What’s a learning or takeaway from your time at Mandiant, that you’ve brought with you to this role?

One of the things that attracted me to Sophos is that Mandiant provided a lot of cybersecurity as-a-service, professional services, incident remediation, fast response to breaches. But they did it at the very high end of the marketplace. And I’ve always believed that every company deserves to be as protected as best they can. And frankly, the very large companies — the Fortune 50, Fortune 500, Global 1000 — they have a lot of resources, internal staff. They can afford to build out [a large security team] and then leverage a company like Mandiant on an as-needed basis, or for projects. But then that leaves hundreds of thousands of companies globally that don’t have those same resources. And with Sophos’ 550,000 existing customers, with the threat intelligence that we gather through our Sophos X-Ops organization, and looking at all that telemetry with the MDR offering — and then the strong reach to customer segments through the channel — it just felt to me like, this is an opportunity to become even more critical to helping customers become more secure.

It wasn’t so much that I saw something that Sophos didn’t have that Mandiant had — I actually saw a reflection of a lot of capabilities of what we had built at Mandiant within Sophos already. And I saw how you could serve a different market segment, and frankly, get out to hundreds of thousands of customers, instead of hundreds or a few thousand of the larger customers. And that was a very intriguing opportunity for me.

How do we figure out how to get that to the masses? How do we democratize the capabilities that Sophos has, in a way that are easily accessible, easily digestible and easily implemented by our partners to get out to our customer base? And how do we continue to grow and invest in — and frankly, turbocharge — our channel organization?