Google announced its largest acquisition of all time to acquire Wiz.

After Google's $23 billion offer was rejected in 2024, Google raised the price to 32 billion and had a breakup fee of 3.2 billion (if the transaction fails, the fee will be paid to Wiz).

This time, Wiz finally agreed.

According to media reports, Google believes the premium is reasonable, given Wiz's 70% annual revenue growth and over $700 million in ARR revenue. For Wiz and Google executives, the key factor that really contributed to the deal was the White House leadership turnover, a change that brought expectations that antitrust scrutiny could be more easing under Trump.

Wiz, a cybersecurity company from Israel, was founded in 2020 and achieved $100 million in ARR revenue in 18 months, making it the fastest software company ever to achieve this achievement. The valuation after the Series E financing in May 2024 was $12 billion.

Wiz was co-founded by Assaf Rappaport, Yinon Costica, Roy Reznik and Ami Luttwak, four friends who have known each other for nearly 20 years. Their first startup, Adallom, was acquired by Microsoft for $320 million. Since then, they have become the head of Microsoft's cloud security division, creating the Azure security stack from 0. Wiz is their second startup.

In contrast to the normal model, when starting a business, they first formed a group and then looked for specific businesses. This also gave birth to a corporate culture of high transparency and cross-departmental collaboration on the Wiz team.

Sequoia Capital, without knowing what these founders were going to do, invested in them twice, which well interpreted the "philosophy" of investing first in early investment.

In October 2024, Sequoia Capital wrote an in-depth article about how the co-founders of Wiz built their cloud security platform and quickly occupied the market with nearly two decades of friendship, and why Wiz can be used to make products and growth, and the dimensionality reduction attack on competitors.

The following content comes from Sequoia Capital, author Harry Spitzer, Founder Park compiles text and adds some information.

Assaf Rappaport I'm late to school. As a "versatile player", he always distracts his energy on too many things: busy with friends, attending new extracurricular activities, or taking school trips. As the third of five children, Rappaport describes his role in the family with his sense of humor: "I am the one who always frustrates everyone, not answering the phone, not being present." But even for him, this absence was rare, because he was not just a few minutes late, but missed a full week of classes.

However, this time Rappaport has an irrefutable reason to be late. The reason why he failed to appear on the Hebrew University campus on time was because of the request. The summer after high school, he began his rotation training in the "Talpiot", an elite program for top mathematics and science students in Israel. This opportunity shocked him: "I always feel that being admitted was a mistake, and I feel like I'm impersonating others." Fortunately, during this training he met a group of good friends: Yinon Costica, Roy Reznik and Ami Luttwak. Rappaport also chose a computer science major with Costica.

These young people are attracted to each other because they can always push each other into new and challenging areas. In the fall of 2002, they met again on campus and quickly became inseparable. However, no matter how close the relationship was at that time, they could not foresee that nearly twenty years later, like their families, they would trust each other like their families and bet on a new entrepreneurial project, just like their families. They would not have expected that just four years after its establishment, this new project would become the preferred cloud security platform for 45% of Fortune 100 companies. In that freshman autumn, they only knew that they were lucky enough to find a group with similar interests, full of both love and admiration.

01 When you start a business, you will never feel the time is just right

Costica and Rappaport walked into a lively bar in Shanghai. It was late 2009, and Costica was stationed in Singapore for several months because of the rotation training program, RappaPort also longed to temporarily withdraw from his work, so he proposed to travel to Shanghai together.

A few weeks later, they landed at Pudong Airport without any clear plans; during the day, they explored different neighborhoods in Shanghai; at night, they drank, made friends, and thought about the possibilities of the future. Rappaport sipped his wine while watching many young people doing the same thing carefreely. It made him feel a relaxation he had never experienced since graduating from college and joining the Israel 8200 Cybersecurity Force.

Returning to Tel Aviv and back to the 8200 troops, Rappaport felt that this position he chose to continue after his compulsory service ended, and suddenly became somewhat limited.

He doesn't regret his work experience here: "My team has only seven people, but we won the Israel Defense Award for the project. Seven people designed something that could save countless lives, and its impact is unprecedented."

But now, Shanghai has given Rappaport another experience worth exploring. "I feel like I need to see the world, I need to leave Israel." So he found a consulting job at McKinsey.

Over the next two years, McKinsey provided Rappaport with the transformation he needed to bring him into new and different problems. However, he lacks the opportunity to implement solutions and make an impact, which makes him miss the sense of accomplishment he had when he was in the 8200 troops. So when Luttwak finds him and proposes to start a business together, Rappaport accepts it. "Starting a company means you have to do everything. If you don't, no one will do it."

In the summer of 2012, after more than a decade of step-by-step approach, Rappaport found himself in a "unemployed state." For this person who claims to be good at "taking a good planning route", this state takes some time to adapt.

"When you start a business, you never feel the timing is just right," he added.

But just like when he started college at the age of 18, Rappaport was not alone. Reznik also responded to Luttwak's call for business, and Costica is still completing his service, and will soon add it.enter. This made the four more closely connected and ready to jump into the unknown world of entrepreneurship. Thanks to Rappaport’s experience at McKinsey, the team decided to have him serve as CEO of the company that does not yet exist. Luttwak serves as CTO (Chief Technology Officer), while Reznik is in charge of R&D. Now, they are only one good idea.

02 Without a business plan, Sequoia decided to invest 5 million

"We made this offer based on our trust in the founding team, which is composed of people who have worked with each other and know the best in the field."—Doug Leone, partner of Sequoia Capital

After another brainstorming without any progress, Rappaport returned to the bedroom, where he shared an apartment with Luttwak (Wiz's CTO). It was the fall of 2012, and it was several months after the entrepreneurial period they set for themselves, but they still gained nothing.

Slowly, the founders realized that the elite projects they had participated in provided them with an advantage in one specific area: cybersecurity. But even so, the spark of inspiration has not yet appeared.

"We thought at the time that SharePoint was the largest content management system in the world - then let's be safe for SharePoint!" Rappaport recalled.

In the next few months, the team fell into a cycle similar to "Groundhog Day": conception, promotion, rejection every day, and repeated cycles.

"Every day you're about to fall asleep, you're almost sure it's a bad idea. When you wake up, you try to convince others that they'll break your fantasy, and you know they're right, we're really good at coming up with bad ideas," Rappaport said.

Nevertheless, the team remained cautiously optimistic. "In the eyes of outsiders, many people will ask, 'What are your ideas when you are doing entrepreneurial projects?' And in our opinion, ideas are actually not important. The real question is, 'Do you have a good team?' This is the only important thing, because ideas will keep popping up and changing. But if you have the right team, everything will eventually be aligned." Rappaper means.

Even though there are no specific results, the team has begun to attract the interest of some early investors. News came out of Tel Aviv's entrepreneurial circle that a group of "alumni" of the 8200 troops are doing things in the security field. "I know that most successful Israeli cybersecurity founders come from the 8200 troops," said Doug Leone, a partner at Sequoia Capital. For many investors, investing in a company co-founded by multiple 8200 alumni is simply irresistible.

After all, many of the leading security companies are co-founded by Unit 8200 "allums" including Palo Alto Networks, Check Point, Fireblocks, Orca Security.

However, the founding team is not keen to accept this investment enthusiasm. “We are very afraid to raise funds from venture capital firms, and we think venture capital firms will take over companies with great teams and good ideas and then bring in professional managers to take over the company,” Rappaport said.

So, when Gili Raanan, a partner of Sequoia Capital's Israeli branch, came to the door, Rappaport used the "elimination" tactics he honed in the cybersecurity department over the years. "We basically just avoid their phone calls or tell them we're too busy," Rappaport recalls.

This strategy only worked for a short time. Raanan kept calling until one day he said, "Rappaport, I don't believe you. I'm sure you will have an hour of free time in the next two weeks." Rappaport had no way to argue, so he had to agree to meet, but eventually escaped the meeting. When Raanan called and asked why he broke the appointment that night, Rappaport finally confessed that he didn’t want to raise funds.

Raanan tried again, this time he treated the other person with his own way. "Well, I won't invest directly in you. But in three days Doug Leone is coming to Israel, and I hope you meet him. One day you will go to Silicon Valley and knowing Doug will help you. He can open many doors for you. Just meet him alone." Finally, Rappaport agreed.

A few days later, when he walked into the conference room, he realized that Doug was not here alone. Several other members of Sequoia Capital also joined the meeting temporarily - which seemed a bit like an "ambush" to Rappaport. So Rappaport decided to make his recommendations less attractive to investment.

"I only talked about our team and the market—not mentioning our business plans at all because if they don't know how much I'm going to raise, they can't make a decision," he said.

Rappaport takes over an hour to describe his love and deep respect for the co-founders, their professional fit, and their deep cybersecurity expertise accumulated over the years from one of the world’s most elite cybersecurity units. He was satisfied when he left the meeting, believing that he had not cut off his relationship with the venture capital circle and had successfully avoided direct participation in venture capital. But the next day, Leone called him and made an offer.

Sequoia Capital wants to invest $5 million for the same reason as Rappaport's own idea - they believe that the team, even if they don't have a clear idea, believe that they can succeed.

"We made this offer based on our trust in the founding team, which consists of people who are familiar with each other and know the field well. Although the company is still in its infancy, I am sure these people will find a way out," recalled Leone.

After hearing Leone's offer, the team went through the psychological process of going from being unbelievable, to feeling funny, to being shocked, and finally gradually accepting all this. They rely on their usual strategies in uncertain times and contacted other 8200-troop alumni who had worked with Sequoia Capital. These connections ensure that Sequoia Capital will act in good faith and provide them with practical support and guidance. "I didn't realize until late at night that this might be a good offer for us," Rappaport said. A week later, they accepted the offer, Adallom, a cybersecurity company that still lacks business plans, was officially launched.

Note: "Groundhog Day", a fantasy movie, is used here to describe the work and life content of each day repeating the previous day.

03 Five years after being acquired by Microsoft, the team decided to start a business again

"I think the wonder of our relationship is that each co-founder has a unique personality, which allows us to inspire each other to the best performance." --Assaf Rappaport

In early 2020, seven years after the company Adallom was founded, Rappaport, Reznik, Luttwak and Costica once again brainstormed at the conference table in downtown Tel Aviv. At this point, their status seems to be the same as before, but everything is very different from any other perspective.

Adallom, the company that helps businesses protect their SaaS products, was acquired by Microsoft for $320 million in 2015. After being acquired, Adallom's founding team was appointed as the head of Microsoft's newly established cloud security division.

At Microsoft, Rappaport and his co-founders built the Azure security stack, and they also witnessed the "cloud-to-cloud" process of the world's largest brands as Microsoft customers. At Adallom, their habit was to say “yes” to every customer request, which resulted in huge technical debt; at Microsoft, they learned the importance of scalability—even if it meant removing 75% of the features they created in Adallom.

"Our years at Microsoft have given us the discipline and skills to build scalable products. At Wiz, this means that engineers don't always act as directed by the product department. We strive to give customers what they want, but if we don't have a way to scale it, we won't build it," Luttwak said.

In less than ten years, they went from entrepreneurial rookies to ambitious founders, and then the company was acquired and eventually grew into a leading technical figure in Microsoft's huge technology ecosystem. Now, after Microsoft has experienced five years of growth, leadership training and relative stability, they feel the call of entrepreneurship again.

The team left Microsoft to create a new project in the field of cybersecurity, so Wiz was born. Like their first business, their ideas were not mature, but their trust in each other was unshakable. Today, Rappaport has a decade of evidence that friendships have been transformed into deep careersChemistry, everyone contributes something unique and crucial.

"I think the wonder of our relationship is that each co-founder has a unique personality, which allows us to inspire each other to the best performance," Rappaport said. He thinks Luttwak is a visionary: "You let him imagine what happens in five years, and his vision will be extremely accurate. It's his superpower."

Costica is the exact opposite - "He knows how to execute it in the short term."

Rappaport said Reznik (Wiz's head of research and development) is an amazing leader and a person who is good at dealing with relationships. "He knows how to build a great engineering team and to motivate the team."

His own key contribution? "I feel that my superpowers are now to make sure I am the stupidest person in the room."

A few weeks after they started brainstorming, the global COVID-19 outbreak, and the bond between these four people became even more critical, not only about their success, but also about their mental health. "I clearly remember the concerns my mother expressed at the time, and she thought it was a huge mistake for us to leave Microsoft's stable position in such a turbulent time. It was indeed a unimaginable time, financial markets were in chaos, and lockdown measures brought unprecedented uncertainty and disruption," Rappaport recalls.

However, to the team's surprise, the moment also brought some unexpected benefits. They rented a small office in the heart of Tel Aviv, built a "bubble" that could be isolated from the new crown, and started making phone calls. With years of deep cybersecurity connections, they began to arrange meetings with security experts and CISOs in various companies. "Due to the quarantine caused by COVID-19, people switch to virtual platforms, meetings that used to take weeks to schedule can now be held in hours or days, which actually makes us move faster than ever," Rappaport said.

At first, Rappaport and his friends weren't sure what to do. They named the new company Beyond Networks, which initially focused on cybersecurity in the cloud, but later considered it too narrow. By working with CISO and other securityThe conversation between the leaders, they were surprised to find that the problems they thought they had solved were actually still the main pain point for enterprises and organizations when trying to achieve cloud security operation. That is, companies rely on an increasing number of tools, but these tools are difficult to use and understand for non-security experts.

This helped founders refocus their focus from cybersecurity to the emerging cloud security field. But their new direction is also accompanied by a series of new challenges. "There are already several cloud security startups that have been founded for many years and have received hundreds of millions of dollars in financing," Rappaport said.

However, although it came a little later, it was not all bad things. "You have a chance to see what others are doing wrong and rebuild them," Rappaport said.

04 The previous products were all point-to-point solutions. The first aspect they wanted to refactor was the fragmentation of cloud security products.

"The situation at that time was, 'If we had cloud containers, then we would do container security; if we had serverless architectures, then we would do serverless security.' These are all very niche solutions, and in the end they did not form a total system that was truly useful to the company," Rappaport said.

In contrast, the goal of Rappaport's four-person team is to build "a product with a unified technical architecture that not only solves some functional problems, but all functional problems."

The founders began to recruit and even recalled the old team members of Adallom and Microsoft, becoming their first "Wizards (Wiz employees' self-proclaimed, meaning wizards). Just like a reverse "Dream Land", they still don't care much about what products they want to build, but focus more on working with the right team.

Note: "Dream Land", the theme of the movie is that when you have a clear dream and work hard, it will come true.

Luckily, their early employees felt similar. "It was very difficult for me to leave Microsoft, especially because their ideas were not 100% clear at the time, but there was something magical that attracted me. It was the founding team and the earliest group of developers. We believe that if people are right, everything else would be natural." Osher Hazan, vice president of R&D at WizRecall.

Space limitations (the team was working in a small two-room office at the time) meant that everyone worked in the same large room regardless of function or position, while small rooms were reserved for ongoing conversations with CISO and sales calls. This allows the product team to sit with the engineers, who also understand the sales process, sales staff can easily pull technicians into customer phones, and leadership teams can also have direct conversations with new employees. Reznik (Wiz's head of research and development) also highlighted the diverse background of Wiz's staff. Many of the company's engineers have served as team leaders and then returned to more practical positions, which gives them a unique perspective on product design. Meanwhile, most product teams come from technical backgrounds, which means that engineering and products can be communicated in the same language.

Transparency and cross-departmental background information have been integrated into the Wiz culture since the beginning of the company.

"In the early days, everyone worked like a team. There was no title or level, they just worked hard to get things done together," Hazan recalled.

The close relationship with many CISOs means that this feedback loop is not limited to internal teams. "These fast collaboration cycles with our customers make it feel like a joint effort to figure out what exactly this product needs. I think it really helped us lay a very solid foundation for Wiz's product," Hazan said.

In these exploratory conversations, they have reached another key observation. They realize that competitors’ shortcomings are not only technical, but also mindsets.

"Building an effective cloud security organization is not just a technical issue, it is a shift in thinking," Rappaport said. In his opinion, the peer-to-peer solutions provided by competitors are not only isolated, but also security vulnerabilities themselves. A truly effective solution requires more insight into the connection between different vulnerabilities. Just like the internal operational model of Wiz, it also needs to be transformed into a larger scope of corporate transparency and communication between departments on vulnerabilities and fix strategies. Rappaport firmly believes that a comprehensive understanding of the context of a cloud environment is the key to keeping it safe.

When one of Wiz's engineers decided to visualize this background concept graphically, Rappaport passed by his monitorNoted this. "What is this?" he asked, with a visual relationship between the system and the vulnerability.

This is an "Aha moment". "Without background information, you can just say, 'We found a vulnerability,' which is exactly what the old security tools do. But now we can integrate all of these security aspects into a product and visualize them. We realize that this has completely changed the way people think about cloud security," said Raz Shaked, head of DevOps at Wiz.

Wiz team contacted Sequoia Capital again. Although they still don’t have actual products, at least this time they have a successful resume. "It was obviously a team-level bet, and we knew Assaf for a long time. And through their conversations with CISO, they realized that no one actually built a truly authoritative cloud security product. This opportunity still exists," recalled Bogomil Balkansky, a partner at Sequoia Capital. In April 2020, Sequoia Capital and Cyberstarts invested in Wiz together. By October, the product has been developed. By the end of the year, the team had achieved $3 million in sales.

05 Let customers see the effect within 15 minutes, and ordinary developers can also use

"Oh my God, how much favor do I owe to Wiz?" Leone recalled that just a few months later in 2021, Rappaport had been asking him. "He always keeps asking me to introduce customers, keep asking me to help him to attract big customers and make deals." Almost every week, this once skeptical of venture capital, seeks sales-related support from Leone. "This is so annoying, but I encourage CEOs to do that," Leone said with a smile.

This persistence is not limited to Rappaport. During their first year, the team was still operating in small offices in Tel Aviv, often working day and night. They took advantage of their time zone to develop Wiz's products during working hours in Israel and make sales calls with potential customers in the United States at night.

"In the beginning, we all felt like founders and were responsible for the company, which made a lot of sense," recalled Hazan (Vice President of R&D at Wiz).

When they work overtime, they all have clear goals. "We may have an important clientTelephone calls require participation from multiple positions, or delivery to customers the next day. We always focus on efficiency. If someone is asked to attend a conference call, it must be because they are really essential. ” he said.

Wiz's rapid growth is not only due to their "all-involvement" mentality. They pioneered new approaches to the field of cloud security, abandoning software called "agents" that can only provide a single perspective of organizational cloud security. In contrast, Wiz's "agentless" approach allows customers to understand the entire cloud environment at one time and visualize these backgrounds through cloud image analysis, log file analysis, and API connections.

In addition to reducing tedious operations, Wiz also allows security experts to prioritize more pressing threats and understand how one issue may cause other issues. This new approach also reduces the burden on management and eliminates the need to constantly maintain agents, especially as cloud environments expand in scale and complexity. This is revolutionary for the client. "Just like we used Google's search engine for the first time," said Shaked (Wiz's head of DevOps).

From a sales perspective, the best thing is that when potential customers provide Wiz with read-only access to their cloud infrastructure, Wiz's products are able to scan their infrastructure in real time, demonstrating security vulnerabilities and configuration errors, and how they relate.

"In 15 minutes, it basically started to provide value to customers, and the results displayed light up like a Christmas tree, clearly showing all the problems in their cloud infrastructure, making it a very compelling demonstration product," said Balkansky (partner at Sequoia Capital).

In addition, because Wiz's interface is simple, developers can identify key issues and know where to spend time to fix vulnerabilities. It lowers the threshold for security and allows average developers to participate in security transactions, thus helping organizations become more secure.

"Generally, security products are designed for security teams, but Wiz is also a product that developers love. That's why we can grow rapidly," said Costica, vice president of product at Wiz.

Powered by multiple forces, Wiz is the most growing everOne of the fast startups, it has top customers like Morgan Stanley, Salesforce, Colgate-Palmolive and more. On FOX TV, more than 150 employees use Wiz, which is 10 times the size of the total security team. Its CISO Melody Hildebrandt attributes its “vocabulary, interface and how concepts are aggregated into readable formats” to empowering many diverse teams and users within the organization.

In March 2021, just one year after the pandemic started, Wiz received a $130 million Series B funding on a team of only 65 employees, with a valuation of $1.7 billion. 18 months later, the company's ARR exceeded $100 million, becoming the fastest software company ever to reach this milestone. Moreover, this growth momentum has not slowed down, with the company conducting three more rounds of financing in October 2021, February 2023 and May 2024, eventually raising $1 billion in Series E financing, with a valuation of $12 billion. From any perspective, this number is jaw-dropping, and Wiz's rapid rise can be said to reflect the increasing popularity of cloud computing, the increasing focus on security, and the rise of generative artificial intelligence in the cloud.

As one of the most eye-catching success stories in the tech world in recent years, Wiz faces extremely high expectations. "The challenge as a leader is still, 'Does Assaf have enough maturity and patience to understand that moving forward at 100 miles per hour can expose you to risk because you don't have the time, the luxury, and sometimes the energy to stop and think?'" Doug Leone said.

Personally, he is confident that the co-founders of Rappaport and Wiz are able to do this task, partly because the burden of these expectations is shared by them. "Their cooperation method is amazing, and they can handle each other's words," said Leone.

Investors also attribute their success in part to the founders' experience in operating large companies. "They stayed at Microsoft for a long enough time, not only to observe, but also to participate in the operation of the big machine of Microsoft," said Balkansky.

Employees praised the economic and pragmatic nature of leadership decisions. "Usually, when we hear that companies raise a new round of financing againWhen we trust leadership, we believe it is because companies need funds to achieve explosive growth to do more necessary to achieve our goals. In fact, everything in the company is as usual, we just need to keep running forward. ” Hazan said.

Rappaport continues to attribute confidence to the tacit understanding between the teams, which gave him the confidence to create great things when he was not sure what to do at the beginning. Now this tacit understanding has expanded to all employees. “Wizards is the core force that drives our success,” he said.

Hazan also demonstrates the persistence of Wiz leadership in this belief. "We still feel like this is our company, and the founding team is with us discussing how to grow, recruit, and even acquire new companies in the right way, and try to understand how to expand in a healthy state, maintain our standards and maintain our core values," he said.

This growth strategy is natural for a company built on relationships and products revolve around transparency and context. Most importantly, it is a mentality built on trust—a world increasingly dominated by fear and doubt that comes from decades of familiarity and friendship.

However, Wiz has adopted some radical growth strategies in its rapid growth. In July 2023, rival Orca Security filed a lawsuit accusing Wiz of patent infringement and also adopting a "hands-on-hand" marketing competition strategy against it, such as Wiz also placed a coffee machine on the booth the day after Orca brought it.

In addition, some people accused Wiz of "buying business" through discount promotions and then raising prices. However, Wiz's spokesman Tamar Harel called the allegations "unfounded".

06 The target is a $100 billion company

In July 2024, rumors about the possibility of Wiz being acquired began to spread. Alphabet intends to acquire the company, which has been established for just four years for $23 billion, which will be the search giant's largest acquisition to date.

A few days after the message was leaked, Rappaport sent an email to his team. "Wizards, I know about the past weekThe rumors of a potential acquisition are very fierce, and while we are flattered by the offer we received, we decided to continue to build our own Wiz. Let me say it straight: Our next goal is $1 billion in annual revenue and IPO. ” he wrote.

He said that the company's future growth potential is huge, and it may even reach a scale of US$100 billion, because cloud security is the direction of future development.

"We believe that the market size of cloud security is much larger than terminal security and network security, so it is possible to be a company with a market value of over $100 billion. We believe that the leading company in the global cloud security field in the future will be a company with a market value of over $100 billion. I'm not sure if that company will be Wiz, but if we do the right thing and execute it in place, I think the opportunity is in our hands," Rappaport added.

He also gave a simpler reason: "It is difficult to refuse such a humbling offer, but with our outstanding team, I am confident that I can make this choice."

Rappaport is more convinced than ever that his team has the ability to realize his ambitious vision for Wiz. He hopes to gradually grow the initial vague ideas into graphical concepts, and ultimately become a product of the cloud security platform, and transform it into a core operating system in the cloud.

Shaked describes this as: "New things come up every day in cloud computing. For example, AI, without the context and visibility of cloud computing, companies would not use them, without the security risks that new technologies like AI could pose. Or they would use them in a way that could hurt themselves in the future, and we want Wiz to be an essential thing for enterprises to adopt new technologies in the cloud," he said.

Balkansky believes Wiz is a company with unlimited ambitions: "I expect them to be the next Palo Alto Networks, not just the next important security platform."

Rappaport understands that the challenges come with ambitions of this scale. "It's very difficult to work at Wiz. It's hard to get a company to grow like this without asking yourself, 'Is this true?' It's hard. When will someone knock on the door and say, 'Hey, this is too much for youBig, do you need to leave? '" he said.

But he continues to rely on the approach he has taken from the outset as CEO to address these challenges. "We had only four people at first, but then we focused on getting the right people in, getting them to work with each other and driving the company to grow and expand," he said. "I think the biggest impact you can make is bringing great people together and letting them interact with each other. We are still doing that. We are only four years old and still exploring a lot. But I think that being able to do this with your friends and those you really trust and love is why our team keeps growing. It's also driving us forward."