Forty percent of the Fortune 100 are Wiz customers. We didn't get there by being cheap. We got there by showing them risks they didn't know they had.
Every SaaS company that wants to sell to enterprises needs SOC 2. That's not a niche market — that's every ambitious software company on the planet.
When Optum — the largest healthcare company in America — invests in your credentialing platform, that's not just validation. That's a signal to every health system in the country.
We shipped Magic Leap One and sold maybe 6,000 units. That's not a consumer product launch. That's an expensive science experiment. The pivot to enterprise saved the company.
A surgeon wearing Magic Leap 2 can see a CT scan overlaid on the actual patient during surgery. That's not a gimmick. That's a genuine improvement in clinical outcomes. Enterprise AR has real use cases.
ChatGPT is a consumer product. It's impressive. But enterprise AI is a completely different game. Banks don't want a chatbot that hallucinates their compliance policies.
We let companies run our models on their own infrastructure. Their data never leaves their servers. In regulated industries, that's not a feature — it's the only option.
OpenAI wants to be the AI. We want to be the AI that enterprises actually trust with their data. Those are two very different companies.
Uber, Microsoft, and Booking.com use Flutterwave to accept payments in Africa. Five years ago, they couldn't accept a single naira. We unlocked an entire continent for global commerce.
We connect to every tool — Slack, Confluence, Google Drive, Salesforce, Jira — and make it all searchable from one place. It sounds obvious. Nobody had done it well.
The average employee spends 3.6 hours per day looking for information. That's not a productivity problem. That's a search problem. And search is what I know.
I spent 15 years at Google building search. Then I realized every company needs Google — but for their own internal data. That's Glean.
ChatGPT is great at answering questions about the internet. Glean is great at answering questions about your company. Those are very different problems.
Permission-aware search is the hard part. Anyone can build a search box. Building one that knows what you're allowed to see and what you're not — across 100 different tools — that's the moat.
Allen & Overy, one of the five biggest law firms on earth, deployed Harvey across the entire firm. That wasn't a pilot. That was a signal to every law firm in the world.
Marketing teams don't want a chatbot. They want a tool that knows their brand, writes in their voice, and plugs into their workflow. That's what separates enterprise AI from a toy.
The Department of Energy and Argonne National Lab use our systems. When the US government trusts your hardware with national security workloads, that's a reference customer no competitor can dismiss.
Enterprises don't want to rent GPUs from the cloud. They want AI infrastructure they own, on their premises, behind their firewall. That's our market. NVIDIA sells chips. We sell full-stack AI systems.
The future of finance isn't "DeFi vs banks." It's banks using DeFi infrastructure. When Swift integrates Chainlink, that's not crypto winning — that's finance evolving.
Signing up 300 banks wasn't the hard part. Getting them to actually use XRP for on-demand liquidity — that's the challenge. Enterprise adoption is a marathon, not a sprint.
When JPMorgan builds on your chain, you know something is working. Institutions don't experiment with toys. They experiment with infrastructure they might actually use.
Udemy for Business is where the real growth is. Companies spend billions on employee training. We can deliver it better and cheaper than anyone.
The next wave of blockchain adoption will come from institutions not crypto natives. We are building for that wave.
The future of AI copywriting is not writing copy. It is automating entire go-to-market workflows. That is where the value is.
I was an investment banker. I know what compliance feels like. Enterprises need AI that follows rules not AI that invents them.
We train our own models. We do not wrap OpenAI. When Vanguard uses our AI they know their data stays their data.
People underestimate Oracle because we don't do flashy product launches. We just win enterprise deals.
We serve over half the Fortune 100. Turns out, big companies really hate making training videos the old way.
The future of corporate communication is AI-generated video. Not because it's cheap, but because it's fast.
Meta, Snap, and BMW use our maps. When your map appears in a billion-user app, quality matters.
The enterprise pivot is working. Companies running MySQL at massive scale need Vitess expertise. We have it.
$310 million in revenue after 15 years. Enterprise AI is a marathon, not a sprint.
Every company runs on processes. Most companies have no idea how those processes actually work.
Someone needs to be the safety layer for enterprise AI. That's a less sexy but more durable business.
Enterprises want both: RPA for structured tasks, AI for unstructured ones. We bridge that gap.
We power Cleveland Clinic's telehealth, not compete with it. Infrastructure, not application.
We pivoted from consumer to enterprise in 2009. That decision saved the company. Consumer storage became free. Enterprise storage became a billion-dollar business.
Enterprise software should be as easy to use as the apps on your phone. That was a radical idea in 2005. It shouldn't have been.
Dropbox got the consumer market. We got the Fortune 500. I'll take that trade.
The best enterprise software doesn't feel like enterprise software. It feels like a consumer product that happens to solve a business problem.
Kleiner Perkins needed to get back to what made it great — backing category-defining enterprise software. That's what I came to do.
Enterprise software does not have to be ugly. It does not have to be painful. We just accepted that it was for too long.
Hong Kong is a city built on trust and enterprise. That combination is irreplaceable.
I believe that enterprises have been watching and wanting to adopt AI, but I don't think they've been able to really take full advantage of it.
I spent years inside the software business before I ever invested. That teaches you how companies really buy and sell.