Yotam Segev (CEO, Cyera) on Growing One of the Fastest Security Startups on the Planet

The podcast opens with Logan Bartlett introducing his conversation with Yotam Segev, co-founder and CEO of Cyera, one of the fastest-growing cybersecurity companies in the world.

Logan outlines the topics covered in their discussion, including the challenges of rapid growth, Cyera's journey from a tough first year to becoming a breakout business after raising capital from Sequoia, and insights on the evolving cybersecurity market following Google's acquisition of Wiz.

Timestamp: [00:38-01:16]

Logan and Yotam discuss Cyera's explosive growth trajectory over the past two years, highlighting the company's remarkable expansion from just 100 employees to 550 in that timeframe.

Logan notes that this kind of hypergrowth is "unnatural in a lot of ways" and that "there's only a handful of businesses that have ever done that," setting up the conversation to explore how Cyera has managed this extraordinary scaling journey.

Timestamp: [01:55-02:24]

Yotam reveals that when scaling rapidly, the company had to focus intensely on fundamentals, particularly company values, to maintain cohesion and culture.

He explains that having a core team aligned on values enables effective recruiting decisions across the organization, even when the CEO isn't directly involved in every hire. This approach allowed Cyera to maintain a consistent identity despite its rapid expansion.

When asked about how they articulate these values, Yotam responds with elegant simplicity:

Yotam notes that while these values weren't formally codified at the company's beginning, they evolved from an informal understanding of "who do we love working with" into a concrete framework as the organization grew. This formalization became particularly important over the past year as their headcount rapidly expanded.

Timestamp: [02:30-05:02]

Yotam shares how his cybersecurity journey began through his service in the Israeli military, specifically in the elite Talpiot program.

He explains that Talpiot is a program that trains leaders for various technological areas in the Israeli Defense Forces (IDF), from ballistic missile defense to submarine warfare. For Yotam's generation 15 years ago, cybersecurity was "the hottest topic" — much like AI is today.

Yotam was particularly drawn to cybersecurity because it combined both deep technological elements and operational aspects:

After a decade in the military (2010-2020), Yotam's departure to start a company came at the unexpected prompting of his future co-founder, Tamar:

Timestamp: [05:02-07:20]

Logan asks how Yotam and his co-founder navigated the venture ecosystem and developed their startup idea, especially before Israeli cybersecurity startups became mainstream investment targets.

Yotam explains that Talpiot, with its approximately 1,000 alumni over its 40-year history, had already produced numerous successful tech entrepreneurs and had a "disproportional impact on Israeli technology ecosystem."

Despite this prestigious network, Yotam reveals that he and his co-founder Tamar had "no relationship to the venture ecosystem" when they started. Their journey began humbly:

During this early phase, they methodically studied the market and the fundamentals of building a successful company:

This period of careful research and questioning laid the groundwork for what would eventually become Cyera.

Timestamp: [07:59-09:53]

• Cyera has achieved extraordinary growth, scaling from 100 employees to 550 in just two years
• When scaling rapidly, core values become a crucial foundation that enables consistent culture and hiring decisions
• Cyera's simple yet powerful core values are "smart, humble, hungry"
• Yotam's cybersecurity background came through the elite Talpiot program in the Israeli military, where he spent a decade in cyber operations
• The founding of Cyera came from an unexpected catalyst: COVID disrupting his co-founder's hiking plans
• Despite coming from the prestigious Talpiot network that produced many successful tech founders, Yotam and his co-founder spent their first nine months working quietly from a living room
• The founders took a methodical approach to understanding the cybersecurity market, studying why customers buy products and the gap between marketing claims and actual customer experiences

Timestamp: [01:23-09:53]

Organizations:

• Cyera - The fast-growing cybersecurity company co-founded by Yotam Segev
• Talpiot - Israel's elite technological leadership academy that trains leaders for various IDF technological areas
• Israeli Defense Forces (IDF) - Where Yotam and his co-founders served in cybersecurity roles
• Sequoia - The venture capital firm mentioned as providing early investment to Cyera
• Wiz - Cybersecurity company recently acquired by Google, with three founders from Talpiot
• Checkpoint - Established cybersecurity company with a Talpiot alumnus as one of its founders

People:

• Yotam Segev - Co-founder and CEO of Cyera
• Tamar - Co-founder of Cyera who prompted Yotam to leave the military
• Jonathan - VP of Engineering at Cyera, former military colleague
• Shai - First team leader in Cyera's engineering department, former military colleague

Concepts:

• Pacific Crest Trail - The hiking trail Tamar planned to trek before COVID disrupted his plans
• Cyber Operations - Yotam's military role combining technological and operational aspects
• Values-based scaling - The approach Cyera used to maintain culture during hypergrowth

Timestamp: [01:23-09:53]

Yotam describes the intensive research process he and his co-founder Tamar undertook during the company's earliest days, spending their first nine months exploring potential market opportunities before settling on data security.

Their research methodology was comprehensive and methodical:

While they leveraged their network for advice, much of their learning was self-directed:

Timestamp: [10:00-11:02]

When Logan asks if coming to the market without preconceptions was advantageous, Yotam reveals that his decision to focus on data security was driven more by emotional connection than purely logical analysis.

This emotional intuition has been validated in the years since, as Yotam shares a conversation with a customer champion at a large account:

This confirmation that data security issues are significant enough to merit CEO attention reinforced Yotam's initial emotional assessment of the problem's importance.

Timestamp: [11:29-12:46]

When Logan asks what specifically drew him to data security on an emotional level, Yotam reflects on the universal human desire for privacy and the real consequences of data loss.

The conversation takes a lighthearted turn as they joke about what personal data they might want to keep private:

Yotam then expands this personal concern to the organizational level, connecting it to broader business needs and regulatory requirements:

He concludes by emphasizing that data protection addresses a fundamental human need:

Timestamp: [13:00-14:34]

Logan asks Yotam about Cyera's early fundraising journey, particularly how they connected with their initial investors at Cyberstarts and Sequoia during what Logan calls "peak Zero fundraising."

Yotam reveals that their fundraising journey began unexpectedly:

They ultimately chose to work with Cyberstarts founders Gili and Leor:

When pressed about what made Cyberstarts uniquely valuable, Yotam describes it as a specialized engine for transforming technical talent into commercial founders:

He notes the remarkable speed of their transformation:

The specific skills they gained included "how to talk to customers, how to find pain in customer interactions, how to tie that pain to a commercial engagement, how to iterate on the product, how to bring a product to market."

Timestamp: [14:40-17:24]

After describing Cyera's impressive fundraising momentum with top-tier investors, Logan ironically sets up the next part of the story: "Off to the races, no problems, and then what happens?"

Yotam candidly acknowledges the difficult reality that followed:

He explains that despite the strong investor backing, the company struggled with its go-to-market execution:

Logan notes that while the company did achieve about $1.5 million in revenue that first year—which would be "amazing for almost every company"—the expectations were much higher given their significant fundraising.

Yotam agrees with this assessment:

He describes the specific challenges they faced:

This segment sets up the next part of the conversation where Yotam will share lessons learned from this challenging period.

Timestamp: [17:49-19:42]

• Thorough market research is essential: The founders spent nine months intensively studying various cybersecurity spaces before committing to data security
• Emotional connection to the problem is crucial: Beyond logic and validation, having a visceral feeling about the importance of the problem drove Cyera's focus on data security
• Data protection addresses a primal human need: The desire to keep certain information private is deeply personal and extends naturally to organizations
• Specialized investors can accelerate founder development: Cyberstarts helped transform technical experts into commercial founders in just one year
• Even well-funded startups face early challenges: Despite securing investment from top-tier VCs like Sequoia, Cyera struggled in its first year with go-to-market execution
• Expectations scale with funding: Raising significant capital creates higher performance expectations that can make even objectively good results feel insufficient
• Moving from technical expertise to commercial success requires specific skills: Learning how to identify customer pain points and translate them into commercial engagements was critical

Timestamp: [10:00-19:55]

Organizations:

• Cyberstarts - The first institutional investor in Cyera, led by Gili and Leor, specializing in commercializing technical founders from Israel
• Sequoia Capital - Prestigious VC firm that led Cyera's A round, with Doug Leone joining the board
• Excel - Mentioned as another "fantastic firm" that invested shortly after Sequoia

People:

• Gili - Co-founder of Cyberstarts, provided critical mentorship to Cyera's founders
• Leor - Co-founder of Cyberstarts alongside Gili
• Doug Leone - Legendary Sequoia Capital investor who led Cyera's Series A investment
• Bogum - Mentioned as part of the Sequoia team that invested in Cyera

Concepts:

• Data Security - The specific cybersecurity domain Cyera focuses on, chosen partly for emotional reasons
• Product-Market Fit - Referenced both in terms of what Cyera was seeking and what Cyberstarts had achieved with their founder development model
• Go-to-Market Transition - The challenging process Cyera went through in their first year
• Pre-empted Term Sheet - How Cyera's fundraising journey unexpectedly began before they even had a legal entity

Timestamp: [10:00-19:55]

Yotam shares his first critical lesson from Cyera's challenging first year: founders must drive early go-to-market efforts, not delegate them to sales hires.

He explains that in the earliest stage, the founder's presence is essential in customer interactions due to the scarcity of opportunities:

Yotam acknowledges his own naivety in his initial approach:

He describes how this realization has shaped his ongoing leadership style:

This customer-centric approach not only supports sales but also provides critical product direction:

Timestamp: [20:01-22:30]

When Logan asks whether their initial challenges were due to sales execution issues or market readiness, Yotam explains that the market wasn't quite ready for their Data Security Posture Management (DSPM) positioning. Logan asks him to provide some historical context about the space.

Yotam offers a comprehensive overview of the data security market:

He explains why traditional solutions were problematic for enterprises:

Logan illustrates this with a practical example:

Yotam identifies the major market shift that created their opportunity:

He explains how cloud adoption fundamentally changed data visibility and control:

Timestamp: [22:38-25:03]

Yotam describes how Cyera approached the cloud-driven shift in data security, framing their solution as a way to turn cloud challenges into advantages.

He explains their technical approach:

This positioning created their initial product focus:

Yotam acknowledges that this narrow focus limited their initial market, but proved sufficient to gain early traction:

Timestamp: [25:03-26:17]

Logan interjects with a humorous observation about the company's performance since his firm invested:

He then outlines the straightforward investment thesis that drove their decision to back Cyera:

Logan also hints at a future topic of conversation:

He emphasizes that their investment decision wasn't overly complex:

Timestamp: [26:23-27:16]

Yotam describes the turning point that occurred after their challenging first year, crediting their sales leader Steve Rog with transforming their go-to-market efforts.

He details how Steve built a team with specific traits aligned with their company values:

Yotam notes that he and his co-founder remained deeply involved with customers, but gradually witnessed the team's development:

He describes his initial disbelief when salespeople began closing deals independently:

This culminates in a humorous anecdote about an unexpectedly large deal:

Logan responds: "And now that altar's up there?"

Yotam replies: "Keep his picture in my wallet alongside with my wife and my kid."

Timestamp: [27:34-29:22]

When Logan asks what made their recruiting efforts successful in building their sales team, Yotam emphasizes Steve's understanding of the specific type of salesperson needed at their early stage.

This insight highlights how critical talent quality was at their particular stage of development—when the product and market weren't yet mature, only exceptional sales talent could bridge the gap.

Timestamp: [29:28-29:55]

• Founders must lead early go-to-market efforts: Even with sales hires, founders need to remain deeply involved in customer interactions at the early stage
• Customer engagement provides dual benefits: Beyond sales, founder involvement with customers provides critical product direction insights
• The cloud transformation created the opportunity: The shift to cloud created a loss of control over data that traditional security tools couldn't address
• Agentless, cloud-native approaches offered a new solution: Leveraging cloud provider APIs to gain visibility without legacy infrastructure
• Starting narrow can work: Even with an AWS-only initial product, they found enough customers with urgent needs to gain traction
• The investment thesis was straightforward: Growing data volumes + cloud acceleration + increasing security importance = opportunity
• Sales excellence requires specific talent for the stage: At the early stage with an emerging product category, only exceptional sales talent would succeed
• Founder skepticism is natural: Even as the sales team began to succeed independently, the founders initially doubted large deals were real
• Transformative sales leadership focuses on talent quality: Understanding exactly what type of salesperson can succeed in early market conditions is critical

Timestamp: [20:01-29:55]

Organizations:

• AWS (Amazon Web Services) - The initial cloud platform Cyera supported in their first product version

People:

• Steve Rog - Sales leader who joined Cyera and helped turn around their go-to-market efforts by recruiting excellent talent
• Tamar - Yotam's co-founder, who remained deeply involved in sales and customer interactions alongside him

Concepts:

• DSPM (Data Security Posture Management) - The product category positioning Cyera initially used, which was new to the market
• DLP (Data Loss Prevention) - The traditional approach to data security with high false positives and high total cost of ownership
• Agentless approach - Cyera's technical method that connects to cloud providers directly without requiring installed agents
• False positives - A key challenge with traditional DLP tools that made them painful for enterprises to use
• Go-to-market excellence - The sales capability Steve Rog built at Cyera by hiring talented salespeople who fit their values

Timestamp: [20:01-29:55]

Yotam continues explaining how their sales leader built an exceptional team by focusing on quality talent suited for their early-stage challenges.

He emphasizes the importance of recognizing excellence and being determined to achieve it:

This focus on excellence was embraced by the entire organization:

Yotam describes how he and his co-founder rallied the team:

While setting ambitious expectations, they were transparent about the challenges:

This collective effort created momentum:

Timestamp: [30:00-31:48]

Logan asks Yotam if there was a specific moment when things clearly shifted for the company, "from rowing against the current to now the current was sort of helping accelerate you in a meaningful way."

Yotam reflects on the gradual nature of this transformation:

He shares a personal insight about the perpetual state of healthy discomfort that comes with leadership:

When Logan observes that Cyera's rapid growth on headcount and revenue sometimes makes him as an investor uncomfortable because they're "defying gravity or physics," he asks Yotam what drives this "insatiable desire to go at the pace" they're executing on.

Timestamp: [31:48-33:05]

Yotam explains his philosophy on Cyera's aggressive growth pace, starting with a perspective that might surprise investors:

He frames this responsibility in deeply human terms:

Yotam then references wisdom from a board member:

He explains the strategic advantages of rapid growth:

Logan interjects to provide context: "For people that don't know, Frank Slootman, I think the iconic name in software, CEO, and certainly sales and execution."

Timestamp: [33:05-34:26]

Logan asks how Yotam determines the right level of ambition for company goals—whether they aim for 25%, 50%, or 75% confidence levels in achieving their targets.

Yotam begins his answer with a personal reflection:

He explains that Cyera's private company status gives them more flexibility in how they approach goals:

Yotam describes his goal-setting philosophy:

He emphasizes the importance of risk management:

This balanced approach allows them to be ambitious while ensuring the company remains in a strong position even if they fall somewhat short:

When Logan asks if this means 100% confidence of achieving 80% of the goal, Yotam responds:

Timestamp: [34:26-36:50]

Logan asks if Yotam's ambitious goal-setting approach extends to other parts of the organization beyond sales, such as engineering, product, and marketing.

Yotam confirms that this mentality does spread throughout the company:

This brief exchange establishes that Cyera's culture of ambitious goal-setting isn't limited to sales or executive objectives, but permeates the entire organization, creating an environment where stretching toward ambitious targets is normalized.

Timestamp: [36:50-37:43]

Logan shifts the conversation to a broader industry perspective, asking Yotam how he views the cybersecurity market's potential for creating truly massive companies:

Logan notes there are only a handful of cybersecurity companies that have exceeded $20 billion in valuation in the last decade:

He asks Yotam to revisit a question from their earlier conversations: "How many 10 billion dollar companies do you think there will be in cyber in 5 years' time? Do you think that's a few? Do you think it's dozens?"

Yotam begins his response with a strong affirmation of his belief in the cybersecurity market:

He starts explaining a fundamental difference in how cybersecurity is evaluated compared to other business domains:

This setup introduces Yotam's perspective on why cybersecurity has unique market dynamics that could enable more massive companies to emerge.

Timestamp: [37:43-39:04]

• Customer-focused excellence is essential: Sales team members must genuinely care about customers and do the work to understand their needs, especially with early products
• Creating a sustainable growth flywheel requires total team commitment: Rallying everyone around ambitious goals with 150% effort creates momentum
• Transformation happens gradually: Rather than a single tipping point, success comes through multiple "wow" moments that become normalized
• Leaders should embrace discomfort: It's a leader's job to keep themselves and the company pushing boundaries
• Speed can be a strategic advantage: Moving fast differentiates from competitors, excites the market, and reduces friction
• Goal-setting should balance ambition with risk management: Set targets that feel uncomfortable but ensure the company remains in a strong position even at 80% achievement
• Ambitious goal-setting should cascade throughout the organization: This mentality should be consistent across all business units
• Cybersecurity has unique market dynamics: Unlike other industries measured on averages, cybersecurity is evaluated by its weakest link
• Few cybersecurity companies have reached massive scale: Despite numerous exits, only a handful of cyber companies have exceeded $20B valuations

Timestamp: [30:00-39:04]

Organizations:

• Crowdstrike - Mentioned by Logan as one of the few cybersecurity companies to exceed $20 billion in valuation
• Palo Alto Networks - Referenced as another of the rare $20B+ cybersecurity companies
• Zscaler - The third example Logan gives of cybersecurity companies that have reached massive scale

People:

• Tamar - Yotam's co-founder who helped rally the team around ambitious growth goals
• Frank Slootman - Board member referenced for his advice that "it's much easier to go fast than it is to go slow," described by Logan as "the iconic name in software"
• Logan - The host and investor in Cyera who comments on their growth defying "gravity or physics"

Concepts:

• Return on time - Yotam's philosophy that employees invest their time and deserve an exceptional return on that investment
• Weakest link measurement - The fundamental paradigm of cybersecurity that makes it different from other business domains
• Beat and raise - The traditional public company narrative of exceeding quarterly expectations
• Growth flywheel - The self-reinforcing momentum that develops when a company starts growing rapidly
• 80% confidence goal-setting - Yotam's approach to setting ambitious targets while managing risk
• Third-generation Holocaust survivor - Personal context Yotam shares to explain his risk management approach

Timestamp: [30:00-39:04]

Continuing his response about why he believes in the cybersecurity market, Yotam expands on the unique paradigm that distinguishes cybersecurity from other business domains.

This weakness-focused measurement creates a fundamentally different dynamic:

Yotam explains why this unique paradigm creates substantial market opportunities:

When Logan asks if this dynamic favors best-of-breed solutions becoming increasingly valuable, Yotam agrees:

Timestamp: [39:09-40:19]

Yotam describes the ongoing race between attackers and defenders that makes cybersecurity different from other enterprise technology markets.

He contrasts this dynamic with other enterprise technology areas where time pressure is less acute:

The critical difference with cybersecurity:

Logan builds on this observation by offering a framework for understanding cybersecurity's unique position:

He provides an example:

Logan contrasts this with other areas where innovation is less critical:

He then highlights what makes cybersecurity unique:

Yotam agrees with this assessment:

Timestamp: [40:20-42:30]

Logan asks Yotam about the characteristics of successful security leaders within their customer base: "Besides buying Sierra, what traits do those people have that lends themselves to being good at their job?"

Yotam identifies first principles thinking as a key trait of effective Chief Information Security Officers (CISOs):

He elaborates on how this approach helps them manage complexity:

The ability to scale these principles across the entire organization is critical:

Yotam emphasizes how even sophisticated security programs can fail if they don't cover the entire organization:

He summarizes the essence of top-performing security leaders:

Timestamp: [42:42-43:49]

• Cybersecurity's unique "weakest link" paradigm creates endless market opportunities: Even organizations with strong overall security postures remain vulnerable through their weakest areas
• Time multiplies risk in cybersecurity: Unlike other technology areas where delaying innovation means lost efficiency, waiting to address security gaps means extended exposure to potentially devastating breaches
• Cybersecurity exists in a unique quadrant: It requires cutting-edge innovation while also carrying high career risk for decision-makers
• The CISO role faces exceptional challenges: Security leaders must navigate internal organizational complexities, rapidly changing attack landscapes, and evolving IT ecosystems
• First principles thinking is a hallmark of effective security leaders: The best CISOs identify simple core principles and scale them consistently across their entire organization
• Comprehensive coverage matters more than sophisticated point solutions: Even the most advanced security plan fails if it doesn't extend to every part of the enterprise
• The security market's dynamics favor specialized solutions for critical gaps: Organizations can't afford to wait for comprehensive platform providers to address specific vulnerabilities

Timestamp: [39:09-43:49]

People:

• CISOs (Chief Information Security Officers) - The security executives Yotam and Logan discuss as facing unique challenges in their roles

Concepts:

• Weakest link measurement - The fundamental paradigm of cybersecurity where organizations are evaluated by their most vulnerable areas rather than their average security posture
• Cat and mouse game - Description of the ongoing race between attackers and defenders in cybersecurity
• First principles thinking - The approach of the most effective security leaders who identify core principles rather than getting lost in complexity
• 2x2 matrix - Logan's framework for understanding cybersecurity's unique position requiring both innovation and carrying high career risk
• Exposure window - The concept that time without protection creates multiplied risk in security contexts

Technologies:

• AI SDR tool - Logan's example of an innovative technology in another domain where failure carries less risk than in cybersecurity
• HR systems - Used as a contrasting example where delayed innovation results in inefficiency rather than security exposure

Timestamp: [39:09-43:49]

Logan asks Yotam about Cyera's strategic approach to expansion and how he determines which adjacencies to pursue versus where to draw boundaries on their platform capabilities.

Yotam acknowledges the ongoing nature of this strategic challenge:

However, he emphasizes two guiding principles that drive their expansion decisions:

He elaborates on their decision framework:

This becomes their primary filter for new investments:

Timestamp: [43:56-45:18]

When Logan asks whether Yotam determines the "1+1=3" value proposition intuitively or through customer feedback, Yotam emphasizes their customer-centric approach:

As the company grows more complex, Yotam notes they sometimes need to guide customers through their thinking:

The customer feedback can be bluntly direct:

Yotam values this grounding influence:

He shares a consistent message from their customer advisory board:

This creates a clear strategic directive:

Timestamp: [45:18-47:13]

Logan observes that emerging cybersecurity companies need to quickly establish themselves as platforms before incumbents can marginalize them as point solutions. He asks how Cyera successfully positioned itself as a platform.

Yotam emphasizes velocity as their key advantage:

He shares a surprising example of their aggressive growth strategy:

Yotam explains the strategic rationale behind this bold move:

He frames these decisions as necessary to maintain their advantage:

This approach creates a competitive edge against larger, slower-moving competitors:

Yotam references a fundamental business principle:

This dynamic creates Cyera's strategic opportunity:

Timestamp: [47:13-49:23]

Logan shifts the conversation to the recent news of Google acquiring Wiz for $32 billion, noting the shared background between Wiz and Cyera (Talpiot, Cyberstarts, and Sequoia's Doug Leone and Bogomil). He asks for Yotam's reaction and thoughts on the implications for the cybersecurity world.

Yotam expresses enthusiasm and admiration:

He sees the acquisition as validating a core business philosophy:

Yotam connects this to Cyera's own values:

However, he notes mixed implications for the cybersecurity market:

Timestamp: [49:23-51:08]

Logan asks Yotam to identify what Wiz "nailed" that contributed to their extraordinary success.

Yotam highlights two key factors. First, he recognizes their execution tempo:

Second, and more substantively, he points to their approach to risk democratization:

He explains how this approach works:

This creates a powerful dynamic that shifts responsibility to the appropriate teams:

Yotam sees this as fundamental to their market success:

Timestamp: [51:08-52:35]

• Platform expansion requires the "1+1=3" principle: New capabilities must create synergistic value when integrated, not just additive value
• Customer input serves as the ultimate "sanity check": Despite growing complexity, customer feedback remains the most reliable compass for strategic decisions
• Double down on core strengths while expanding: Customers consistently emphasize solving their initial problem "amazingly well" as most important, even as they welcome platform expansion
• Speed creates competitive advantage against incumbents: Moving fast and creating momentum allows startups to establish themselves as platforms before being marginalized
• Bold moves accelerate velocity: Cyera's $162M acquisition at just three years old demonstrates their commitment to maintaining momentum
• Growth rate naturally decreases with scale: Larger companies struggle to generate momentum, creating an opportunity for agile startups
• Excellence commands a premium: Wiz's $32B acquisition validates that extraordinary execution receives extraordinary valuation
• Democratizing risk is a winning strategy: Enabling application and data owners to take responsibility for fixing issues within their domain is the only way to scale security effectively
• Independent security platforms matter to the market: Wiz being acquired creates a gap in the market for the "next great platform" in cybersecurity

Timestamp: [43:56-52:35]

Organizations:

• Google - The company that acquired Wiz for $32 billion, mentioned as creating mixed feelings in the cybersecurity market
• Wiz - The cybersecurity company recently acquired for $32 billion that Yotam admires for their velocity and risk democratization approach
• Talpiot - Referenced as the shared background between Wiz founders and Cyera founders
• Cyberstarts - Mentioned as another common investor between Wiz and Cyera

People:

• Tamar - Yotam's co-founder who jointly evaluates new investment and expansion decisions
• Doug - Likely referring to Doug Leone from Sequoia Capital, mentioned as an investor in both Wiz and Cyera
• Bogomil - Another Sequoia investor mentioned as backing both companies

Concepts:

• 1+1=3 platform approach - Yotam's framework for evaluating platform expansion opportunities
• Customer advisory board - The formal mechanism Cyera uses to get feedback on roadmap and planning
• Velocity/momentum - A key strategic advantage that smaller companies can leverage against incumbents
• Risk democratization - The approach of enabling application owners and developers to solve security issues through the platform
• $162 million acquisition - Cyera's bold move at just three years old to accelerate growth and platform expansion

Timestamp: [43:56-52:35]

Logan brings up the topic of AI, referencing a previous conversation where Yotam had been hesitant to embrace AI marketing hype. He shares a joke about the current state of AI:

Logan asks Yotam for his current perspective on the risks and opportunities of AI in security.

Yotam explains that in Cyera's specific domain, AI presents a significant business opportunity:

He elaborates on why this has become a priority for their customers:

Yotam emphasizes that security teams won't stop AI adoption but can help ensure it happens safely:

Timestamp: [52:41-54:55]

When Logan asks if Cyera's role is ensuring that data and systems are properly secured for AI use, Yotam takes a step back to provide a broader philosophical context, starting with a striking observation about the urban landscape around them.

He points to a specific example that symbolizes this apparent solidity:

Then he contrasts this image of permanence with reality:

This example leads to his core insight about the modern world:

Within this context, Yotam identifies trust as a critical component of our social fabric:

He explains how AI threatens to destabilize this trust:

This leads to his view of Cyera's broader mission:

He concludes with a stark warning about institutional trust:

This frames Cyera's ultimate purpose:

Timestamp: [54:55-58:21]

Logan asks Yotam to elaborate on Cyera's specific role in maintaining trust in the AI era. Yotam provides a concise explanation:

He illustrates this with a healthcare example:

Yotam emphasizes the personal nature of this concern:

He frames Cyera's position as enabling innovation without compromising security:

Timestamp: [58:21-59:52]

Logan asks why the data systems or AI models themselves can't solve the security challenges they present. Yotam explains two fundamental reasons.

First, the inherent sequence of innovation and security:

He notes how this pattern is particularly evident with AI:

Second, Yotam highlights the complex, heterogeneous nature of enterprise environments:

He shares a colorful anecdote from a CISO friend:

This complexity creates a need for comprehensive solutions that work across diverse environments:

Yotam explains how Cyera addresses this challenge:

He details the specific governance capabilities they provide:

Timestamp: [59:52-1:02:09]

Logan asks Yotam about something in the industry that he believes will be true in a couple of years that isn't commonly appreciated today.

Yotam shares a hopeful vision for the future of cybersecurity:

He suggests this dynamic has reached its limits:

Yotam explains the potential impact of this shift:

This perspective suggests a potential evolution from the current hyper-competitive cybersecurity landscape to a more collaborative ecosystem focused on serving customer needs.

Timestamp: [1:02:16-1:03:24]

• AI adoption is inevitable in enterprises, and security's role is to ensure it happens responsibly rather than block it
• The apparent stability of institutions masks their underlying fragility, as demonstrated by how quickly established organizations like Credit Suisse can collapse
• AI threatens to undermine institutional trust by blurring the line between human and automated interactions
• Data is "AI's favorite meal," and protecting it properly is essential to responsible AI adoption
• There should be no trade-off between innovation and security—organizations can adopt AI while maintaining proper data controls
• Security typically plays catch-up to innovation, especially with rapidly evolving technologies like AI
• Enterprise environments are complex "soup sandwiches" of different systems, requiring platform approaches that work across diverse environments
• The current hyper-competitive cybersecurity market may evolve toward more meaningful partnerships between vendors
• Effective partnerships could substantially improve enterprise security without increasing total cost of ownership
• Maintaining digital trust through secure, responsible technology adoption is a fundamental societal challenge

Timestamp: [52:41-1:03:24]

Organizations:

• Credit Suisse - Used as an example of an apparently solid institution that quickly collapsed, despite its fortress-like building projecting permanence

Technologies:

• AI (Artificial Intelligence) - The technology discussed throughout as both transformative and requiring appropriate security
• LLM (Large Language Model) - Mentioned in the context of healthcare providers potentially using internal LLMs to process patient data
• PHI (Protected Health Information) - Sensitive healthcare data that requires special protection when used with AI systems

Concepts:

• Digital trust - The fundamental concept Yotam identifies as being at risk in the AI era
• AI's favorite meal - Yotam's metaphor for data as the essential input for AI systems
• Soup sandwich - Colorful metaphor from a CISO describing the messy, heterogeneous nature of enterprise IT environments
• Security as an afterthought - The pattern where innovation happens first, followed by security considerations
• Total cost of ownership - Economic consideration for enterprises implementing security solutions
• Catch-up security - The reactive pattern where security teams must secure technologies after they're already being used

Timestamp: [52:41-1:03:24]

Logan brings up a deeply personal topic about the October 2023 attack on Israel and how it affected Yotam and the Cyera team. He recalls his own concerns at the time:

Yotam responds with a candid reflection on this profound crisis:

He then shares his initial personal reaction:

Yotam describes the widespread impact on his team:

He notes that the situation remains unresolved:

Timestamp: [1:03:32-1:06:04]

Yotam reflects on how the October 7th attack created a fundamental shift in the psychological landscape for Israelis:

He describes the deeply unsettling sensation of personal vulnerability:

This new reality had a transformative effect:

Yotam explains how this trauma galvanized a powerful response:

While acknowledging the geopolitical shifts, he emphasizes the devastating human cost:

He details this human toll:

Yotam concludes with a hope for resolution and deterrence:

Timestamp: [1:06:04-1:08:09]

Logan notes the challenge of compartmentalizing when so many employees were directly affected by the conflict and asks how Yotam approached leadership during this extraordinarily difficult time.

Yotam outlines his approach to leading through crisis:

He emphasizes the importance of recognizing individual differences:

Yotam explains how Cyera's company culture provided a foundation for resilience:

This foundation of trust enabled a flexible approach:

While providing support, Yotam also maintained focus on their shared mission:

He acknowledges the need to adjust expectations while maintaining momentum:

Timestamp: [1:08:09-1:10:59]

Yotam shares a surprising observation about how the workplace became a sanctuary for many during the crisis:

This normalcy provided an essential counterbalance to the chaos outside:

The team's mutual support created a resilient community:

Yotam contrasts his initial expectations with what actually happened:

He attributes this resilience not to management pressure but to the team's internal drive:

This segment reveals how meaningful work and collegial bonds provided stability during an exceptionally destabilizing crisis.

Timestamp: [1:10:59-1:12:29]

• Crisis reveals character: The October 7th attack was "earth-shattering" for the Israeli community, creating profound emotional impacts that continue today
• Personal vulnerability transforms perspective: The feeling that "somebody could come into your home and murder your family" created a psychological shift unlike previous conflicts
• Leadership during crisis requires dual empathy: Both collective empathy for shared trauma and personal empathy for individual experiences
• Trust creates flexibility: A foundation of trust with a committed team allows for accommodating varying needs during crisis
• Balance support with mission: Providing space for personal needs while maintaining focus on shared purpose
• Work can provide stability in chaos: The workplace became a sanctuary of normalcy and purpose during an otherwise destabilizing time
• Crises can unleash unexpected determination: Rather than stalling, work throughput maintained or even increased in some areas
• Resilience comes from within: The team's productivity wasn't driven by management pressure but by internal motivation
• Community creates strength: Team members "kept each other sane" through mutual support and understanding
• Leadership includes vulnerability: Yotam's own guilt and personal transformation illustrate how leaders are affected alongside their teams

Timestamp: [1:03:32-1:12:29]

Events:

• October 7th attack - The devastating Hamas attack on Israel in 2023 that profoundly affected Cyera's team and the broader Israeli society

People:

• Tamar - Yotam's co-founder, described as "more rational and smarter," who encouraged him to focus on leading Cyera rather than feeling guilt about not being in military service

Concepts:

• Collective and personal empathy - Yotam's dual approach to leadership during crisis, recognizing both shared and individual trauma
• Psychological vulnerability - The unprecedented feeling of personal threat that changed Yotam and Israeli society
• Workplace as sanctuary - How the company environment provided normalcy and purpose during chaotic times
• Hostage situation - The ongoing crisis of Israelis being held in Gaza, mentioned as continuing to affect the team

Timestamp: [1:03:32-1:12:29]

Logan shifts the conversation to Yotam's personal motivations, noting Cyera's success has likely brought acquisition interest: "I'm sure at different points in time there were opportunities to get off the ride and the people sniffing around trying to buy the business or whatever it is. I'm curious at this point, what motivates you, keeps you going?"

Yotam's answer begins with a surprisingly simple but profound insight:

He emphasizes that this enjoyment is foundational:

Yotam then shares his philosophy about success, challenging the traditional view of achievement:

He adds that his current state of mind makes continuing easy:

Beyond enjoying the work itself, Yotam finds deep fulfillment in the nature of what they're building:

He values the constant challenge and growth the role provides:

This combination of factors creates a powerful motivation to continue:

Timestamp: [1:12:36-1:14:42]

When Logan asks about the most challenging aspect of being CEO of a hypergrowth business, Yotam reveals a surprisingly personal struggle:

This personality trait creates a constant tension with the realities of leading a large organization:

Yotam describes his ongoing effort to manage this challenge:

He shares a fresh example from that very day:

This candid reflection reveals the emotional weight of leadership and the necessity of coming to terms with one's limitations even while driving ambitious growth.

Timestamp: [1:14:42-1:16:00]

Logan asks what Yotam would tell his five-years-ago self, or what critical operational lessons he'd apply if starting another business. After acknowledging there are "so many things," Yotam shares an insight about organizational clarity:

He borrows a concept from software engineering that he believes applies powerfully to business:

Yotam explains how this applies to organizational functions:

When Logan clarifies if he's referring to departments or people, Yotam confirms it's about departments within the company and provides a contrasting example:

He identifies the core issue and its impact:

Yotam concludes that this fundamental problem has a straightforward solution once recognized:

Timestamp: [1:16:00-1:18:38]

Logan asks about specific tactics that enable Cyera to maintain their "perpetual motion and this ability to go fast."

Yotam first gently challenges the assumption with humility:

He then identifies the fundamental driver of their continued growth:

This customer insight becomes the engine for innovation:

Yotam describes the virtuous cycle that develops once you establish relationships with enterprise customers:

He outlines the process for converting this customer feedback into growth:

This approach creates a self-reinforcing system where solving one problem well leads to opportunities to solve additional problems, sustaining growth.

Timestamp: [1:18:38-1:20:19]

Logan notes that Cyera has "a number of venerable investors around the table" and asks Yotam specifically about working with Doug Leone from Sequoia (particularly relevant after "a very high-profile acquisition for Sequoia" with Wiz): "What's something he's imparted to you as a board member that you feel has been particularly helpful or additive to the organization?"

Yotam's answer is surprisingly personal and candid:

He explains that this validation wasn't immediate:

Yotam explains why validation from this particular source carried special weight:

He reflects on the profound impact this had:

This insight reveals how even the most successful entrepreneurs can struggle with confidence, and how validation from the right person at the right time can have a transformative effect on leadership ambition and vision.

Timestamp: [1:20:19-1:21:36]

• Intrinsic enjoyment is the most powerful motivation: Loving the work itself creates a foundation for sustained commitment
• Success lies in the journey, not the destination: The "prize" is the process of building and witnessing growth
• World-class work provides deep fulfillment: Doing something extraordinary creates a profound sense of purpose
• Leadership requires accepting limitations: Managing 550 people inevitably means disappointing some, requiring emotional resilience
• Organizational interfaces create clarity: Departments need clearly defined ways for others to interact with them
• Unclear interfaces cause friction: When teams don't proactively explain how to work with them, frustration develops
• Customer feedback drives perpetual growth: Listening and executing well creates a cycle of expanded opportunities
• The "1+1=3" principle applies to growth: Solutions must continue to provide synergistic value as the company expands
• Validation from respected figures is transformative: Recognition from credible sources can empower leaders to think bigger
• Hypergrowth remains challenging but straightforward: Despite complexity, the core formula remains listening to customers and executing well

Timestamp: [1:12:36-1:21:36]

People:

• Doug Leone - Legendary Sequoia Capital investor who provided crucial validation to Yotam and Tamar's leadership
• Tamar - Yotam's co-founder, mentioned as sharing his enjoyment of the business and receiving validation from Doug Leone

Concepts:

• Interface concept - Software engineering principle Yotam applies to business functions, referring to how departments communicate with the rest of the organization
• 1+1=3 principle - The ongoing requirement that solutions provide synergistic value to customers
• People pleaser - Yotam's self-description of his personality as a firstborn son and grandchild, creating tension with leadership realities
• Pot of gold at the end of the rainbow - Metaphor Yotam rejects in favor of viewing the journey itself as the prize
• Perpetual motion - Logan's description of Cyera's sustained growth momentum
• Validation - The psychological empowerment Yotam received from Doug Leone's approval

Organizations:

• Sequoia - Venture capital firm represented by Doug Leone on Cyera's board

Timestamp: [1:12:36-1:21:36]

Logan shifts the conversation to fundraising, offering his assessment of Yotam's skill: "I would call you a good fundraiser. I don't know if you would consider yourself a good fundraiser, but I think the same characteristics that you do a great job of selling customers on the opportunity of Cyera, I think you also bring that to bear with the venture community."

He asks Yotam what he's learned about fundraising and selecting investment partners.

Yotam emphasizes that valuation is an easy metric to focus on but shouldn't be the primary consideration:

He frames the investor relationship in a more personal context:

Yotam stresses the importance of compatibility and alignment:

He notes that venture capital firms can vary significantly:

Yotam summarizes his perspective:

Timestamp: [1:21:42-1:23:32]

Logan observes that Yotam has successfully recruited established, senior partners from top firms, asking if this stability was an intentional strategy.

Yotam explains that reputation serves as a critical balancing factor in the venture capital power dynamic:

He frames reputation as a protection mechanism for founders:

Yotam identifies what drives the best investors:

This creates a powerful alignment:

Logan adds an interesting observation about how brand value shifts during the relationship:

He explains this evolution:

Yotam agrees and extends the point about interdependence:

Timestamp: [1:23:32-1:26:06]

Logan transitions to hiring, asking what Cyera is looking for in potential employees and what traits they value.

Yotam reiterates their core values:

He then offers a candid assessment of their workplace intensity:

Yotam explains that the intensity comes from internal motivation rather than external pressure:

He acknowledges this environment isn't for everyone:

Yotam believes in clearly communicating what they do and don't offer:

He places this in the context of career stages:

Yotam adds a personal note about his own commitment:

When Logan jokes that Yotam "won't be around forever" if he keeps working so hard, he transitions to asking about Cyera's hiring plans.

Yotam reveals their ambitious growth targets, continuing their pattern of doubling headcount:

This confirms the company's extraordinary growth trajectory continues unabated, with Logan noting, "There's lots of job opportunities out there if people are smart, hungry, and humble."

Timestamp: [1:26:14-1:28:34]

• Fundraising is more than valuation: Selecting investors should resemble choosing family members rather than making purely financial decisions
• Investor relationships require alignment: Values, beliefs, expectations, and communication styles should be compatible between founders and investors
• Reputation serves as a power balancer: A venture firm's desire to maintain its reputation provides a check on its power over portfolio companies
• Brand value flows both ways: Initially companies benefit from association with prestigious investors, later successful companies enhance their investors' reputations
• Venture relationships become bidirectional: Successful founders become valuable assets to VCs for sourcing and closing new deals
• Workplace intensity should be transparent: Cyera is candid about their intense culture and lack of work-life balance
• Intensity comes from passion, not pressure: The most demanding environments can be those where people are intrinsically motivated
• Career stages have different priorities: There are appropriate times for all-in commitment and times for more balance
• Hypergrowth continues: Cyera plans to double again from 550 to approximately 1,100 employees
• Core values remain consistent: "Smart, humble, hungry" continues to define their hiring criteria despite rapid expansion

Timestamp: [1:21:42-1:28:34]

People:

• Philipe - Partner at Excel who invested in Cyera
• Doug - Doug Leone at Sequoia Capital, mentioned again regarding his investment in Cyera
• Dave and Lucas - Investors at COU who backed Cyera
• Gili and Leor - Founders of Cyberstarts who were early investors in Cyera

Organizations:

• Excel - Venture capital firm that invested in Cyera
• Sequoia - Venture capital firm represented by Doug Leone that invested in Cyera
• COU - Venture capital firm with Dave and Lucas as partners who invested in Cyera
• Cyberstarts - Early investor in Cyera founded by Gili and Leor

Concepts:

• Reputation as defense mechanism - Yotam's framing of how reputation protects founders from potential misuse of investor power
• Brand stealing - Logan's observation about how brand value shifts between investors and companies over time
• Work-life balance - Discussed as explicitly not part of Cyera's value proposition to employees
• Smart, humble, hungry - Cyera's core values and hiring criteria
• Bidirectional relationship - How the founder-investor dynamic evolves to become mutually beneficial

Timestamp: [1:21:42-1:28:34]