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“I Have This Idea I Want to Share…”

November 18th, 2016

While I am still only a few weeks detached after deciding to leave my position with Cylance, I’ve been getting an endless flood of inquiries about the trajectory we had been on as a team, how the company had achieved some of the major milestones it had, as well as whether there were any lessons that I was taking with me and would carry with me into the next chapter. It’s true that the pace had been insane from the very beginning and that the success we had achieved as a team may never be replicated…at least not without the synergies the team had realized early on. I also know that Cylance will not be easily replaced as the experience has been nothing short of amazing. It’s not about finding a job. It’s about reflecting on what has been a life changing 4.5yrs and the desire to reflect on that experience and share with those that have been asking. I’m not sure how many “chapters” there might be, but this is certainly my attempt to kick it off..
While Stuart and I had known each other for a handful of years prior to Cylance, we never knew the depth of each others professional capabilities. I knew he was involved in Security and he know my background was in Finance….end there. What we did know about each other was the relentless nature in our personalities and the ability to suffer for extended periods of time on a bike…think more than 12 hours. Think dehydration, severe cramping, horrible weather conditions, and perhaps all at once. Situations that truly test your personality and whether you have the vision and commitment to see it through. With that said, Stuart shared his idea of a new generation of security and one that he had a team committed to solving. This new initiative was not just about the tech, but about changing the way people thought of security. Fortunately, I had a mentor of almost two decades that came from the security space and he quickly validated Stuart’s knowledge of the space and where he was headed. Combine that with two investors who had prior interactions with Stuart and I know that this was not going to be any ordinary start-up.
Start-up. That characterization that seems daunting to some and terrifying to others. You’re not coming in and inheriting a team…or for that fact, even a company. You have to build it with the team. There’s no other way around it. We had found early on that there were a number of people that were just not capable of surviving in a start-up environment. Whether vision, discipline, experience, inability to build their own client book…or whatever the element might have been, some fell victim to an ongoing exercise in Darwinism. It was truly survival of the fittest. As I had started as employee #7, or for anyone starting in the first 50-100 people, there is no place to hide. You were either getting it done…and getting it done right…or you knew it was time to move on. There was no coddling, no hugs and “it’ll be ok..”…but a relentless push for achieving the results. As I had learned and practiced at so many other prior companies, you delivered on what you promised. Period.
However, at that time in the company, there was also a deliberate avoidance, and an absolute disdain, for politics and silos. We all recognized that if we didn’t have a sense of cohesion in place, a commitment to an end goal, and the support of our respective team members, then we were going to fail. Period. It was in these early days that the support was absolute. Whether someone was getting married, selling a house, establishing new households, moving across the globe…that these conditions were supported…to ensure that we were going to be successful and that everyone was going to be along for the ride. We knew we were going to be on the gas and the pace was going to be relentless. The pace was going to have to be relentless if we wanted to establish a billion dollar company inside of a 3-5 year window. Now keep in mind, while the term “Unicorn” now is common, if not overused, it was not in existence until being coined in 2013. So in 2012 for Stuart to say that in a handful of years he wanted to establish a commercially successful company with a billion dollar valuation…he was dead serious and it wasn’t going to be a walk in the park. His vision, while aggressive, was not part of a herd mentality of wanting to be in some hyped “Unicorn Club”. His view was not about creating a tech that would get sold on the hope of establishing commercial success…NO…he wanted to establish a truly disruptive technology that would turn the security space upside down. He wanted to see the team create a tech that would just eat the lunch of first generation AV vendors. Period.
After having done a number of turnarounds, the thought of a start-up certainly was not intimidating. Considering the quality of the team we had, the wealth of experience that each of them was bringing to the table, as well as the collaborative personalities that each one of them shared, I knew that we had a very high likelihood of success in the launch of this company. The most difficult balance we were going to have to achieve was being fiscally responsible to mitigate burn, continue hiring the right individuals, and ensure we had the resources in place that would allow Stuart and the product teams to stay laser focused on their obsession to disrupt the security space. The team that had been assembled would absolutely be able to do that. There would be a further challenge in determining what the necessary resources were that should be put in place. As an example, I had just finished an SAP implementation at my prior company and clearly that was not going to be our platform of choice, but it certainly wasn’t going to be Quickbooks or some other bottom tier platform. The challenge would be to find the Goldilocks solutions for the first 12-18 months. No reason to buy the F1 race car when you couldn’t afford the pit crew and the track hadn’t been built yet…
After a number of emails, a few phone calls, and finally settling on an offer letter, it didn’t take much convincing to join this new start-up. I saw the vision, I believed in the vision, I believed in the team, and I trusted the team at the table. With that, and a few weeks later, Stuart gave me my laptop, let me know it had Quickbooks on it, and if I could get the payroll done that day. With that, as well as a payroll processed that day, I knew we were off to the races… 🙂
Looking forward to the next chapter..
Jeffrey Ishmael

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