Nobody Beats Wiz: Meet The Hyper-Aggressive, $10 Billion Startup Shaking Up Cloud Security | 5 growth lessons we learned while scaling from $2M to $3M ARR | TechCrunch | Where Net Promoter Score Goes Wrong

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You Might Like � � � You Might Like � � � � � � � � � Don't like ads? Go ad-free with TradeBriefs Premium Nobody Beats Wiz: Meet The Hyper-Aggressive, $10 Billion Startup Shaking Up Cloud Security - Forbes    Weaving his way through Tel Aviv’s Pride parade in June, Wiz CEO Assaf Rappaport looks uneasy. Slim and dressed unassumingly in a gray T-shirt and slacks, he’s with close friends—cofounder Yinon Costica and chief marketing officer Raaz Herzberg—but also a security detail. An hour before, an intruder tried to confront Rappaport in his office, then waited for him in ambush in the courtyard below, motive unknown. Now, an armed plainclothes guard follows just behind as Rappaport navigates the throng. Out of nowhere, a stranger calls his name. Rappaport ten­ses, but this person just wants a selfie; in Hebrew, he says his mother is a big fan. Relieved, the CEO obliges and is then back on the move. He doesn’t fully exhale until he and Costica, Wiz’s head of product, reach a quiet nearby alley and stop for some jachnun, a Yemenite Jewish pastry. “I’d prefer it wasn’t just the moms who are fans,” Rappaport, 39, jokes. In Israel, where Wiz was founded, such quasi-celebrity is no shock. Nearly a decade ago, Rappaport, Costica and two friends sold their security startup, Adallom, for $320 million to Microsoft, where Rappaport helped the company dethrone Google as Dun & Bradstreet’s “best place to work” in Israel. But in just three years since leaving that job to get the band back together for another startup, he has emerged as a globally relevant tech player, too: the CEO of one of software’s buzziest unicorns, invited to rub shoulders with OpenAI’s Sam Altman at Sun Valley’s exclusive confab of moguls, attending Formula 1 races as a VIP guest of Amazon and skipping famed VC firm Sequoia’s CEO summit to hang backstage with the Chainsmokers in Las Vegas. Continued here 5 growth lessons we learned while scaling from $2M to $3M ARR | TechCrunch - TechCrunch    Every million dollars added to your annual recurring revenue (ARR) feels like another World Cup kick that lands on target. The reality is that it usually takes many on-target goals to scale through every additional million, and these do not get any easier. I’ve worked diligently to not only keep track of all the lessons I learned while scaling my startup that I co-founded two years ago, but also to share them with you. In a previous article, I discussed what I learned during my $0 to $1 million ARR journey. This one will be no different. While it may seem that not much changes between each successive million, you would be surprised at the mistakes one can make in this latest stage of startup growth. I’ll share why hiring earlier is frequently better, why consistently allocating 10% of revenue to marketing throughout your expansion is key, and the importance of strategic partnerships. Continued here You Might Like � � � � � � � � � Where Net Promoter Score Goes Wrong - Harvard Business Review    To help clients who were struggling to understand their Net Promoter Scores, a customer agency conducted a new study that compared the NPS ratings of 2,000 consumers with answers to questions about whether they had, in fact, actively promoted brands or urged others to avoid them. The data showed that people’s behavior often didn’t line up with their NPS categorizations–suggesting that asking about actual advocacy, rather than inclination to recommend, may produce more useful data. Since its introduction in Harvard Business Review, 16 years ago, the Net Promoter Score, or NPS, has become a foundational business metric. Based on a single question—On a scale of 0 to 10, how likely are you to recommend our company?—it’s a simple way to get a quick read on consumer sentiment, and it’s been widely embraced in the marketplace. Many leading companies have embedded it into their operations. Continued here

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