from the HR at the time from Cato Networks saying that they're looking for someone that will come in as the head of product management that has experience in both cybersecurity and networking. And luckily for me, life drove me in a career path that made me fortunate to go through both domains. And here at Cato, I was able to combine both of them.

(Eyal at 00:02:52) I was head of product here for three years, taking the product from stealth to GA and then to maturity. And after three years, I moved to take over product marketing and a few other domains that I'm responsible for now that are less tied to engineering but benefit a lot from my engineering background. And this is in a nutshell how I got here.

(Joel Beasley at 00:03:19) I want to hear about acting school. You graduated acting school. Tell me about that.

(Eyal at 00:03:24) Yes. Well, I did graduate acting school. It's evening acting school. But when I was in the military service, I was already coding for three years, and I felt that I needed something refreshing. And I always thought it was—I always find it very curious how difficult it is to act.

(Eyal at 00:03:47) I saw actors in theaters and on TV and in movies, and I was always wondering, is it difficult or hard? So I decided to go to acting school. Never thought about it as a career. Still not thinking about it as a career, but it was a personal challenge. And it's not easy, but it's a craft that you can learn. And, obviously, talent helps a lot.

(Eyal at 00:04:10) I'm not sure how talented I am or not. But it was an amazing self-exploration experience.

(Joel Beasley at 00:04:17) Did you end up, like, for your graduating project doing a play or something?

(Eyal at 00:04:22) No. I participated in a very short student movie that I hope no one would ever see and some exercises in the school. But, yeah, luckily, it's before the time that everybody had a smartphone and a camera.

(Joel Beasley at 00:04:38) I love it. I do things all the time to push myself out of my comfort zone, from learning how to do woodworking to writing comedy. I try different things because it's not my main thing. And they give me that beginner's perspective in an area. I find it very useful.

(Eyal at 00:04:57) I totally agree. Everything that is extraterrestrial to my main doing is always an enrichment.

(Joel Beasley at 00:05:04) You have three different patents. Is that correct? Tell me about those.

(Eyal at 00:05:10) Yes. I'm a co-author of three different patents. I can't claim the full innovation to myself. They're in the domain of secure embedded software, which is, for example, if you look at your credit card today, it has that golden rectangle on the side of it that inside of it there is actually a small computer that is extremely secured by both hardware and software. And the patents that I contributed to writing are about how to manage and secure the software inside those chips that are in our credit cards and in our electronic passports and digital identification documents.

(Joel Beasley at 00:05:53) That was awesome. Where did you do that work at?

(Eyal at 00:05:56) So this is when I worked at my first startup, which was called SS2 at the time and got acquired by Broadcom. And after the acquisition by Broadcom, they were encouraging us to write patents on everything that we were building. So we were documenting a lot of innovation that were done and submitting it to the US Patent Office.

(Joel Beasley at 00:06:17) I feel like you're a person who has a good appetite for risk-taking. How do you think about taking risk?

(Eyal at 00:06:24) You know, retrospectively, I think you can say that about me. But in real time, I'm more faith-driven than risk-enthusiastic. I believe in people, and I tend to fall in love with people. Not romantically, but with the characters. And when I meet entrepreneurs or great engineers or people with great business experience and they tell me about a vision that they have and the type of company that they want to build and the glass ceilings that they want to break, and if I connect with them, that will buy my heart and devotion sometimes before the technology does.

(Eyal at 00:07:09) So I'll follow those leaders usually in their vision. You know, if it fails, it was a risk. If it was a success, then it was a good choice. But I don't quantify it as a risk. Obviously, there is.

(Eyal at 00:07:23) You know, I have a family, and I have to provide for my family alongside my wife. But I'm confident enough to know that with my experience, I'll always land on my feet. But I'm excited to work with people that challenge me and that I can learn from and collaborate with.

(Joel Beasley at 00:07:43) So you just go with your faith. That's how you make decisions?

(Eyal at 00:07:48) I go with people that I feel are the right people for me to go with because working in startups in Israel particularly, but also worldwide—startups require that you work sometimes two times harder than you would work at a corporate. So I'm usually averaging, and this is gonna sound a bit extreme, but I'm averaging at around eleven to twelve working hours per day. Sometimes straight in the office, sometimes broken apart into segments throughout the day, and I'm now doing it for eight years here at Cato. That's a lot of effort and investment and a lot of sacrifice from my personal life. But that's part of the things that get me excited. So I have to believe in the people that I work with before I can believe in the technology.

(Joel Beasley at 00:08:35) How does your wife and family see this?

(Eyal at 00:08:37) If I see them, I'll ask them. But I can guess. No. It's an acquired taste. This is what I'm passionate about.

(Eyal at 00:08:49) I don't have other hobbies. My world focuses on my family and my job and my work. So instead of, you know, working nine or ten hours and then having a hobby for two hours and then family, I split it differently. It's more challenging when I travel a lot, which happens often, and less when I'm at home. But, yeah, it's a challenging ride.

(Eyal at 00:09:13) But I think it's gonna be a great story to tell my kids. Being part of a company like Cato from the beginning, going through all the growing pains and all the challenges that we're overcoming and eventually going public and becoming a great success. I'll be proud of it. My kids will be proud of me being part of that. My wife will be part of it.

(Eyal at 00:09:36) So there's cons and pros to everything.

(Joel Beasley at 00:09:39) Was that the type of culture you grew up in with your parents? Was your dad like that?

(Eyal at 00:09:44) Actually, no. That's a great question. I should pay you for the therapy. No. I can tell you that my dad was very inspiring to me because he was and still is a maker.

(Eyal at 00:09:57) He builds everything he needs, from being a child to now, nearing his years of retirement in the few years in the future. He is 100% maker. He 3D prints. He does all the electronics. He writes his software.

(Eyal at 00:10:16) He literally builds everything that can be built. Even if you can buy it, he'll build it because he can. So this is the kind of house I grew up in. It's a house that was dominated by an engineer spirit. And I think that contributed a lot to my understanding that there are almost no problems that can't be solved.

(Eyal at 00:10:39) It just takes time and consistency.

(Joel Beasley at 00:10:42) My dad's a lot like that too. He's an inventor and an engineer, hardware and software. And that's why I learned a lot of my technology from as well and what got me interested in it. Now you sound like you've got some structure in your life. Do you structure specific family times that they get dedicated time with you?

(Eyal at 00:11:01) Well, I want to say yes, but I won't be 100% honest about it.

(Joel Beasley at 00:11:05) That's okay.

(Eyal at 00:11:06) No, no. I really try very hard not to work during the weekends. During the working week, my team is spread all the way from US to Singapore, so I have to almost always be available and checking my emails and Slack. But during the weekend, despite the fact that in Israel, our weekend is offset—we rest Friday and Saturday, and we work Sunday to Thursday—I still try very hard not to work.

(Eyal at 00:11:38) I'll look at my phone and my email and Slack and see if there's anything urgent. But if it's not urgent, I'll let it wait until I get back to work on Sunday. And I'll focus my weekend time on my family and on relaxing and recharging. So I think this is an area that I'm strict about in terms of work-life balance.

(Joel Beasley at 00:12:01) I call it work-life ratio because it changes. It's not always the thing to keep in the center. It's a ratio that, if I'm having a new child—I've got three kids—if I'm having a new child, those two months of that child and my ratio of work and family is gonna be different than when I'm out here trying to hustle and feed them. You know, that's a different ratio.

(Joel Beasley at 00:12:22) So it's constantly moving. My whole thing is not telling people what's right or to try to keep it balanced at 50%. My whole thing is just awareness of what your current ratio is, and is that where you want it to be for this season of your life?

(Eyal at 00:12:38) First of all, I love the definition of work-life ratio, you know. Balance is very subjective. I can tell you that what I try to do is not only to be right by myself, but also by my employees. And that's even more important for me than my own work-life ratio, that I don't create an atmosphere of a wrong ratio between work and life. So for example, I'm very mindful about not sending emails or Slack messages to my employees during their weekend. If I choose to work, that's my decision.

(Eyal at 00:13:17) But if I email someone from my team during the weekend, even if I don't mean to, it sets an expectation that they would do the same. So I would do my best not to do that. And at times that we are not extremely stressed before a product launch or a big event of the company, and I'll see them working on the weekend—and that's something my team members can testify to—I would actually tell them that they shouldn't. And when I need them to work on weekends, and that happens a few times a year, I let them know now is the time that we need the extra work and the extra effort. But in the regular day-to-day routine, it's not needed.

(Eyal at 00:13:59) Don't do it. I need you to keep your strengths for the hard times and keep a good work-life ratio in the more easygoing times.

(Joel Beasley at 00:14:09) Yeah. An appropriate ratio for the current season of life. Right?

(Eyal at 00:14:13) Right.

(Joel Beasley at 00:14:13) Let's talk a little bit about a product you guys have. What's the current product that you're excited about? The one that you can talk about, because there's always people excited about the next generation that they can't share publicly. So what's the piece of technology?

(Joel Beasley at 00:14:28) What are you really excited about right now at Cato Networks?

(Eyal at 00:14:31) So I'm—it's gonna sound a bit marketing-ish, but I'm being perfectly honest now. I'm excited about everything that this company is doing, and I'll tell you why. Because we are breaking into new grounds in our domain of enterprise network and network security, and we've built something that no one has done before. And we've proven that there is a better way to solve problems than companies 100 times bigger than us.

(Eyal at 00:15:04) And we are now undermining them in the industry, and it's a platform play. So there is one big platform that holds all the capabilities, and we can turn existing and new capabilities on and off on the fly. It's a cloud service, so customers don't need to be involved in it at all. And it's exciting because it's revolutionary to a degree that in the first years of the company, when we were pitching what we're doing to customers and to partners, first of all, there was a moment of a jaw drop where they would see the solution on PowerPoint slides and they would be blown away. Like, how did no one think of it before?

(Eyal at 00:15:51) Then there was a phase of skepticism and telling us how ambitious this mission is and this vision is. And then we would go to a live demo. And then there was the real wow moment that we actually built it. And I've seen this happening and scaling up through my years here at the company, and it never ceases to amaze me.

(Joel Beasley at 00:16:13) And so do you have a specific product that's launching right now? Or what's your main offering that you have? I'm trying to figure out how to generate some business for you guys. Let's talk about what business problems are people experiencing? Then they're like, oh, I could go use Cato.

(Eyal at 00:16:28) So let me tell you what we do. I'll give an example maybe from the consumer world to explain the level of revolution. So Cato, we're in the business of network and network security for enterprises. Every enterprise, they have branches, they have a data center, they have headquarters, they have remote workers. They need to connect everyone to everything.

(Eyal at 00:16:50) They need to secure traffic inside the enterprise and traffic to and from the Internet and the cloud. That's the mission. That's a mission and responsibility for every IT team in the world today. Until now, this is being solved with point products to point problems. There is a problem with the network.

(Eyal at 00:17:11) We solve it with a network solution. There is a challenge in security. We buy a product to solve that specific challenge. Cato comes in and says, instead of buying those point products, subscribe to our cloud platform, which is a cloud service, and you'll get everything at once in one solution. So to put this in a consumer analogy, think about the smartphone when Apple presented it.

(Eyal at 00:17:38) Before that we had a media player, we had a GPS—I had this setup and the geek. I had a PDA. I had a media player. I had a camera. I had Bluetooth earbuds.

(Eyal at 00:17:48) A digital camera. They were not one device. If I wanted to send a photo that I took on my digital camera, I needed to connect it to my computer, download it, send it. If I want to navigate, it would be a different device than my smartphone. Apple did everything in one device. It's called convergence.

(Eyal at 00:18:06) They literally became one thing. The second thing that we did is to take everything up to the cloud. Think about Blockbuster versus Netflix. Right? Blockbuster, it was physical.

(Eyal at 00:18:20) You had to go rent it, sell it, or get it, put it back. In Netflix, you just connect and you stream your content anywhere in the world from their cloud service. Cato is doing both those motions, the convergence and the cloudification in one solution. So not only that we take multiple products and instead of having to duct tape them together to make them work as one, we actually built it from the ground up to be one. We also took everything up to the cloud from being physical appliances in the enterprise data centers and service rooms.

(Eyal at 00:18:54) And that's revolution. And this revolution is undermining everything that companies like Palo Alto and Cisco and Fortinet, which are all multibillion dollar companies, built their business on for the last 30 years.

(Joel Beasley at 00:19:11) So do you find human behavior training and habits sound like it would be really important? Because you've already got an organization that's used to all these point tools. You got the team that knows how to use the GPS system. You got the team that knows how to use the media player. And the person who knows, and it's their entire job, is to download that picture and then send it to somebody else, you know? So if you go into these organizations and you sell them this convergent tool, this thing, there's like, I can't see how there wouldn't be an enormous amount of training and culture shift.

(Joel Beasley at 00:19:42) How do you guys handle that?

(Eyal at 00:19:44) There's a lot of market education. When you build a company and a solution that is disruptive the way that Cato is, you're going to get a lot of headwind at the beginning, at the very few years. You need to educate the market. I speak about, I use the example of Salesforce, which is one of the world's largest software as a service companies. They sell a CRM service.

(Eyal at 00:20:11) And before Salesforce, CRM was on premise, and it was like the Rolodex was the most precious asset of the enterprise. So I'm always thinking about the first salespeople from Salesforce back in circa 2000. They came into an enterprise and they said, guys, we have an amazing idea. You'll give us your customer details and we'll put it on our cloud for you. And obviously, the first reaction was to give them a glass of water and show them the door.

(Eyal at 00:20:37) So initially, it was the same for us. We come and we're telling enterprise, we understand your problems, but you're solving it the wrong way. We have a better way to solve the problem, and forget everything you thought about how to solve the problem. Here is the way to take the picture from the camera into the PDF and send it over email. And you know what?

(Eyal at 00:20:57) You don't need to spend your time getting the memory card out, putting it in the reader, dragging the file, et cetera. We do everything for you. What we need you to do is tell us what you want. You want to send the file? That's all we need to know.

(Eyal at 00:21:12) Everything else is automated and enriched by AI and machine learning, and it just happens like magic. So there is market education that there is this technology, that it's a feasible solution to the problem. And then there is a period of time where we need to gain proof points. You need to sell it to the first few enterprises so they can say, it actually works. I'm actually using it in production.

(Eyal at 00:21:41) I'm actually trusting this solution. And then you continue to climb up to bigger and bigger enterprises until we get to the point now that we're selling to some of the largest global enterprises in the world. But it took a lot of years to, you know, step by step, piece by piece, get up and build this motion. In the process, in many industries, there are industry analysts that analyze everything that is in the market and write reports and give advice to customers on what's right and what's wrong for them. And one of those, the biggest analyst firm is called Gartner.

(Eyal at 00:22:22) And four years after the establishment of Cato, the most important analyst in Gartner actually acknowledged our vision and gave it a name, which is now called SASE. It is spelled S-A-S-E. I'm not responsible for the acronym. And with that recognition by the most important analyst in the most important analyst firm in our world that this is a viable solution, not only did it help educate the market and acknowledge that what we are doing is right and that our vision is where it should be, but it also dragged in all the competition because now they have to join as well.

(Eyal at 00:23:08) Yeah. You're now showing our website.

(Joel Beasley at 00:23:11) Yeah. I've got, they've got this great graphic. If you're listening to the podcast, subscribe on YouTube so you could see it. Or, but yeah, this graphic is beautifully done. It's a nice little animation just showing the flow of data.

(Eyal at 00:23:25) Right. These are all the use cases that we're doing, how to secure and connect the different edges of the enterprise network. And we're doing everything with literally one software that is cloud native. It can grow elastically to meet the demand, and it's distributed in thousands of copies all over the world in a private cloud network that we've built.

(Eyal at 00:23:49) So the technology is mind blowing. I can talk about it. We'll have five episodes and I won't be done speaking about the technology. Where should I start?

(Joel Beasley at 00:24:00) Yeah. So we're gonna put links so people can go check out that graphic and see what you do. How big are you guys as a company? How do you talk about it publicly?

(Eyal at 00:24:10) So we are now nearing 900 employees. When I joined, I was employee number 24. That was eight years ago. We've crossed the 1,000, obviously, in a quarter or two. We're growing extremely fast all over the world.

(Eyal at 00:24:28) About 50 plus percent of the employees are based here in Israel, mostly engineering, operations, DevOps, and all the general and administration and the executive suite. And then we have sales, presales, and post sales teams distributed closer to our customers. So this is how big we are. We grew from the numbers that we can share because we're still private. For software as a service companies, one of the metrics that they are being measured by is ARR, annual recurring revenue.

(Eyal at 00:25:00) And we grew from $1 million to $100 million in five years, which is a world record for a company in our domain of network security. It's not the fastest that has been in the tech industry, but in our domain, it is. And that's very encouraging as an evidence of where we are going in the future. And we were fortunate to be heavily funded by great VCs, now going up to a total of $773 million in funding.

(Eyal at 00:25:37) So very exciting.

(Joel Beasley at 00:25:38) So that gains a lot of trust with the customer base. Does everybody basically know who you are now in networking?

(Eyal at 00:25:45) Oh, I wish it was so. I think the brand is getting there. I think that everybody understands, I think we're associated with the term SASE by now. This is how we market ourselves. We are SASE.

(Eyal at 00:26:03) And I think that everybody that speaks about SASE heard about us here or there. People who are more, you know, tech savvy in their day to day job in network and security probably heard more about us. But there's a lot of branding work to do to build the brand, especially when the competition are giants with dramatically larger marketing budgets than we have. So we're operating more in the guerrilla mode, but it's part of the fun.

(Joel Beasley at 00:26:30) One of the things that I saw Salesforce do and HubSpot, since we were talking about CRMs earlier, is they both did really good with their education and certifications that you could get. Do you guys have anything like that?

(Eyal at 00:26:41) We did that. We still are. So we've built SASE certification tracks. I think they're based on a platform called Credly, if I remember the name correctly. So if you complete the training, you actually get a badge that you can put in your CV or your LinkedIn profile.

(Eyal at 00:26:57) And yeah, so we did basic SASE certification. Just it's not about Cato. It's about what SASE means, how it is built, what is the architecture, what value it brings, how to evaluate SASE vendors. So it's completely disconnected from our solution.

(Eyal at 00:27:12) And occasionally, we reference what we do as an example of a SASE implementation, but not necessarily the right one for every customer, hopefully for the majority of them. And then we did more advanced tracks around the security aspect of SASE and the networking aspect of SASE and what it means for C-levels, for CIOs and CISOs, to drive a SASE strategy for the enterprise. And it's still free on our website. Eventually, we will have to start charging for it, but for now, everybody can register and go through those certifications.

(Joel Beasley at 00:27:49) Do you ever get to be a part of sales calls, like with potential clients, prospective clients?

(Eyal at 00:27:55) I do. Right now, we have a very large sales force, so I'm being pulled in especially to the very strategic calls. But yes, I do, and I love it.

(Joel Beasley at 00:28:05) Do you see any pushback? Like, is there common pushback or objections that you have to talk to?

(Eyal at 00:28:12) Always.

(Joel Beasley at 00:28:13) What's one of them?

(Eyal at 00:28:15) One of them usually, it's all about trust. How can we get the customer to trust us that, first of all, we actually do what we say we do? Because everybody's already burned and scarred by vendors who make big promises and don't fulfill them. So everybody's coming in very skeptical, especially if you're showing them something they haven't seen before. That's one.

(Eyal at 00:28:39) Second thing is that what we are selling is going to be the critical infrastructure of the enterprise. This is going to be their security, and this is going to be their network. So people, in a way, when they choose us, they'll put their jobs on the line. And there is a great saying, you know, nobody got fired for buying IBM or Cisco or Palo Alto in our world. And people are rightfully risk averse, and they want to make safe choices.

(Eyal at 00:29:06) And we need to have this conversation with them and present our view that the way that the technologies that they are using today, and if they choose to continue maintaining, using point products and duct taping them together, it's true that they won't get fired, but they will also not get promoted. Because they're maintaining a situation that inhibits the growth of the business. And we can explain in a very logical and simple way and then bring proofs and evidence and reference customers that would show why switching to a SASE platform like ours, not only would it give the enterprise a better network and better security, but it would also make the people who manage the platform, the IT teams and security and networking teams in the enterprise, champions in the organizations again. Because right now, in many cases, if you ask anyone in the enterprise what they think about the security or networking people, those are the ones who always slow the projects down.

(Eyal at 00:30:15) Because they need to integrate, they need to buy, they need to test it. There's, like, so many things. I think those are usually the smartest people in the organization, but they are being limited with the technologies that they had at the time that they acquired it, and now there's a better solution. So instead of buying an old solution that doesn't meet the needs of a modern enterprise from network and security perspective, there is a new solution they can buy. And it would make their life much easier. And it would not risk their job. It would allow them to focus on more critical tasks, on more strategic tasks that until now they couldn't because they were busy keeping the lights on.

(Eyal at 00:30:51) So this is the conversation that we are having.

(Joel Beasley at 00:30:54) So I want to jump in right there. Yeah. I want to jump in right there because that last line or two sounded like how I would explain this to the board, or how I would explain this to my team is that you could bring this efficiency in and then reallocate resources. Is that how you would explain it to a board or an executive team or no?

(Eyal at 00:31:12) Yes. 100%. And we could give real life examples. I can give you two examples that I really like. One of our customers, we had an analyst firm interview him about the impact of choosing Cato on his organization.

(Eyal at 00:31:27) And he said something that we were not intentionally mindful about, but after he said that, we all said, oh, wow, of course. He said that we gave him his, we spoke about work life ratio earlier, he said that buying Cato, replacing his infrastructure with Cato, gave him his work life balance, him and his team, his work life balance back. And the reason is that when they were using appliances, every weekend, someone had to stay at the work and do all the updates and the patching to the appliances to keep them up to date, which cannot be done during working days or the working week.

(Eyal at 00:32:04) And with Cato, that work of keeping the lights on just disappears because we don't have appliances, because it's all in our cloud and we take care of it. So now none of his team members or himself work weekends anymore. It makes perfect sense, but even myself in my marketing head, I would not think about marketing the solution as something that would give you your work life balance back. So that's one great example. The other example is one of the things we need to do very often in order to convince customers to trust us is to do a proof of concept.

(Eyal at 00:32:39) We need to give them the ability to try the solution hands on. They build a lab. They connect it to our service. They try. They run scripts.

(Eyal at 00:32:47) They try to attack the system or to penetrate the network. They put it into real test. The level of simplification that we put in the product, and I can speak later if you want about how we engineer that because it's something that I find amazing. But the level of simplicity that we introduced to the product can take work of days into minutes in our solution. And we had a very big project that we eventually won in Europe, an organization with over 500 sites all across Europe.

(Eyal at 00:33:17) They scheduled the POC. We created the account for them. Our sales engineer scheduled the time with them, and they agreed on the script of the POC. By the time we got to the meeting, they were already 80% done by themselves without training, without onboarding. They just logged in and did it because it's that simple.

(Eyal at 00:33:38) The second best competitor needed two days and two engineers just to set up the POC environment. This is the level of difference. When a customer sees this at the POC stage, they understand what are the offerings that are on the table and what would serve them better in the, we call the day two, the day after they buy.

(Joel Beasley at 00:33:58) You're making it easy to get into the product.

(Eyal at 00:34:00) The product sells itself. Once they see it, it's so amazing to say we get compliments that I would never think I would get in an IT and security world. So we got the CTO of Carlsberg, the brewery, they're a public customer of ours, and to explain to his board of directors what is Cato, he said they are the Apple of networking.

(Eyal at 00:34:27) Now for a company like us to be compared to the number one consumer brand in the world, you can't ask for a better compliment. But it says a lot about the emotion that the product triggers, that it made him think that we are the Apple of networking because he got an experience that is so elegant and polished, and it just works just like an iPhone or an iWatch.

(Joel Beasley at 00:34:56) Well, it sounds like you have a good hook with no more weekends keeping the lights on. Sounds like it'd be very attractive for people to at least explore and do a proof of concept.

(Eyal at 00:35:06) For sure.

(Joel Beasley at 00:35:06) Well, we did it. We made a podcast. How do you feel?

(Eyal at 00:35:09) I'm excited. I'm excited and I'm happy to be here. Really, I appreciate the opportunity.

(Joel Beasley at 00:35:14) Thank you so much for listening. And if you found this episode useful, please share it with a friend or colleague who you think would get value from it. And if you have topics that you'd like to hear discussed on the podcast, either add me on LinkedIn or send me an email, [email protected]. Every time I get an email or LinkedIn message, it absolutely makes my day and inspires me to keep going.