Amitai Ratzon On Leading A $1 Billion Cybersecurity Company Redefining The Way Enterprises Defend Against Cyber Criminals

Leadership in the fast-paced world of cybersecurity requires more than just technical expertise. It demands resilience, a strong vision, and the ability to inspire a team towards a common goal. Amitai Ratzon, the CEO of Pentera, embodies these qualities.

His company, Pentera, has attracted funding from top-tier investors like Awz Ventures, a Canadian-Israeli VC group, Felicitas Global Partners, Delta-v Capital, and Blackstone.

In this episode, you will learn:

• Leadership is about more than making decisions; it’s about building a cohesive team and earning the respect of those you lead through leadership by example
• There are no shortcuts. Leadership requires significant sacrifices, but these challenges build resilience and empathy.
• A strong, positive culture is the backbone of a successful organization.
• Lessons from basketball, like teamwork and perseverance, are crucial for effective leadership.
• Military experience teaches discipline, strategic thinking, and calmness under pressure—vital traits for a CEO.
• A customer-centric approach, honed in sales, is essential for driving business success as a CEO.
• Resilience in the face of adversity is key to thriving in the fast-paced cybersecurity industry.

 

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About Amitai Ratzon:

Amitai is an experienced CEO specializing in growing early-stage tech ventures from no revenue / early revenue to tens of millions in ARR across regions and verticals.

As Pentera’s CEO, Amitai led the company’s exponential growth out of stealth mode to becoming the first Unicorn in the Cyber Risk Validation space through three funding rounds, led by AWZ Ventures & The Blackstone Group (Round A), Insight Partners (Round B), and K1 Investment Management & Evolution Equity Partners (Round C).

Amitai takes great pride in his contribution to the growth and establishment of two Fintech successes in Israel: SuperDerivatives, which was acquired by NYSE for $350M in 2013.

Here, he was a Top Performing Sales Director, and Earnix, which became a Unicorn in 2021, where he was the first VP of Sales between 2012-2016, putting the foundations for scale and repetitive business.

Connect with Amitai Ratzon:

• LinkedIn
• TheOrg
• Crunchbase
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: Alrighty. Hello, everyone, and welcome to the Deal Maker Show. So today, we have a really exciting founder, you know definitely a founder that you know is building a rocket ship. ah We’re going to be talking all about the stuff that we like to hear. you know That could be the sacrifice that founders make when they go at it you know as entrepreneurs. That could also be the way that you deal with raising money and the way that you engage with your investors, you know perhaps venture capital firms. you know It doesn’t need to be the typical structure as you go from one lifecycle to the next, or that goes in parallel with a financing cycle. But

Alejandro Cremades: in the end, really looking at every opportunity, every company, you know being its own story, its own life. And I think that we’re going to be talk about we’re going to be talking about that know quite a bit. And then also being able to establish a culture, a culture that allows not only to survive, but to thrive, and being able to do that as a founder and CEO. So without further ado, let’s welcome our guest today, Amitai Ratzon. Welcome to the show.

Amitai Ratzon: Thank you for having me.

Alejandro Cremades: So originally born and raised in Israel. Give us a walk through memory lane. How was life growing up over there?

Amitai Ratzon: Yeah, it’s growing up and living here. well Israel is um is a unique place, as I’m sure our listeners are aware. um Yeah, I’ve had great childhood back in Jerusalem, and back in the days, um classic kind of 90s childhood. I was born in 1976, really like, ah was a great basketball fan and I hope great players as well. I still play basketball, you know, the old of four brothers living in one of the suburbs of Jerusalem.

Amitai Ratzon: um you know really kind of always aspiring for excellence when i was a kid school was really really important to me you know when i got like a ninety four score out of a hundred i missed like two more so it kind of you know so it’s closer to a hundred than two nine twenty ninety i would this perfectionist kind of kid i wanted to kind of really be good at many many things at the same time um From that Jerusalem childhood, I went on, you know, an army service like we all do here in Israel, very proud of my service, at the IDF. Then ah when traveling, and and as I was traveling in the world after the army, when you want to breathe and like feel young again, I encountered a very interesting opportunity to be a sales guy at the company that was selling Yellow Pages advertisements to the Jewish community in the tri-state area of New York.

Alejandro Cremades: And we’ll we’ll dive we’ll dive into that. you know We’ll double-click into it in just a little bit. But one thing that I wanted to ask you is, you know obviously, from childhood to now, i mean you still play basketball. right i mean You are a competitive guy. And for people that are not able to see the video now, you know there’s like I see trophies behind you. I guess the yeah the question that I want to ask you, yeah, there you go. So the question that I want to ask you is,

Amitai Ratzon: Yeah.

Alejandro Cremades: I mean, it it kind of like reminds me of the documentary of The Last Dance with Michael Jordan, where it’s not just about the sport, it’s about leadership. What would you say that you’ve taken from all this time playing basketball and from being you know part of such a competitive sport, too? what what What are the main things that you’ve taken with you that have formed the way that you think about leadership and entrepreneurship?

Amitai Ratzon: Yeah, so I think you mentioned Michael Jordan, which is, you know, people that can judge by my age could could probably realize that um you couldn’t not adore Michael Jordan when I grew up. So he is my childhood icon. And and the few things that I took from Michael, I would really refer to two things. and And I think those kind of stayed, you know, I think part of me um One is that that I think Michael Jordan, one of his famous statements is people asked him, so who do you compete against? Like who is like the player you want to be like? Or who is your idol? And Michael Jordan always said,

Amitai Ratzon: I compete against myself yesterday. So I think this kind of you know resembles me in a way, in a different way, of course. But I was brought up not to kind of just adore anyone and just worship people. um you know it It takes hard work to become something. So you instead of just like ah blindly admiring someone, a better approach probably would be to try to work hard and beat this someone. So since I grew up as a competitive kid, one thing I took from you know the Jordan days is to always try to beat a better version of myself. And my benchmark is myself yesterday. ah The second thing that you know that Michael said and and and I take from those those days, at one point, people asked Michael Jordan after he had like five championships. and And people asked him, a journalist, I mean, what drives you? You’ve achieved everything. You’re a millionaire. You have five championships.

Amitai Ratzon: People refer to you as the greatest you know athlete of all times. Why do you still have to kind of achieve? That’s it. I mean, why won’t you just rest? And the guy said something interesting. He said, I mean, the reason I’m going to kick ass tomorrow night at at the game in whatever, wherever is that there is this child there that is like nine year old and he bought a ticket to see me. and and And for that child, I’m going to give a performance of my life irrespective of what I’ve achieved up until now. And when I think about it, it touches me a lot because when I think about it, it’s it’s ah you know it’s it’s an inspiration. When I have new employees that joined Pantera now, employee 350, 360, 370, they haven’t been part of the legacy up until now.

Amitai Ratzon: But I have to be their CEO as well. I have to lead by example. I have to you know inspire these guys as well so they could continue to follow me and follow the Pantera narrative and and what we’re about. So I like that a lot and that that was you know an inspiration to me and how I i run the company.

Alejandro Cremades: So, let’s talk about now also blending in the army experience, because you were for four years, you know, and obviously in the in in Israel, it’s mandatory, but in your case, you were there for four years, and and how would you say that that shaped who you are today, especially when it comes to discipline as well?

Amitai Ratzon: Yes, absolutely. So I’ve been, you know, I’ve been lucky to be at an elite unit, the Power Troopers unit here at the IDF, and I’ve been an officer, so I’ve been through a lot. um And I think what I’ve taken from that that time is, you know, really goes down to hard work, perseverance, resilience. um When you go through something like that, when you’re so young, I mean, nothing can really break you. I mean, no investor dynamic, or it’s a bad quarter, or a bad hire, or you want to hire someone, this guy went to another place, or any stress in work, anything, you know, gets a different perspective when you go through, like, real army experiences. People that have gone through that know what I’m talking about. People that haven’t gone through that would never know. But I think that’s something that, you know, I don’t regret. I’m happy I did that.

Amitai Ratzon: Although when in real time, you know how it is that you yeah you make something much more amazing in retrospect than when it’s real time. But yes, I mean, it was hard. But I think the lessons learned are very important, especially when it comes to you to prove yourself all the time. And you don’t take anything for granted. and and um And it’s really about when I was an officer, it’s really about lessons around leadership. So I always had the ranks, but I never tried to lead people because I’m more senior. It was always because of the example I’m i’m serving to them. So when I had to

Amitai Ratzon: for someone to do something because I’m more so i’m superior to this person, then in my leadership style, I failed. Still today at Pantera, I manage the management team here. These are very senior people. Some of them have been through more than me in life, and they’ve seen more than me. And I can’t possibly get their you know their support or their trust just because I’m the CEO. Then it needs to be more than that. So I always kind of work, I try to work the hardest and really lead by example, never thinking that just because I’m the CEO, then you have to do what I’m telling you or you have to follow my way. I need to convince you, I need to get your buy-in and it’s stuff I’ve learned in the army.

Alejandro Cremades: So in in in your case after the army, you know you decided to travel it a little bit. you know You went to New York, and obviously that they shaped you quite a bit. you know New York shapes everyone. No, I mean, it shaped me too. So I’m sure that was quite life-changing for you. And then eventually after that, you know you go to Israel, you get into you know complete you know your studies there, and and then you start you know to work in different companies ah in in the sales department. So I believe, I’m a big believer that you know it doesn’t matter if you have the best, if people don’t know about it, it doesn’t matter, especially when it comes to being a founder, to building a company like you’ve done now that distribution is everything. So what would you say that you learned throughout the years, you know really on the sales side of things, and how was that transitioning to starting out Pantera?

Amitai Ratzon: Yeah, so it’s a great question because if I look at the the landscape of CEOs like me in the cybersecurity space, and Israel is ah a great supplier to ah to the world of cybersecurity companies, I would say that very few, maybe two, three percent of all CEOs in this space in Israel, maybe a bit more, maybe it is a bit less. have my background. Most of them come from the right army unit, the right technology unit, so they kind of come with the cybersecurity background to their CEO positions. And there are technologies that try and try to transform to become business people as they raise money and become CEOs of companies. um To be really, really honest, I struggle to understand how this is a natural move.

Amitai Ratzon: I can understand how you can be a founder, technologist that comes up with a great idea and builds a product. But this has a very weak correlation, in my point of view, to becoming a CEO of a company at at our magnitude. almost like Almost no correlation between what you need, the skill set you need to build the first product and to get to the first 10 customers, and then to be a leader of a big company. These things are completely, you know if you have both, then you’re a very gifted individual. In most cases, you don’t.

Amitai Ratzon: So then comes the question, what’s more important for you know a company to thrive? A strong technologist, the legacy guy leading it all the way, or someone that you know is more used to running businesses and running P&Ls. So to me, stepping into the CEO position, I think was quite natural after having done two VP of sales positions. because i’ve i’ve felt I felt the stress and I felt board members and and the responsibility to look after the company’s number. And I was always used to have a strong CTO, just that they didn’t report to me.

Amitai Ratzon: that we’re looking after, you know, the production facility, like developing the product, researching and and and product management. These domains were never under me, nor was GNA under me. So the main difference for me is that I had to basically take everything I’ve learned as a sales leader in my past, which transcended quite well to the CEO life, but then learn a lot about the R and&D domain, how these guys think, how they’re driven, motivated. What does it mean to be running marketing and not be part of marketing as a VP of sales? What does it mean to run the GNA function, finance, legal? So I was very curious and and learned a lot and and and asked a lot and came very humble to all those you know responsibilities that I didn’t know anything about.

Alejandro Cremades: So then talk to us about then being at the right time, meeting your co-founder that had kind of like the idea and more of the technical background because it was like a

Amitai Ratzon: yeah

Alejandro Cremades: matchmaking made in heaven. you know And I think that you kind of like pinpointed that really nicely because i mean I see so many companies from Israel that have developed such amazing stuff in cybersecurity, but the the ultimately, the founders are extremely technical. So I find that in this case, you know you guys were so fortunate to meet one another.

Amitai Ratzon: Yeah. Yeah.

Alejandro Cremades: So how did that happen? And what was that journey into bringing this to life?

Amitai Ratzon: Yeah, so I was introduced to Alec Liberzon back in 2017 by, you know, Arik’s co-founder at the time, Arik Feingold, and by the the very early investor at Pantera, Oz Ventures. Those guys invested, I mean, Oz Ventures invested at Pantera when we were basically nobody. So give give them all the credit for identifying what this could be. But it was just like, you know, a bunch of guys. And Arik was humble enough to say, I’m a CTO. I don’t want to be a CEO. i My passion is product development and and being the visionary. And I said, that’s amazing because I’m not a product guy. I do understand how this works and I can relate to product management concept, but I’m not, you know, a Mr. Noam. I’m not this guy. And I could only succeed as a CEO if I have a technical in the technology space.

Amitai Ratzon: In this space, I can only succeed as a founder, co-founder, CEO, um if I have a co-founder, CTO, who is very technical and and is very passionate about what he does, he or she, um and ah humble enough to say, and I want to welcome someone from the outside to be the CEO of the company of the idea I thought about. Not every founder is humble enough to admit that they can’t be the CEO. And Arik was you know a a responsible grown-up. I think he was indeed a match made in heaven. We didn’t know each other a second before we had dinner. We’ve spoken about you know about what this could become. We were both 40-year-olds with you know three kids when we met.

Amitai Ratzon: um So we kind of both came quite mature to this adventure. um And I think that although we’re very different in many to a logic that we’re also very similar, we’ve realized we’ve realized that after this matched marriage happened, and I couldn’t have i couldn’t have thought of a better partner to the journey than Eric.

Alejandro Cremades: so So, talk to us now about how has the business model of Pantera evolved and and how are you guys making money today?

Amitai Ratzon: Yeah. So as any venture, it starts with crazy people like me and Alec and others say, hey, this could become the biggest, you know, the next biggest thing out of Israel, out of, you know, the cyberspace. But, you know, everyone says that about their startup because everyone, you have to be this guy to get anywhere. um So it started with a big bold vision. We had to believe and we all had to bring our number twos and our trusted people from the past to kind of work with us. So Arik immediately kind of ah hired Lan Tamil, our chief product officer, and Alex Bivakovsky, a VP of research at Pantera. They served together in the army.

Amitai Ratzon: I quite fast hired Aviv Cohen to be my CMO.

Alejandro Cremades: you

Amitai Ratzon: He used to be, we were to be peers. I was VP sales, he was VP marketing at a different company. And I hired Savannah Rael from Earnix, another company I worked for, to be the first salesperson on the ground to run big parts of Europe. Now she’s VP of sales in EMEA. And we’ve hired like people who we trust. to go on this journey with us and they brought more people. So we kind of had this cluster of like 30, 40 people that are, all of them are still with us, maybe minus one or two. And that is the core of Pantera, the core of the atom, if you want. So us 30 have been the people, the pioneers that have led, you know, upset examples for others and have led the company till now.

Amitai Ratzon: Most of the people that joined then are now VPs and SVPs in the company. um And it’s really about this camaraderie and this determination and and conviction among all of us that we’re building something amazing. Pantera is very famous in the VC world as a company that didn’t miss a quarter for 26 quarters. which is quite crazy for a privately held company that’s young, that’s not you know traded on a stack. And that goes back to how we forecast you know some ah sales marketing fundamental that we think we’ve cracked and and stuff like that. We’ve taken the company through a few funding rounds. We’ve just crossed the 1000 customers milestone a week ago. We’re very, very proud of that. And the best is yet to come.

Alejandro Cremades: So talk to us about fundraising. How much capital have you guys raised today and how it has been that journey?

Amitai Ratzon: Yeah. So we’ve raised ah up until now into the company over $100 million dollars and and there were more deals between shareholders that happened in parallel. um The journey has been fascinating. And maybe one of my tips to entrepreneur entrepreneurs listening to me, people who are thinking to start a company or started a company and they’re they’re in this journey. When you raise money, um people would tell you everything you need to hear so that they get into your data room and so that they would get into your world. They would give you all kind of flattering you know compliments. And they would do everything to kind of get to know you. ah And some of them would also give you offers. And some of those offers early on might be very tempting to take very fast.

Amitai Ratzon: um I would say um one warning here is be careful of the investors you you and you kind of you bring in. I have to say that I’m very proud of all the investors that I’ve i’ve teamed up with. I know stories of other founders that kind of regretted that you know they took the money too fast from some people because then you live with these guys. You live with them. It it becomes a family so that the CEO at the beginning is really attached to the co-founders and like the internal management of the company and maybe to one investor as the company progresses and goes on and and goes higher than the CEO and the board members. It’s usually a few investors become like a cluster of itself. So you have your

Amitai Ratzon: I would say nuclear family at home, wife, kids or husband and kids. And then you have the family of the VPSC level guys. and But then you have the investor kind of unique family where people have different you know motives and agendas. So since that is inevitable, because people join in different stages of the company and you can’t really ah control what people how people would behave if the company goes well or things don’t go well, people can change. What usually doesn’t change is the DNA of the you human beings on your board. Because you need to quite fast understand whether you talk to a very junior guy on the investor side that sits on your board. Maybe that junior guy when things get a bit messy you wouldn’t be the person to count on or to rely on. Whether the investors basically place partners

Amitai Ratzon: and and GPS on your board, which I think sends a strong signal about how much conviction they have in your company. So those things are things to pay attention to as you ah raise money. The identity of the personas sitting on your board. It’s very important.

Alejandro Cremades: What about challenging the VC template-ish way of thinking, you know of caging every company they deal with?

Amitai Ratzon: Yeah. Yeah, it’s very, very important. A great point and a very important item. I think that I was lucky to start the CEO journey after being VP of Sales for many years. But people who haven’t been in the business space at all, maybe just after the army and then they start the company, they might hear all kinds of VC recommendations and take them as if it came from God himself, herself, whatever you want to believe. And they’re not doubting it because allegedly the VC sees a hundred like you or thousands like you and you’re you’re a one-off. So what do you know, right, that can challenge them? However, if you’ve gone through some stuff, then you can challenge them, especially if you have some words of wisdom or some some stuff that has some substance behind it that can challenge the paradigm. For example, most VCs would invest in Israel, in the cyberspace, in

Amitai Ratzon: specific teams from specific army units at specific age, and that has been the template. you know Many of those don’t make it. They just fail, but you don’t hear about it. You hear about the guy that did make it. So the fact that you know we were born in a way as a unique company with a unique sea level structure, I think is very interesting. That’s one challenge. The second one, another tip you get from VCs early on is US is the world and the rest is the rest. And I challenge that. I still challenge it. I think it’s not the it’s not the case. The US is the biggest market that we have, and it probably represents the biggest kind of you know gift to any founder that want to go to the world. However, please don’t be blind to amazing territories like the UK and Germany and Spain and France and Italy and others. Probably don’t go against them you know at the same time at the beginning.

Amitai Ratzon: But as you place your bets in the U.S., it’s always important to have a better tool in Europe as you grow from round A to round B, so that you’re not highly, completely dependent just on the U.S. buying dynamics and U.S. economy. um Today, Pantera has presence in 18 countries. And we have 1,000 customers from 64 countries. So we’re very much an international business, although, yes, the US is the most important region. for I would say any cyber or FinTech or B2B founder, um in any founder in the B2B space, the US should still be the and the main area of focus.

Alejandro Cremades: So now that we’re talking about the fundraising and investors and people that you know you’re ultimately enrolling with the future that you’re living in into, and that not only is investors, it’s also employees, customers. I guess the question that comes to mind is, if you were to go to sleep tonight and you wake up in a world where the vision of Pantera is fully realized, what does that world look like?

Amitai Ratzon: um Yeah, that’s a great question. um I would say that the ultimate vision that probably would materialize, I would assume four to six years from now, because it takes time for companies like this to become mainstream, um looks like the following. Just like if you remember, when you buy a laptop now, any great laptop has this sticker that says, Pentium inside or Intel inside. And that makes you as the buyer, even if you’re just like a regular person, not like a big developer, that just like opens the internet and just maybe some Word documents, maybe some spreadsheets for the family economics and maybe you download some stuff and maybe you have Netflix. Even if your usage of the laptop is very, very minimal, just the fact that you see the sticker says Pentium inside by Intel says, okay, wow.

Amitai Ratzon: this computer I’m buying, I’m paying $100,000 for, has this sticker of you know credibility, Intel Pentium. It’s great. It’s a great brand. So I kind of envision a world where we are approaching 3,000, 4,000 customers, where each big household, big bank, healthcare, government institution, you know industrialized company has Pantera inside, and like a virtual sticker. saying, telling the hackers, hey, why won’t you go try elsewhere? Because this company is powered by Pantera. This business is protected by Pantera. Pantera is trying us inside out, outside in, native cloud.

23:34.85
Amitai Ratzon:
on-prem, you know, they test the perimeter. Pantera attacks our business like the attackers, which is what we do using technology. So ah we feel quite quite good about how resilient we are against tomorrow’s attack. So my dream, my vision is that I wake up in the morning and, you know, most of Fortune 500 companies would would be in that position that they will be protected by Pantera. It will become as famous as the inter pensions.

Alejandro Cremades: So, you’ve been at it now for close to seven years with Pantera, and you know I guess the what comes to mind here is you know we’re talking about the future, but I want to talk about the past, but doing so with a lens of reflection. So, let’s say I was to put you into a time machine. and I’m able to bring you back to 2018 when you guys were like starting to discuss you know a world where you could bring you know the solution that you guys are doing now you know to what you were encountering as a problem back then, and you’re able to like step right there in the picture and being able to tap on the shoulder of that younger self. and Let’s say that that younger self will listen, and you’re able to give that younger self one piece of advice before launching a business. What would that be and why, given what you know now?

Amitai Ratzon: Yeah, so um obviously, you know, we’ve done lots of mistakes on the way. Thankfully not big mistakes that kind of have taken Pantera off track. um But I think one thing that I would say Amitai seven years ago is what i I think I did tell myself back then, but I just didn’t come from the future. And I think it’s a great thing to say, maybe even if it’s not what people really want to hear. If you are looking for too much balance in your work life balance, I mean, probably this is not your business. I know we’re in 2024 and many people from Gen Z and even, you know, older say, hey, you know, work is not everything in this life in this world. There are so many more things to kind of be, you know, exploring and, and and and and you know, and doing. And I can’t be that fanatic about my, this is just a job. So if you think like that, it’s great.

Amitai Ratzon: please don’t open a company or don’t go in with high expectations because you need to put mega sacrifices. You need to put everything you know next to the venture for the venture to get to the peaks. You know, Pantera got to a billion dollar valuation in 2021. For that to happen, so many people had to make Pantera their number and one number one priority in life. I would say, yes, I mean, I want to say that my wife and kids are you know amazing. They come first. There were many situations where you know they came second and you need to have a very supportive home to do that. I can be as talented as i is whoever but if your wife or your significant other or your girlfriend or whoever you have at home um doesn’t give you the backing you need if you have kids.

Amitai Ratzon: then it’s very, very hard because you need someone to be there for you when you go back home, when you go from a, you know, um frustrating business trip or when you go through a frustrating investor dynamic, when something doesn’t go well with your co-founder and you think the world is coming to an end, there needs to be someone there are to, you know, so two things I’m saying. One is be all in. without being frustrated that you’re sacrificing so much because that is the life of entrepreneur entrepreneurs. And the second thing is I have someone there that believes in you, irrespective of how quarter A or quarter B worked, or how this higher went or that higher would happen. It’s just about, you know, someone that believes in you and says, hey, I look at you from the sidelines. I’m seeing that the journey, someone that gives you a mirror because CEO is usually,

Amitai Ratzon: Don’t get compliments. I don’t wake up in the morning, people coming to me and say, Amita, you’re an amazing CEO. We’re so happy you are a leader. you know can we make a cup of Can we make you a cup of coffee? Says nobody. Usually, CEOs don’t get that mirror from anyone. People that come to meet with me, they want something. If these are my direct reports, okay, we work together, but people that just want to talk to me usually need something from me. And I’m needed usually to solve the most complex things. It’s never to just tell me how amazing I am. So it’s usually helpful and recommended to have someone that believes in you, ah that kind of sticks with you for good and bad.

Alejandro Cremades: This is profound, very profound and and also very authentic. Amita, I really appreciate you sharing that. I’m sure that there’s a lot of people that are listening right now and super inspired ah with the conversation and are probably wondering what is the best way for them to reach out and say hi. What would you tell them?

Amitai Ratzon: Yeah, so I would say first of all, to um if anyone you know builds a company and they want to have a chat, I’m a friendly guy at least, I think. I just don’t have too much time, as you might imagine. So anyone that wants you know anything, a piece of me, um can definitely reach out via LinkedIn. I think my my profile is there. People can reach out and just drop me like a a message, say what they want to talk about, and and I’ll try to fit people into my calendar as time allows. I try try to look at myself as a friendly guy in many conferences where where I give talks or you know when I get off stage of some places, Black Hat or RSA or whatever, people kind of catch me when I’m going down to say, hey, can I talk to you? Can I call you? And I try to be friendly because I know it’s hard. It’s not easy.

Amitai Ratzon: And founders usually don’t have friends that are founders as well. And so if you’re a founder and you start climbing this career, this ladder, usually you’re quite alone. very It’s very rare that a founder has really good friends that are also founders of companies and you can kind of talk to your best buddy from high school and you’re both founders of cybersecurity companies. Usually it doesn’t happen. So yeah, I mean, happy to help and

Alejandro Cremades: Amazing. Well, Amitai, thank you so much for being on The Dealmaker Show today. It has been an absolute honor to have you with us.

Amitai Ratzon: Thank you for having me and and good luck to everyone listening to us. The world is big for many people to succeed.

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