November 12, 2025 • 26 mins
Corey Thomas is the Chief Executive Officer of Rapid7, a leading global cybersecurity company based in Boston. His expertise in technology and business have been recognized through his appointments to the National Security Telecommunications Advisory Committee (NSTAC) and the Council on Foreign Relations, as well as the Federal Reserve Bank of Boston.
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Episode Transcript
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Speaker 1 (00:00):
So I grew up in the suburbs of Atlanta, Georgia,
and one of the things is that my.
Speaker 2 (00:05):
Daughter now just is starting her first job.
Speaker 1 (00:09):
And for me, I always thought about all the blessings
I had growing up and have I prepared my daughter
well for the workforce. And that's, to me, is the
true test in lots of ways that every parent faces.
Speaker 2 (00:20):
I think my parents blessed me in so many ways.
Speaker 1 (00:23):
The thing I'll say is that they installed what I
now find hard to see in the world today, this
sense of hope and this belief that if you actually
worked hard, if you actually did the right things, that
you could actually be more than what your circumstances limited
at YouTube, you know, my parents were working class.
Speaker 2 (00:43):
My mom started off as a secretary.
Speaker 1 (00:46):
She ended up leading a personnel function for one of
the largest school districts in Georgia. My father was a
self taught electrician, but it took many jobs, including janitorial
jobs along the way. I spent my childhood cleaning up
churches as a way to make money in addition to
cutting grass. I worked at Chick fil A in my
(01:06):
early teenage years. But my parents install the sentence that
what I did and how I acted and how I
behaved and how I worked. It made a difference, And
it ultimately did it make a difference, But it was
because they had still.
Speaker 2 (01:20):
That sense of belief that to make a difference.
Speaker 1 (01:22):
I after I graduated from high school where by the way,
I got bus to high school. So I got bussed
from the south side of Atlanta to the north side
of Atlanta, and I had the privilege of actually going
to one of the wealthier public magnet schools in the state,
which really changed my opportunities of my outcomes. I considered
that a blessing in lots of ways. I got into
(01:43):
Bandibilt University and that's where I went to college, and
that's why I'm a lifelong commodoce plan today.
Speaker 3 (01:48):
Yeah, and you and I were talking in the green
before that, both your football teams, So because I know
you did Harvard Business School too, Harvard football is having
a good year, Vanderbilt's having a good year. So things
are good in your football world, sir, Things.
Speaker 1 (02:00):
Are good in the football world. Vanderbilt Harbor had a
good one. Drake may just had a great outing with.
Speaker 4 (02:05):
Her I know, I know.
Speaker 1 (02:09):
Was bar down just a year ago. And now I'm
just like, you know, what things are so bad?
Speaker 4 (02:13):
Yeah, well that that's sports.
Speaker 2 (02:14):
You know.
Speaker 3 (02:14):
I'm going to talk to you about this later in leadership, Corey.
But I'm a dad like you, and I've got a
daughter as well, who graduated last year. She's in Brooklyn.
She's a filmmaker now. And one of the things that
our generation for you and I because most of our parents'
generation they were very hard working and they instilled that
in us, and probably you and I were on our
own since we've been fourteen or fifteen, right, right.
Speaker 4 (02:35):
But we're worth parturing out.
Speaker 3 (02:37):
Well, we're part of the helicopter generation. Now, how we
wanted everything better for our kids. We spoiled them, Roden,
But I think the one thing we did install to
them the leaders do. And I want you to talk
about this later when we talk about leadership, is just
working your tail off. You know, showing up early is
you know, showing up on time and working your tail off.
You don't have to be always the gifted one, but
(02:57):
if you work your tail off and show some aptitude,
you know you can make it in this world. And
I think that's what you and I and everybody else's
generation passed down to our kids.
Speaker 1 (03:05):
I completely agree. I think that is a gift that
I know that I passed down to my daughter and
she has a great work ethic. Yeah, mine too, moving out,
but that's kind of It's funny how you keep score. Yeah,
and I And one of the most recent ways some
people at score is how well did I actually do
preparing my kids for the world that we inhabit.
Speaker 4 (03:25):
Yeah?
Speaker 3 (03:25):
Yeah, two hard jobs running a company and being a dad.
I mean they are top. Well, listen, we're here to
talk about Rapid seven and I know you put in
seventeen years and it's really incredible. But I'm also curious
for context for our listeners too. When you were coming
out of school, because you've been with Rapid seven for
seventeen as mentioned, but you did things before that. As
you were coming out of school, What did you want
(03:45):
to do?
Speaker 2 (03:46):
Oh? Well, it changed over time.
Speaker 4 (03:49):
It always does.
Speaker 1 (03:50):
I graduated from school. I was hardcore. I wanted to
be an innovator of technologist. I wanted to write software,
build programs. I grew up idolizing Bill Labs and what happened.
It also happened to be that I was interning and
working at AT and T which was a fantastic experience. Uh,
but they were also breaking off bill labs, they were
(04:11):
doing other things, and so I had to reassess what
I actually wanted to do and what I wanted to be.
And part of what I saw at that time was research,
because I saw up with a hardware person was shifting
and there was this whole world of software that was
allowing us to do things that we didn't imagine before.
So I shifted from the hardware side of my orientation to.
Speaker 2 (04:33):
The software side. UH.
Speaker 1 (04:36):
Pivot that you can do exactly what you can actually
build and create. And I ended up going to Deloitte Consulting,
where I looked at software redesign and building modern systems,
including one of the early Internet banks in Europe. To
I went to business school and then the Microsoft And
at Microsoft, I worked on the product management team for
(04:59):
sql server, or their database ecosystem, and got the experience
of learning going that fast owned business and their serving
tools division at that time.
Speaker 2 (05:07):
And so those are some of the.
Speaker 1 (05:08):
Formative experiences that I had before coming in too rapid
seven right.
Speaker 3 (05:12):
And you know, as I take you a look at
your resume, you've done a little bit of everything and
You've worked with some very cool companies. You're not the
first person I've talked to in this series that have
gone through either Deloitte and or Microsoft. There's a lot
of people that have done that.
Speaker 2 (05:23):
Now.
Speaker 3 (05:23):
I always love to ask this question too, before we
get into mission and vision of the company and what
you do. Obviously, you had a cool resume, you had
some experience, and I can see why Rapid seven was
interested in you. But why were you interested in joining them?
Speaker 1 (05:39):
Oh? Yeah, I was looking and I wanted to find
After Microsoft, I wanted to really get back to something
that was small. I had not done a early and
I said, I really do want to be in that
innovation environment. It's all about the people right. In fact,
what I coo to people today, I say, look, you
want two things. One, you want to be in a
market that's relevant. They're doing important stuff. If it's irrelevant,
(06:00):
it also makes people will to buy and pay for
its sustainable.
Speaker 2 (06:03):
You want to be in something that matters and relevant.
Speaker 1 (06:06):
And two, the people that you're doing it with it
matters massively and hugely. Rapid seven had some fascinating and
great founders Alan Matthews, John Devine, Toss and Chad. The
co founders had this passion and this interest in this
mission about making cybersecurity easy, more consumable.
Speaker 2 (06:26):
It was a space that was relevant.
Speaker 1 (06:28):
Especially at that time because you had good guys and
actual bad guys like it didn't matter. The investors at
Bank Capital and Ben Holtzman, who are lifelong friends now,
had this passionate and conviction to see companies successful. But
they also they cared about security and the outcome for customers,
which you always don't see in investors.
Speaker 2 (06:49):
So that's the reason that that was attracted to me.
Speaker 4 (06:51):
Well cool, Well let's do this.
Speaker 3 (06:53):
We're going to talk about so many things programs and
capabilities and really getting into the weeds in the company.
But I think mission and vision is always a really
important thing to ask because I know they're important to
CEOs and leaders and companies. When I ask you about
mission and vision when it comes to Rapid seven, what
are they?
Speaker 2 (07:08):
Yeah? So our mission is very straightforward, very simple.
Speaker 1 (07:11):
We want to help make sure that every organization, Let'm
just say besides that every organization can have a great
security program and great security outcomes.
Speaker 2 (07:21):
Without breaking the bank.
Speaker 1 (07:22):
It breaks my heart that you have small regional hospitals
that are constant in a cyber attacks. So we think
about how do you take complexity out of cybersecurity, how
do you scale cyber operations, but how do you actually
make it where every organization all over the world can
have security operations that are not just achievable, but actually
are something that they can afford, something that can secure them,
(07:44):
and something that can protect them. Because protection that cybersecurity
should not be limited to the Fortune one thousand. It
should not be limited to mad markets, It should not
be limited to companies that are having a great profit quarter,
a great profit year. Our customers span the spectrum from
small communit the regional hospitals up to the Fortune ten.
But our goal is a saying everyone should be able
(08:06):
to have great security that protects them in their mission.
Speaker 3 (08:09):
I know a lot of our listeners are very familiar
with Rabid seven. But for the ones that aren't, Corey,
if you were to kind of give them a thirty
thousand foot view and a short version about exactly what
you and your team do, what would you tell them?
Speaker 1 (08:21):
Yeah, our team is a team that actually manages the
security of your technology environment. You can use our technology
to monitor the environment, analyze the environment for threats, prioritize
where you actually need remediation and you need vulnerabilities fixed,
patched or corrected, and we monitor the environment on on
one places for tax. What makes us fairly unique is
we don't just offer the technology that manages the security
(08:44):
of your technology and security operations. We also offer the
services where you get the privilege to say, hey, I
don't have the capacity to actually do this because most
organizations can't hire the people, can't say up to people,
and you can actually outsource that to us, and we'll
actively as the environment and on your behalf, prioritize, organize,
monitor and respond to threats against you.
Speaker 3 (09:06):
Well, Corey, this is a great segue, I think, and
we're going to talk about programs and capabilities and some
of the offerings that you work with your clients.
Speaker 4 (09:13):
But I always like to ask.
Speaker 3 (09:14):
Because I know it's a competitive space. And with that said,
I can already see and hear your passion and I
know that's one of the things that leaders really bring
to the tables, especially the successful ones. But when it
comes to differentiating yourself from said competition out there, how
do you do that?
Speaker 1 (09:28):
Yeah, So the first thing is we actually have one
of the best integration platforms in the world. The reason
that's key is every organization has a complex environment. You
don't need to be a system integrator to actually figure
out how to pull all of your security to limetry
together and then what's going on.
Speaker 2 (09:44):
We connect with every.
Speaker 1 (09:45):
Single existing system you have, and we augment with our
intelligence that we're collecting across your environment, and we can
tell you what your technology footprint is, what the vulnerability
risk in your footprint is, what the compliance risk in
your footprint is, what's stuff needs to be remediated at
what pace and we scale and what's critical to remediate
and what can we actually wait and then we can
(10:05):
actually actively monitor the environment tell you what you're undertack.
What's unique is that we actually bring it all together
and we allow you not to actually operate in silos,
but we are your back in infrastructure that actually synthesizes
all of your security management across all of your security
infrastructure technology.
Speaker 3 (10:23):
All right, well, you're starting to talk about this a
little business leads me to my next question, and it's
also great segue when it comes to programs and capabilities.
I know you have a lot of different offerings out
there and whether it's a small, medium or large business.
I know it's Alacarte and everybody wants something a little
bit different. But when it comes to some of the
offerings that you're most proud of or people want the most,
what are they?
Speaker 1 (10:42):
Yeah, you know, if you look at our leading and
offering that really follow into three categories. One is the
MDR Manage Detection Response. Our SIEM technology, which allows people
to in our management experience that allows people to monitor
the environment is probably our largest seller today. The second
is our vulnerability Exposure management, which is really how people
(11:02):
actually prioritize and look at where they're vulnerable, where they
have risk, where they have misc configurations across the environment.
And then last is cloud security. Those are the three
big We have ten different areas we sell in. But
when you think about why people come to us, they
come to us because they actually want the highest efficacy,
lowest cost way to monitor their environment. They want a
fast way to actually prioritize risk across their environment and
(11:24):
vulnerabilities and misc configurations and appliance gaps, and they come
to us actually solve that problem.
Speaker 2 (11:31):
You know.
Speaker 3 (11:31):
One of the things that I heard for years and
I'm gonna layman, but I've been in the news media
with sports and news for thirty years, and I always
read about cybersecurity attacks coming from different countries, and in
the last ten or fifteen, as you know, being intimately
in this business now we're hearing about domestic ones pretty
regularly right now. So with that said, I imagine it
makes your job that much harder, that much more challenging.
(11:54):
But when it comes to what the client's needs are,
when it comes to those kind of things, what are
client talking to you about, what are their concerns out there?
And what are you working really hard at so everybody
can sleep at night.
Speaker 1 (12:06):
Yeah, clients are drowning. And complexity if you use them out.
Most organizations say, I don't have an unlimited budget for cybersecurity,
so how do I get affected cybersecurity? How do I
deal with the fact that I'm having There's been more
and moral technology every year to keep up with the.
Speaker 2 (12:23):
AI race or this race. So it's complexity.
Speaker 1 (12:25):
If you really want to boil it down at the
end of the day, it's complexity in how they scale.
Are the things that customers are actually looking for and
are if you look through all of our customers, the
ones that are successful are not the ones that spend
the most, but they have a couple common attributes.
Speaker 2 (12:41):
One they do the fundamental as well.
Speaker 1 (12:43):
So one they understand their attack surface better than anyone else,
and that's kind of why we actually have a big
focus on, like you have to know your tack surface
better than your attackers and better than the people that
are trying to get to you. But that's inally solvable.
The second thing is they're systematic. They don't do everything,
but the stuff that they do they do really well,
whether they do it themselves, whether they outsource it, they're
very systematic and making sure that they actually have highly
(13:04):
structured programs that run well and the you. And the
third thing that they do is they are not defensive.
They really instill a culture of a I call it
a secure culture, but it's a culture that says like
security is everyone's job. When companies and organizations do that,
they tend to be wildly successful, and it actually strips.
Speaker 2 (13:28):
Away a lot of the complexity.
Speaker 1 (13:29):
What I do, I love because technology helps, services helps,
but at the end of the day, people are trying
to tackle the complexity. And we also just say, like
I say, you don't have to do everything, you just
have to do a common set of things incredibly well,
and that tends to reassure people.
Speaker 3 (13:44):
AI has been around for a long time, but it's
really being used by a lot of people, and I
imagine without any assumptions, it's used in your line of business.
What do you like about it?
Speaker 4 (13:53):
How do you use it? And does anything scary about AI?
Speaker 1 (13:56):
So one, I love AI mostly because it's the being
that is allowing us to accelerate our mission. Our goal,
as I talked about earlier, is everyone has the.
Speaker 2 (14:05):
Right to get cybersecurity. Now we have to make that
a reality.
Speaker 1 (14:09):
What AI is doing is lowering the cost barriers and
allowing us to actually manage the operations of our customers
environments at high quality and high efficacy. So I love
that aspect of it. We're we're putting more and more
people on AI and deploying more and more AI technologies
every day, and that's part of both the success we're seeing,
but it's also part of what's exciting our customers now.
(14:31):
To get to your other point, what scares me about AI?
What scares me about AI is that it's turning the
attacker world upside down to you know, we no longer
get like those mystery emails with all the misspellings and
all the other stuff and forget like spellings. It is
the micro fishing that people can do, whether they're selling
to you or whether they're targeting you for an attack.
(14:52):
They can go into your leakedin profile, your social media
and they can actually use AI to figure out what's
the best way to target you. And by the way,
just like we're using AI across the world to accelerate
software development, that is also true for malicious actors and
malicious say to malicious parties, where they can actually use
AI to craft more to farious malware ransomware campaigns and
(15:15):
they can hyper target it to you. That is the
edmaflow technology. Though technology is technology, is how we actually
use it and us defenders have to actually use it
and apply it to get more benefits, and attackers are
using and apply it. I am optimistic about this, just
to be clear, but it is a neutral thing. We
have to both use it and we have to apply it,
(15:35):
and we have to make it broadly available and accessible.
Speaker 3 (15:38):
Is hacking more sophisticated now or just more people doing
it now? Because and the reason why I ask you
that I think it's like when you buy a certain car,
you start to see it on the street all the
time because you have that car. Now, so as I
watch the news all the time as a layman, I'm
seeing that, well, my bank just got hacked, my phone
company got hacked, my health insurance got hacked, and I
know what's in the news a lot. Is it happening
(15:59):
more often or people get more sophisticated.
Speaker 2 (16:01):
There's three different dynamics.
Speaker 1 (16:03):
One, you actually just have more reporting, more disclosion, which
is actually happened along the way. So that's you know,
when you start measuring stuff and we have compliance regimes
that require you to report stuff. It turns out this
is triply. This is also true for crime. Like you
want to see a crime spike, you actually say you
have to start measuring the standardized way.
Speaker 2 (16:21):
So we know this right, it's history.
Speaker 1 (16:24):
The more you actually sort of like structure measurement, you
actually see more. The second thing is it's actually easier
to actually get started in hacking.
Speaker 2 (16:32):
Now.
Speaker 1 (16:32):
I would say average defenses are going up, so it's
tougher to compromise people that have security. But keep in
mind this is a great divide. There's a big divide.
Speaker 2 (16:40):
Between the haves and haves not in the security world.
Speaker 1 (16:44):
And because of that divide between the haves and have
nots of the security world, that that creates more exposure
to more vulnerable systems and population. So you have local
municipalities that get hacked or popped or something else like that.
Speaker 2 (16:58):
So those things really really matter.
Speaker 1 (17:01):
So that's the second aspect that I would actually put
in there.
Speaker 2 (17:05):
The third one is.
Speaker 1 (17:07):
Hacking has actually grown its share of tools usage in
the world.
Speaker 2 (17:12):
Like, when you were a criminal, you used to have
to use physical things.
Speaker 1 (17:16):
Why if you're a criminal today, why would I go
to a physical attack when I can actually do a
virtual one.
Speaker 2 (17:22):
Criminals don't want to get hurt either.
Speaker 1 (17:24):
When you're a government, why would I actually put troops
on someone else's soil? That's still something when I can
actually stay comfortable in my country and do it. So
it's also just become the preferred way to actually engage
in espionage and veft and all.
Speaker 2 (17:40):
These different things.
Speaker 4 (17:41):
Yeah, it makes a lot of sense.
Speaker 3 (17:42):
Well, listen, I'd love to hear a great story and
imagine over the seventeen years there have been some amazing
stories with clients. You don't have to mention them by name.
But this is one of the fun questions I get
to ask this series about. This is why we get
up every day and I work hard with my team.
Is there something special that happened with a client that
really worked out really well? He said, you know what
knocked it out of the park. This is why we
get up every day. Can you share something with us?
Speaker 2 (18:03):
Yeah? Every day.
Speaker 1 (18:04):
So one of the things we do is we have
a you know, we have a managed detection response and
we have a security operations setup that monitors the environment
for thousands of customers around the world about two good sources.
One of them, there was a nation state attacker that
was attacking eight industrials will call them industrials, a global
(18:26):
industrials company, and our team identified the attack.
Speaker 2 (18:32):
They actually traced it back, they blocked them from getting in.
Speaker 1 (18:35):
What made the story great was it was the start
of a campaign, and so we took what was happening
in that attack and we actually communicated across our entire
install base to protect every customer from that attack going forward.
Speaker 2 (18:48):
And then we also.
Speaker 1 (18:49):
Notified the some of the threat sharing groups that we
were part of about the tech. The thing about that
is that typically when these campaigns they get going, they
build up momentum as they actually go and while it
was successful, we were able to protect our customers, but
most importantly, we were able to limit the impacts and
(19:09):
the reach of that campaign. Now, this is never any battle,
but that's actually you know, that is one that I love.
Speaker 2 (19:17):
You know.
Speaker 1 (19:17):
The second piece that I'll actually talk about is we
have a large I would just say technology. I'm always
careful about how to describe it. A large one of the
top technology companies in the world that are constantly under
attack and they have to actually manage their exposure because
(19:42):
it is it is really they do not have days
and weeks to actually do what they have moments and hours,
and they leverage our technology to one track their tax
surface on a real time basis. What's every piece of technology,
what's the configuration, what's the vulnerability gap, what's the configuration gap,
what's the compliance gap? And we actually demonstrated that we
can actually minimize their time to exposure by orders of
(20:05):
magnitude about what bersus what they were able to previously do.
Those are two examples I give that actually really excite
me about the potential. And you know, in one case,
it's about how we scale sort of like identifying attack
group of cross In the other case, it's about how
do we actually minimize the time of exposure and an
organization that is a primary target of almost every government
(20:26):
around the world.
Speaker 4 (20:27):
Well, it's just absolutely fascinating.
Speaker 3 (20:28):
I have one more laming question for you as you
were talking about that, and I've always been curious about that.
Tell me what you can here, But when it comes
to an attacker and you block the attack and you
find out who they are, it's important to follow up
with authorities, whether it's domestic or in another country or
does that not matter at that point that you've just
blocked them and you've done your jobs. How is there
any follow up when somebody attacks?
Speaker 2 (20:50):
You know?
Speaker 1 (20:50):
It really depends. So look, there's so many attacks that
lots of time, it's just not with our thought because
they're known attacks. Yeah, if we see known unique camp
hanes against existing matrix threat actors, against new threat actors,
then yes we should we need to.
Speaker 2 (21:05):
We do share that knowledge and that information.
Speaker 1 (21:09):
But again, it really is one of those things that
it depends on is it new, is it known? Is
it novel? Who's actually doing it? So there's lots of
attacks that we.
Speaker 4 (21:20):
Just stop understood, just clear understood.
Speaker 1 (21:23):
But there are categories of attacks and research groups and
threat groups that are research team tracks and for those
as we're tracking a research group or a threat group,
then absolutely it does make sense.
Speaker 3 (21:33):
Well as you can tell, I'm absolutely fascinated by it.
I want to put a pin in work just for
a second, if we could Corey and ask you about
philanthropic and charity work. I know you are very very busy,
but whether it's with work or with your home and
your family, and it comes to charity and philanthropic, what
do you like to be a part of.
Speaker 1 (21:50):
I like to be so our family, and it's all
talking about work. At work, we're all about how do
we actually make it where two missions one as many
organizations can gets security as possible. So we always think about,
like how do we actually secure organizations that don't have
the resource and capability, So we have programs around that
and we try to support and work with community hospitals
and other stuff like that.
Speaker 2 (22:10):
That's what a big passion of ours.
Speaker 1 (22:13):
We created this initiative in Massachusetts to work to secure
municipalities so that they were actually secure and that was affordable.
So that's a big passion are. The second big passioner
at work is workforce development and how do we make
sure that fields and cybersecurity are available to everyone. The
thing I love about cyber security is that cybersecurity is
(22:34):
one of those fields that, like what you do matters
more than where you went to schools, grew up to, Like,
you know, the hacker mentality and mindset of what did
you do, what did you create, how did you attribute
to open source? All these different things matters, and we
want people to know about that and be available. So
we support a number of different things that encourage students,
(22:55):
that encourage people that don't have it to actually get
engaged and then turn that into a career.
Speaker 2 (23:00):
So those are the two things that work.
Speaker 1 (23:02):
In my personal life, I am really about like how
do you actually make the American dream come true? So
like how do we actually because you know, I do
worry that there's a lack of belief that it's actually
possible for people to actually work hard and have it.
Speaker 2 (23:15):
I think that's a belief thing that we have to target.
Speaker 1 (23:17):
But then for those of us that have been blessed,
we have to be investing back in our local communities
and help people see that that dream can be realized,
and so that's a big passion.
Speaker 2 (23:27):
Economic environment, and then health.
Speaker 1 (23:29):
You know, my family has had lots of health issues
across our family, and we have there's wonderful doctors who
work really really hard to do lots of things, but
our medical system doesn't always deliver the best experience to people,
and so so we try to work to actually make
(23:52):
that a better experience for as many people as possible,
and we try to do it in the existing health infrastructure.
Speaker 3 (23:58):
Well, I like that you're paying at thanks for sharing
all that I did tease leadership. And you and I
are sports guys, and you know something that my wife
and I have joked about over the last twenty seven
years that we've been together. She's on the sales side,
I'm on the programming side. So heads budded early. But
then when we started speaking our own languages and shared
them and swapped them, we realize there are a lot
of similarities between what we do when it comes to leadership,
(24:22):
whether you know being a sports fan or when you
talking to your team about honor and duty and leading
from above and trusting your people. When I talk about
leadership and how you use it, Corey, what does it
mean to you?
Speaker 1 (24:36):
At the end of the day, when I think about leadership,
it is about how do you actually bring a group
of people together to be more than they could be.
Speaker 2 (24:45):
It's just a collection of individuals.
Speaker 1 (24:47):
Yeah, how do they actually and there's a couple attributes. One,
how do they believe in something larger than themselves? How
do they achieve something that is an or magnitude more
impactful than the number of people that are engaged? And
then the other aspect of leadership is how do we
actually play it forward. There's many different tools that we
(25:08):
actually use, but at the end of the day is
that can we have the widest set of people from
different backgrounds come together and believe something bigger together and
achieve something bigger together.
Speaker 4 (25:19):
That's really well said.
Speaker 3 (25:20):
And for all the sports fans out there, if Corey
centered like a sports coach, that says exactly how they
talk to folks. And that's where I said there's similarities
in the business world to sports world. It's all the
same message about bringing everybody together, believing the message, executing
and being better than any you think you are. And
I think it's wonderful. Thanks for sharing that well. Corey,
I wanted to do this. I really enjoyed the conversation,
(25:41):
but I want to get some final thoughts. I also
want you to give the website and if you're hiring,
I know some people like to work for the best
of the best companies out there, so you can talk
about that.
Speaker 4 (25:50):
But just some final thoughts from you. The floor is yours, sir.
Speaker 1 (25:53):
Well what I just want to thank you so much
for actually taking the time. The website www dot rapid
at seven seventh and number seven dot com.
Speaker 2 (26:03):
We would love to hear from you.
Speaker 1 (26:04):
We're both hiring, We're always hiring, and we want to
actually build partnerships. You know, you and I talked a
little bit about this earlier, but like our ETAIOS as
a company is that we partner with our customers and
we're always working to do a better job. We know
that there's things that we can help our customers with,
but we also have this never done mentality that we
have to continue to evolve so that we actually are
(26:26):
helping our customers tackle the next set of challenges as
they go forward, because the challenges always change in cybersecurity.
Speaker 2 (26:33):
And again, I just want to thank you so much
for your time.
Speaker 4 (26:35):
Well, it's our pleasure. Corey.
Speaker 3 (26:36):
Thank you so much and we really were very excited
to have you on CEOs. You should know continued success
and thank you so much for your time.
Speaker 2 (26:42):
Thank you so much.
So I grew up in the suburbs of Atlanta, Georgia,
and one of the things is that my.
Speaker 2 (00:05):
Daughter now just is starting her first job.
Speaker 1 (00:09):
And for me, I always thought about all the blessings
I had growing up and have I prepared my daughter
well for the workforce. And that's, to me, is the
true test in lots of ways that every parent faces.
Speaker 2 (00:20):
I think my parents blessed me in so many ways.
Speaker 1 (00:23):
The thing I'll say is that they installed what I
now find hard to see in the world today, this
sense of hope and this belief that if you actually
worked hard, if you actually did the right things, that
you could actually be more than what your circumstances limited
at YouTube, you know, my parents were working class.
Speaker 2 (00:43):
My mom started off as a secretary.
Speaker 1 (00:46):
She ended up leading a personnel function for one of
the largest school districts in Georgia. My father was a
self taught electrician, but it took many jobs, including janitorial
jobs along the way. I spent my childhood cleaning up
churches as a way to make money in addition to
cutting grass. I worked at Chick fil A in my
(01:06):
early teenage years. But my parents install the sentence that
what I did and how I acted and how I
behaved and how I worked. It made a difference, And
it ultimately did it make a difference, But it was
because they had still.
Speaker 2 (01:20):
That sense of belief that to make a difference.
Speaker 1 (01:22):
I after I graduated from high school where by the way,
I got bus to high school. So I got bussed
from the south side of Atlanta to the north side
of Atlanta, and I had the privilege of actually going
to one of the wealthier public magnet schools in the state,
which really changed my opportunities of my outcomes. I considered
that a blessing in lots of ways. I got into
(01:43):
Bandibilt University and that's where I went to college, and
that's why I'm a lifelong commodoce plan today.
Speaker 3 (01:48):
Yeah, and you and I were talking in the green
before that, both your football teams, So because I know
you did Harvard Business School too, Harvard football is having
a good year, Vanderbilt's having a good year. So things
are good in your football world, sir, Things.
Speaker 1 (02:00):
Are good in the football world. Vanderbilt Harbor had a
good one. Drake may just had a great outing with.
Speaker 4 (02:05):
Her I know, I know.
Speaker 1 (02:09):
Was bar down just a year ago. And now I'm
just like, you know, what things are so bad?
Speaker 4 (02:13):
Yeah, well that that's sports.
Speaker 2 (02:14):
You know.
Speaker 3 (02:14):
I'm going to talk to you about this later in leadership, Corey.
But I'm a dad like you, and I've got a
daughter as well, who graduated last year. She's in Brooklyn.
She's a filmmaker now. And one of the things that
our generation for you and I because most of our parents'
generation they were very hard working and they instilled that
in us, and probably you and I were on our
own since we've been fourteen or fifteen, right, right.
Speaker 4 (02:35):
But we're worth parturing out.
Speaker 3 (02:37):
Well, we're part of the helicopter generation. Now, how we
wanted everything better for our kids. We spoiled them, Roden,
But I think the one thing we did install to
them the leaders do. And I want you to talk
about this later when we talk about leadership, is just
working your tail off. You know, showing up early is
you know, showing up on time and working your tail off.
You don't have to be always the gifted one, but
(02:57):
if you work your tail off and show some aptitude,
you know you can make it in this world. And
I think that's what you and I and everybody else's
generation passed down to our kids.
Speaker 1 (03:05):
I completely agree. I think that is a gift that
I know that I passed down to my daughter and
she has a great work ethic. Yeah, mine too, moving out,
but that's kind of It's funny how you keep score. Yeah,
and I And one of the most recent ways some
people at score is how well did I actually do
preparing my kids for the world that we inhabit.
Speaker 4 (03:25):
Yeah?
Speaker 3 (03:25):
Yeah, two hard jobs running a company and being a dad.
I mean they are top. Well, listen, we're here to
talk about Rapid seven and I know you put in
seventeen years and it's really incredible. But I'm also curious
for context for our listeners too. When you were coming
out of school, because you've been with Rapid seven for
seventeen as mentioned, but you did things before that. As
you were coming out of school, What did you want
(03:45):
to do?
Speaker 2 (03:46):
Oh? Well, it changed over time.
Speaker 4 (03:49):
It always does.
Speaker 1 (03:50):
I graduated from school. I was hardcore. I wanted to
be an innovator of technologist. I wanted to write software,
build programs. I grew up idolizing Bill Labs and what happened.
It also happened to be that I was interning and
working at AT and T which was a fantastic experience. Uh,
but they were also breaking off bill labs, they were
(04:11):
doing other things, and so I had to reassess what
I actually wanted to do and what I wanted to be.
And part of what I saw at that time was research,
because I saw up with a hardware person was shifting
and there was this whole world of software that was
allowing us to do things that we didn't imagine before.
So I shifted from the hardware side of my orientation to.
Speaker 2 (04:33):
The software side. UH.
Speaker 1 (04:36):
Pivot that you can do exactly what you can actually
build and create. And I ended up going to Deloitte Consulting,
where I looked at software redesign and building modern systems,
including one of the early Internet banks in Europe. To
I went to business school and then the Microsoft And
at Microsoft, I worked on the product management team for
(04:59):
sql server, or their database ecosystem, and got the experience
of learning going that fast owned business and their serving
tools division at that time.
Speaker 2 (05:07):
And so those are some of the.
Speaker 1 (05:08):
Formative experiences that I had before coming in too rapid
seven right.
Speaker 3 (05:12):
And you know, as I take you a look at
your resume, you've done a little bit of everything and
You've worked with some very cool companies. You're not the
first person I've talked to in this series that have
gone through either Deloitte and or Microsoft. There's a lot
of people that have done that.
Speaker 2 (05:23):
Now.
Speaker 3 (05:23):
I always love to ask this question too, before we
get into mission and vision of the company and what
you do. Obviously, you had a cool resume, you had
some experience, and I can see why Rapid seven was
interested in you. But why were you interested in joining them?
Speaker 1 (05:39):
Oh? Yeah, I was looking and I wanted to find
After Microsoft, I wanted to really get back to something
that was small. I had not done a early and
I said, I really do want to be in that
innovation environment. It's all about the people right. In fact,
what I coo to people today, I say, look, you
want two things. One, you want to be in a
market that's relevant. They're doing important stuff. If it's irrelevant,
(06:00):
it also makes people will to buy and pay for
its sustainable.
Speaker 2 (06:03):
You want to be in something that matters and relevant.
Speaker 1 (06:06):
And two, the people that you're doing it with it
matters massively and hugely. Rapid seven had some fascinating and
great founders Alan Matthews, John Devine, Toss and Chad. The
co founders had this passion and this interest in this
mission about making cybersecurity easy, more consumable.
Speaker 2 (06:26):
It was a space that was relevant.
Speaker 1 (06:28):
Especially at that time because you had good guys and
actual bad guys like it didn't matter. The investors at
Bank Capital and Ben Holtzman, who are lifelong friends now,
had this passionate and conviction to see companies successful. But
they also they cared about security and the outcome for customers,
which you always don't see in investors.
Speaker 2 (06:49):
So that's the reason that that was attracted to me.
Speaker 4 (06:51):
Well cool, Well let's do this.
Speaker 3 (06:53):
We're going to talk about so many things programs and
capabilities and really getting into the weeds in the company.
But I think mission and vision is always a really
important thing to ask because I know they're important to
CEOs and leaders and companies. When I ask you about
mission and vision when it comes to Rapid seven, what
are they?
Speaker 2 (07:08):
Yeah? So our mission is very straightforward, very simple.
Speaker 1 (07:11):
We want to help make sure that every organization, Let'm
just say besides that every organization can have a great
security program and great security outcomes.
Speaker 2 (07:21):
Without breaking the bank.
Speaker 1 (07:22):
It breaks my heart that you have small regional hospitals
that are constant in a cyber attacks. So we think
about how do you take complexity out of cybersecurity, how
do you scale cyber operations, but how do you actually
make it where every organization all over the world can
have security operations that are not just achievable, but actually
are something that they can afford, something that can secure them,
(07:44):
and something that can protect them. Because protection that cybersecurity
should not be limited to the Fortune one thousand. It
should not be limited to mad markets, It should not
be limited to companies that are having a great profit quarter,
a great profit year. Our customers span the spectrum from
small communit the regional hospitals up to the Fortune ten.
But our goal is a saying everyone should be able
(08:06):
to have great security that protects them in their mission.
Speaker 3 (08:09):
I know a lot of our listeners are very familiar
with Rabid seven. But for the ones that aren't, Corey,
if you were to kind of give them a thirty
thousand foot view and a short version about exactly what
you and your team do, what would you tell them?
Speaker 1 (08:21):
Yeah, our team is a team that actually manages the
security of your technology environment. You can use our technology
to monitor the environment, analyze the environment for threats, prioritize
where you actually need remediation and you need vulnerabilities fixed,
patched or corrected, and we monitor the environment on on
one places for tax. What makes us fairly unique is
we don't just offer the technology that manages the security
(08:44):
of your technology and security operations. We also offer the
services where you get the privilege to say, hey, I
don't have the capacity to actually do this because most
organizations can't hire the people, can't say up to people,
and you can actually outsource that to us, and we'll
actively as the environment and on your behalf, prioritize, organize,
monitor and respond to threats against you.
Speaker 3 (09:06):
Well, Corey, this is a great segue, I think, and
we're going to talk about programs and capabilities and some
of the offerings that you work with your clients.
Speaker 4 (09:13):
But I always like to ask.
Speaker 3 (09:14):
Because I know it's a competitive space. And with that said,
I can already see and hear your passion and I
know that's one of the things that leaders really bring
to the tables, especially the successful ones. But when it
comes to differentiating yourself from said competition out there, how
do you do that?
Speaker 1 (09:28):
Yeah, So the first thing is we actually have one
of the best integration platforms in the world. The reason
that's key is every organization has a complex environment. You
don't need to be a system integrator to actually figure
out how to pull all of your security to limetry
together and then what's going on.
Speaker 2 (09:44):
We connect with every.
Speaker 1 (09:45):
Single existing system you have, and we augment with our
intelligence that we're collecting across your environment, and we can
tell you what your technology footprint is, what the vulnerability
risk in your footprint is, what the compliance risk in
your footprint is, what's stuff needs to be remediated at
what pace and we scale and what's critical to remediate
and what can we actually wait and then we can
(10:05):
actually actively monitor the environment tell you what you're undertack.
What's unique is that we actually bring it all together
and we allow you not to actually operate in silos,
but we are your back in infrastructure that actually synthesizes
all of your security management across all of your security
infrastructure technology.
Speaker 3 (10:23):
All right, well, you're starting to talk about this a
little business leads me to my next question, and it's
also great segue when it comes to programs and capabilities.
I know you have a lot of different offerings out
there and whether it's a small, medium or large business.
I know it's Alacarte and everybody wants something a little
bit different. But when it comes to some of the
offerings that you're most proud of or people want the most,
what are they?
Speaker 1 (10:42):
Yeah, you know, if you look at our leading and
offering that really follow into three categories. One is the
MDR Manage Detection Response. Our SIEM technology, which allows people
to in our management experience that allows people to monitor
the environment is probably our largest seller today. The second
is our vulnerability Exposure management, which is really how people
(11:02):
actually prioritize and look at where they're vulnerable, where they
have risk, where they have misc configurations across the environment.
And then last is cloud security. Those are the three
big We have ten different areas we sell in. But
when you think about why people come to us, they
come to us because they actually want the highest efficacy,
lowest cost way to monitor their environment. They want a
fast way to actually prioritize risk across their environment and
(11:24):
vulnerabilities and misc configurations and appliance gaps, and they come
to us actually solve that problem.
Speaker 2 (11:31):
You know.
Speaker 3 (11:31):
One of the things that I heard for years and
I'm gonna layman, but I've been in the news media
with sports and news for thirty years, and I always
read about cybersecurity attacks coming from different countries, and in
the last ten or fifteen, as you know, being intimately
in this business now we're hearing about domestic ones pretty
regularly right now. So with that said, I imagine it
makes your job that much harder, that much more challenging.
(11:54):
But when it comes to what the client's needs are,
when it comes to those kind of things, what are
client talking to you about, what are their concerns out there?
And what are you working really hard at so everybody
can sleep at night.
Speaker 1 (12:06):
Yeah, clients are drowning. And complexity if you use them out.
Most organizations say, I don't have an unlimited budget for cybersecurity,
so how do I get affected cybersecurity? How do I
deal with the fact that I'm having There's been more
and moral technology every year to keep up with the.
Speaker 2 (12:23):
AI race or this race. So it's complexity.
Speaker 1 (12:25):
If you really want to boil it down at the
end of the day, it's complexity in how they scale.
Are the things that customers are actually looking for and
are if you look through all of our customers, the
ones that are successful are not the ones that spend
the most, but they have a couple common attributes.
Speaker 2 (12:41):
One they do the fundamental as well.
Speaker 1 (12:43):
So one they understand their attack surface better than anyone else,
and that's kind of why we actually have a big
focus on, like you have to know your tack surface
better than your attackers and better than the people that
are trying to get to you. But that's inally solvable.
The second thing is they're systematic. They don't do everything,
but the stuff that they do they do really well,
whether they do it themselves, whether they outsource it, they're
very systematic and making sure that they actually have highly
(13:04):
structured programs that run well and the you. And the
third thing that they do is they are not defensive.
They really instill a culture of a I call it
a secure culture, but it's a culture that says like
security is everyone's job. When companies and organizations do that,
they tend to be wildly successful, and it actually strips.
Speaker 2 (13:28):
Away a lot of the complexity.
Speaker 1 (13:29):
What I do, I love because technology helps, services helps,
but at the end of the day, people are trying
to tackle the complexity. And we also just say, like
I say, you don't have to do everything, you just
have to do a common set of things incredibly well,
and that tends to reassure people.
Speaker 3 (13:44):
AI has been around for a long time, but it's
really being used by a lot of people, and I
imagine without any assumptions, it's used in your line of business.
What do you like about it?
Speaker 4 (13:53):
How do you use it? And does anything scary about AI?
Speaker 1 (13:56):
So one, I love AI mostly because it's the being
that is allowing us to accelerate our mission. Our goal,
as I talked about earlier, is everyone has the.
Speaker 2 (14:05):
Right to get cybersecurity. Now we have to make that
a reality.
Speaker 1 (14:09):
What AI is doing is lowering the cost barriers and
allowing us to actually manage the operations of our customers
environments at high quality and high efficacy. So I love
that aspect of it. We're we're putting more and more
people on AI and deploying more and more AI technologies
every day, and that's part of both the success we're seeing,
but it's also part of what's exciting our customers now.
(14:31):
To get to your other point, what scares me about AI?
What scares me about AI is that it's turning the
attacker world upside down to you know, we no longer
get like those mystery emails with all the misspellings and
all the other stuff and forget like spellings. It is
the micro fishing that people can do, whether they're selling
to you or whether they're targeting you for an attack.
(14:52):
They can go into your leakedin profile, your social media
and they can actually use AI to figure out what's
the best way to target you. And by the way,
just like we're using AI across the world to accelerate
software development, that is also true for malicious actors and
malicious say to malicious parties, where they can actually use
AI to craft more to farious malware ransomware campaigns and
(15:15):
they can hyper target it to you. That is the
edmaflow technology. Though technology is technology, is how we actually
use it and us defenders have to actually use it
and apply it to get more benefits, and attackers are
using and apply it. I am optimistic about this, just
to be clear, but it is a neutral thing. We
have to both use it and we have to apply it,
(15:35):
and we have to make it broadly available and accessible.
Speaker 3 (15:38):
Is hacking more sophisticated now or just more people doing
it now? Because and the reason why I ask you
that I think it's like when you buy a certain car,
you start to see it on the street all the
time because you have that car. Now, so as I
watch the news all the time as a layman, I'm
seeing that, well, my bank just got hacked, my phone
company got hacked, my health insurance got hacked, and I
know what's in the news a lot. Is it happening
(15:59):
more often or people get more sophisticated.
Speaker 2 (16:01):
There's three different dynamics.
Speaker 1 (16:03):
One, you actually just have more reporting, more disclosion, which
is actually happened along the way. So that's you know,
when you start measuring stuff and we have compliance regimes
that require you to report stuff. It turns out this
is triply. This is also true for crime. Like you
want to see a crime spike, you actually say you
have to start measuring the standardized way.
Speaker 2 (16:21):
So we know this right, it's history.
Speaker 1 (16:24):
The more you actually sort of like structure measurement, you
actually see more. The second thing is it's actually easier
to actually get started in hacking.
Speaker 2 (16:32):
Now.
Speaker 1 (16:32):
I would say average defenses are going up, so it's
tougher to compromise people that have security. But keep in
mind this is a great divide. There's a big divide.
Speaker 2 (16:40):
Between the haves and haves not in the security world.
Speaker 1 (16:44):
And because of that divide between the haves and have
nots of the security world, that that creates more exposure
to more vulnerable systems and population. So you have local
municipalities that get hacked or popped or something else like that.
Speaker 2 (16:58):
So those things really really matter.
Speaker 1 (17:01):
So that's the second aspect that I would actually put
in there.
Speaker 2 (17:05):
The third one is.
Speaker 1 (17:07):
Hacking has actually grown its share of tools usage in
the world.
Speaker 2 (17:12):
Like, when you were a criminal, you used to have
to use physical things.
Speaker 1 (17:16):
Why if you're a criminal today, why would I go
to a physical attack when I can actually do a
virtual one.
Speaker 2 (17:22):
Criminals don't want to get hurt either.
Speaker 1 (17:24):
When you're a government, why would I actually put troops
on someone else's soil? That's still something when I can
actually stay comfortable in my country and do it. So
it's also just become the preferred way to actually engage
in espionage and veft and all.
Speaker 2 (17:40):
These different things.
Speaker 4 (17:41):
Yeah, it makes a lot of sense.
Speaker 3 (17:42):
Well, listen, I'd love to hear a great story and
imagine over the seventeen years there have been some amazing
stories with clients. You don't have to mention them by name.
But this is one of the fun questions I get
to ask this series about. This is why we get
up every day and I work hard with my team.
Is there something special that happened with a client that
really worked out really well? He said, you know what
knocked it out of the park. This is why we
get up every day. Can you share something with us?
Speaker 2 (18:03):
Yeah? Every day.
Speaker 1 (18:04):
So one of the things we do is we have
a you know, we have a managed detection response and
we have a security operations setup that monitors the environment
for thousands of customers around the world about two good sources.
One of them, there was a nation state attacker that
was attacking eight industrials will call them industrials, a global
(18:26):
industrials company, and our team identified the attack.
Speaker 2 (18:32):
They actually traced it back, they blocked them from getting in.
Speaker 1 (18:35):
What made the story great was it was the start
of a campaign, and so we took what was happening
in that attack and we actually communicated across our entire
install base to protect every customer from that attack going forward.
Speaker 2 (18:48):
And then we also.
Speaker 1 (18:49):
Notified the some of the threat sharing groups that we
were part of about the tech. The thing about that
is that typically when these campaigns they get going, they
build up momentum as they actually go and while it
was successful, we were able to protect our customers, but
most importantly, we were able to limit the impacts and
(19:09):
the reach of that campaign. Now, this is never any battle,
but that's actually you know, that is one that I love.
Speaker 2 (19:17):
You know.
Speaker 1 (19:17):
The second piece that I'll actually talk about is we
have a large I would just say technology. I'm always
careful about how to describe it. A large one of the
top technology companies in the world that are constantly under
attack and they have to actually manage their exposure because
(19:42):
it is it is really they do not have days
and weeks to actually do what they have moments and hours,
and they leverage our technology to one track their tax
surface on a real time basis. What's every piece of technology,
what's the configuration, what's the vulnerability gap, what's the configuration gap,
what's the compliance gap? And we actually demonstrated that we
can actually minimize their time to exposure by orders of
(20:05):
magnitude about what bersus what they were able to previously do.
Those are two examples I give that actually really excite
me about the potential. And you know, in one case,
it's about how we scale sort of like identifying attack
group of cross In the other case, it's about how
do we actually minimize the time of exposure and an
organization that is a primary target of almost every government
(20:26):
around the world.
Speaker 4 (20:27):
Well, it's just absolutely fascinating.
Speaker 3 (20:28):
I have one more laming question for you as you
were talking about that, and I've always been curious about that.
Tell me what you can here, But when it comes
to an attacker and you block the attack and you
find out who they are, it's important to follow up
with authorities, whether it's domestic or in another country or
does that not matter at that point that you've just
blocked them and you've done your jobs. How is there
any follow up when somebody attacks?
Speaker 2 (20:50):
You know?
Speaker 1 (20:50):
It really depends. So look, there's so many attacks that
lots of time, it's just not with our thought because
they're known attacks. Yeah, if we see known unique camp
hanes against existing matrix threat actors, against new threat actors,
then yes we should we need to.
Speaker 2 (21:05):
We do share that knowledge and that information.
Speaker 1 (21:09):
But again, it really is one of those things that
it depends on is it new, is it known? Is
it novel? Who's actually doing it? So there's lots of
attacks that we.
Speaker 4 (21:20):
Just stop understood, just clear understood.
Speaker 1 (21:23):
But there are categories of attacks and research groups and
threat groups that are research team tracks and for those
as we're tracking a research group or a threat group,
then absolutely it does make sense.
Speaker 3 (21:33):
Well as you can tell, I'm absolutely fascinated by it.
I want to put a pin in work just for
a second, if we could Corey and ask you about
philanthropic and charity work. I know you are very very busy,
but whether it's with work or with your home and
your family, and it comes to charity and philanthropic, what
do you like to be a part of.
Speaker 1 (21:50):
I like to be so our family, and it's all
talking about work. At work, we're all about how do
we actually make it where two missions one as many
organizations can gets security as possible. So we always think about,
like how do we actually secure organizations that don't have
the resource and capability, So we have programs around that
and we try to support and work with community hospitals
and other stuff like that.
Speaker 2 (22:10):
That's what a big passion of ours.
Speaker 1 (22:13):
We created this initiative in Massachusetts to work to secure
municipalities so that they were actually secure and that was affordable.
So that's a big passion are. The second big passioner
at work is workforce development and how do we make
sure that fields and cybersecurity are available to everyone. The
thing I love about cyber security is that cybersecurity is
(22:34):
one of those fields that, like what you do matters
more than where you went to schools, grew up to, Like,
you know, the hacker mentality and mindset of what did
you do, what did you create, how did you attribute
to open source? All these different things matters, and we
want people to know about that and be available. So
we support a number of different things that encourage students,
(22:55):
that encourage people that don't have it to actually get
engaged and then turn that into a career.
Speaker 2 (23:00):
So those are the two things that work.
Speaker 1 (23:02):
In my personal life, I am really about like how
do you actually make the American dream come true? So
like how do we actually because you know, I do
worry that there's a lack of belief that it's actually
possible for people to actually work hard and have it.
Speaker 2 (23:15):
I think that's a belief thing that we have to target.
Speaker 1 (23:17):
But then for those of us that have been blessed,
we have to be investing back in our local communities
and help people see that that dream can be realized,
and so that's a big passion.
Speaker 2 (23:27):
Economic environment, and then health.
Speaker 1 (23:29):
You know, my family has had lots of health issues
across our family, and we have there's wonderful doctors who
work really really hard to do lots of things, but
our medical system doesn't always deliver the best experience to people,
and so so we try to work to actually make
(23:52):
that a better experience for as many people as possible,
and we try to do it in the existing health infrastructure.
Speaker 3 (23:58):
Well, I like that you're paying at thanks for sharing
all that I did tease leadership. And you and I
are sports guys, and you know something that my wife
and I have joked about over the last twenty seven
years that we've been together. She's on the sales side,
I'm on the programming side. So heads budded early. But
then when we started speaking our own languages and shared
them and swapped them, we realize there are a lot
of similarities between what we do when it comes to leadership,
(24:22):
whether you know being a sports fan or when you
talking to your team about honor and duty and leading
from above and trusting your people. When I talk about
leadership and how you use it, Corey, what does it
mean to you?
Speaker 1 (24:36):
At the end of the day, when I think about leadership,
it is about how do you actually bring a group
of people together to be more than they could be.
Speaker 2 (24:45):
It's just a collection of individuals.
Speaker 1 (24:47):
Yeah, how do they actually and there's a couple attributes. One,
how do they believe in something larger than themselves? How
do they achieve something that is an or magnitude more
impactful than the number of people that are engaged? And
then the other aspect of leadership is how do we
actually play it forward. There's many different tools that we
(25:08):
actually use, but at the end of the day is
that can we have the widest set of people from
different backgrounds come together and believe something bigger together and
achieve something bigger together.
Speaker 4 (25:19):
That's really well said.
Speaker 3 (25:20):
And for all the sports fans out there, if Corey
centered like a sports coach, that says exactly how they
talk to folks. And that's where I said there's similarities
in the business world to sports world. It's all the
same message about bringing everybody together, believing the message, executing
and being better than any you think you are. And
I think it's wonderful. Thanks for sharing that well. Corey,
I wanted to do this. I really enjoyed the conversation,
(25:41):
but I want to get some final thoughts. I also
want you to give the website and if you're hiring,
I know some people like to work for the best
of the best companies out there, so you can talk
about that.
Speaker 4 (25:50):
But just some final thoughts from you. The floor is yours, sir.
Speaker 1 (25:53):
Well what I just want to thank you so much
for actually taking the time. The website www dot rapid
at seven seventh and number seven dot com.
Speaker 2 (26:03):
We would love to hear from you.
Speaker 1 (26:04):
We're both hiring, We're always hiring, and we want to
actually build partnerships. You know, you and I talked a
little bit about this earlier, but like our ETAIOS as
a company is that we partner with our customers and
we're always working to do a better job. We know
that there's things that we can help our customers with,
but we also have this never done mentality that we
have to continue to evolve so that we actually are
(26:26):
helping our customers tackle the next set of challenges as
they go forward, because the challenges always change in cybersecurity.
Speaker 2 (26:33):
And again, I just want to thank you so much
for your time.
Speaker 4 (26:35):
Well, it's our pleasure. Corey.
Speaker 3 (26:36):
Thank you so much and we really were very excited
to have you on CEOs. You should know continued success
and thank you so much for your time.
Speaker 2 (26:42):
Thank you so much.
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