EP 128: Jay Chaudhry (CEO, Zscaler) On Picking The Best Markets, Risking Everything, & Scaling to $30B

Jay Chaudhry https://www.linkedin.com/in/jaychaudhry/ is the definition of a self-starter. Born in the Himalayas with no running water or electricity until high school, Jay has now scaled Zscaler https://www.linkedin.com/company/zscaler/ to a $30B public company. He and his wife went all in many times over—betting their life savings and quitting their jobs to launch their first venture, Secure IT, which became a huge success. Jay then parlayed that into building multiple more self-funded, successful cybersecurity companies before founding Zscaler. In this episode, Jay shares his playbook for building disruptive companies, how he picks a market, and insights on using AI to combat modern breaches—plus his perspectives on life, family, and money. Executive Producer: Rashad Assir Producer: Leah Clapper Mixing and editing: Justin Hrabovsky Check out Unsupervised Learning, Redpoint's AI Podcast: https://www.youtube.com/@UCUl-s_Vp-Kkk_XVyDylNwLA 🎥 Subscribe on YouTube: https://www.youtube.com/channel/UCugS0jD5IAdoqzjaNYzns7w?sub_confirmation=1 Follow on Socials 📸 Instagram - https://www.instagram.com/theloganbartlettshow 📱 X - https://twitter.com/loganbartshow 🎬 Clips on TikTok - https://www.tiktok.com/@theloganbartlettshow About the Show Logan Bartlett is a Software Investor at Redpoint Ventures - a Silicon Valley-based VC with $6B AUM and investments in Snowflake, DraftKings, Twilio, and Netflix. In each episode of The Logan Bartlett Show, we sit down with the people behind today’s most important startups and extract the tactics, lessons, and frameworks they’ve learned the hard way. Conversations span hiring to GTM, product, growth, fundraising and everything in between - collectively forming the ultimate playbook to make you a better CEO, investor or board member. Tap follow and enable notifications to stay ahead of the game.

Speaker names marked ? are inferred from speaking time and the show’s known hosts — they are not voice-verified.

• 0:05Logan Bartlett?

  Welcome to the Logan Bartlett Show. On this episode, what you're going to hear is a conversation I have with founder and CEO of Zscaler, Jay Shodri. Jay and I talked about a number of different things, including building Zscaler into a $30 billion business, and the opportunity he took to build a disruptive technology company, capturing the trends of the move to the cloud and going all in on that. We also talked about Jay's initial founding of his first company, which included him putting his entire life savings and him and his wife quitting their jobs to start the business, which ultimately proved really successful and allowed him to self-fund Zscaler for a number of years. We also talk about the value of family and how Jay has been able to keep his kids grounded

• 0:46Logan Bartlett?

  despite his immense success with Zscaler, as well as his prior endeavors. You'll hear that conversation with Jay now. Cool. Thanks for doing this.

• 0:54Speaker 01

  Thank you.

• 0:55Logan Bartlett?

  Yeah, San Jose, these are HQ for Zscaler here, as we sit. So how many people are local to California for you?

• 1:05Speaker 01

  In this office, somewhere in the 600 to 700 people.

• 1:09Logan Bartlett?

  And total employees is?

• 1:11Speaker 01

  7,500 to 8,000, somewhere there.

• 1:14Logan Bartlett?

  Yeah, depending on the day, depending on... Well, normally I don't like to, I'll jump around a little bit, but I think your background and story is so interesting. So this is your fourth company?

• 1:30Speaker 01

  Fifth.

• 1:30Logan Bartlett?

  Fifth company, excuse me. And maybe give for a little bit of background for people. Maybe give a quick snapshot of upbringing. And I think it's an impressive story of coming to the United States.

• 1:45Speaker 01

  Well, it's a story of America, you know? It's wonderful.

• 1:51Speaker 01

  Only in this country you can do whatever you want to do. And that's true. I wonder sometime about my life. Born and raised in a tiny village in the foothills of the Himalayas in northern India. I reflect on it. Huh. Electricity after I finished my eighth grade.

• 2:09Logan Bartlett?

  And water when?

• 2:10Speaker 01

  After tenth grade.

• 2:12Logan Bartlett?

  So, so eighth grade electricity, tenth grade water, and you got your, what, camera? The first time a camera came around was when?

• 2:19Speaker 01

  First picture? Oh, high school group picture.

• 2:23Logan Bartlett?

  I mean, it's, it's like a crazy, like, to be here now, starting a technol- a thirty billion dollar plus technology company and that to be your childhood. It's kind of a crazy.

• 2:32Speaker 01

  It's unbelievable. I look back, my sister and I will fight over who is going to clean the kerosene lamp because we would study, right? In that lamp, in school, at the start of the day, the teacher will send some students to go to the village well and fetch water, so the rest of the students could drink for the rest of the day. You look at those things there.

• 2:56Logan Bartlett?

  I'm sure, I'm sure your kids feel like walking uphill both ways, you know, in the snow, sort of the old adage of, of parents telling their kids how hard they had it, but you've had to walk a fair ways to get to school, actually?

• 3:08Speaker 01

  Yeah, yeah. And my kids have been back. I take them.

• 3:12Logan Bartlett?

  You've shown it to prove, like, no, this aren't just dad's adages.

• 3:16Speaker 01

  But also to kind of help them appreciate life.

• 3:20Logan Bartlett?

  Totally.

• 3:21Speaker 01

  What it takes, because America sometimes seems like a bubble.

• 3:25Logan Bartlett?

  And you, your first flight was to the US?

• 3:28Speaker 01

  Flight was US.

• 3:29Logan Bartlett?

  And what year, what year was that?

• 3:31Speaker 01

  Nineteen eighty, when I did my bachelor's in IIT B H U and came here to do my masters.

• 3:38Logan Bartlett?

  And what was the, what was the draw of coming to the States? Was it just education?

• 3:43Speaker 01

  Yeah, IITs are some of the best schools in India. And somehow, everyone thought that the best place to get a master's degree in engineering was America. So actually, probably more than half of IIT students will come to America to do masters. And that's what I wanted to do as well.

• 4:03Logan Bartlett?

  So, so take me from there to, I guess, starting your first business.

• 4:10Speaker 01

  Yeah, you know, a lot of these things that happened to me was not part of the plan. Um, because I didn't know I I Ts existed. Yeah. I just stumbled across them. I didn't know that I could be a great engineer. Just that I heard that medical and engineering are two great professions. Since I didn't want to deal with blood, engineering was a good thing. And even picking the discipline of engineering was kind of accidental. They asked me to fill which choice do you want? And I looked at the list and said, electronics engineering sounds cool. Because electronics had to deal with television radar type of stuff.

• 4:55Speaker 01

  Uh, but once I got to my I I T, then I knew a lot. Because it was the best of best students. So I probably had a bigger shock to come from my village to my I I T in India than coming from I I T to the U S. So I came here for a typical thing, let's go and do masters in the U S. And once I did that at University of Cincinnati. And I selected them because they offered me a tuition scholarship. Without that, there's no way I could do anything. And I started doing software development, just like most of the Indian students would do. And it's funny how I moved to the business world.

• 5:39Speaker 01

  Once I graduated, this company where I had done in summer internship, they offered me a job. It was a very small software startup. And I wrote these software systems. And one day our sales engineer called and said. And my boss said, you wrote the software, why can't you do a demo? I never done a demo to a customer, I never talked to a customer. So, well, opportunity presented and I did a good demo. And as I drove home that night, I said, wow, that was a lot more fun than writing code all day. Then was the spark and say, should I change my career and move into sales and marketing?

• 6:23Speaker 01

  And I thought about it, thought that I felt better. I read a little bit more about sales, marketing, customers for the first time in my life. The pull was there. And then I called IBM office in Cincinnati itself. And they said, oh, you come from engineering background. They're competing with HP and digital equipment. So we need people with technical background. They hired me in sales. So perhaps if I had not gone from engineering to IBM, I may not have started any of these companies. IBM was the best sales training. Having done that, I moved to marketing at NCR.

• 7:08Speaker 01

  Uh, because I realized that IBM, that I had a flair for creating good message, good presentation. And I would do it for my customers. Then other sales reps from IBM will say, could you present this to my customers? I started having fun creating message, refining the message. And that's why I went to NCR. There was good learning ground, international marketing and the like. Went to NCR, there was a bigger jump where I ran sales and marketing for the software products division. So it was good exposure to a large company. And that took you to Atlanta? No. Headquarters was Philadelphia Blue Bell, right outside Philadelphia.

• 7:53Speaker 01

  So that was there. And that's where I saw bigger companies, but I also saw that at a VP level, some of these large companies are so internally focused. And I was always focused on customers, customers. And then I came across the CEO of this small company called IQ Software in Atlanta. And who liked my ideas and suggestions and worked on me for six months to have me quit Unisys and join his company as the number two man in Atlanta. So now I had a broader exposure beyond sales and marketing, some other areas. And I worked there for a couple of years. This was ninety.

• 8:36Speaker 01

  Four or five timeframe. Yeah, I joined the braun in late ninety three, early ninety four. And company did quite well, actually. I even outside Silicon Valley, I joined that company at ten dollars per share. And when I quit after two years, it was twenty two dollars per share. So some of the savings of that company actually helped me start my companies. But that's where I got into startup, literally by accident.

• 9:04Logan Bartlett?

  And I guess if you look back, I mean, it's such a crazy journey from from the electricity in the water to I I T to Cincinnati. And as you paint the story, it sounds elements of of luck. And I'm sure if you I'm sure you're being modest in that. But as you reflect on it, are there are there lessons that you would impart to people that are listening and thinking about their career or how to create the opportunity for luck, things that you feel like you did uniquely well?

• 9:37Speaker 01

  So the biggest thing I had was I love to learn and read. So I was good in figuring things or reading, figuring out. For example, in IBM, funny story, I joined sales. I thought sales will be easy. You talk to customers. I realized that sales isn't easy. Getting those purchase orders, selling takes a lot more. So I want to, I was competitive all along. I want to get ahead. I want to be number one. That desire somehow was there all the time. And I also realized that you don't get ahead unless you work hard. That was somehow instilled in me.

• 10:16Speaker 01

  In IBM, I found that in sales, man, I was struggling for some time. And other salespeople who were born and raised here, they had lots of buddies, drinking beer buddies and watching.

• 10:30Speaker 01

  Football games and baseball, I wasn't into those things. And I felt, hmm, how do I get ahead? So I talked to him and I said, if I am good technically at solutions, I start spending my Saturdays for three, four hours every Saturday to learn everything about IBM solutions. In six months, I knew IBM solutions better than most of the people in my office. So it is a lot of work, but I really loved being out there, learning, figuring out. Then opportunities presented themselves. Then I essentially jumped on them with both feet to make sure I take.

• 11:10Logan Bartlett?

  There's an element of, I guess, I mean, going all in in that, right? If you're going to do it, I'm going to learn the solution all the way to its end. And state and all of that. I guess, I mean, that brings to your first venture as well. You quite literally went all in on that. Maybe for people that don't know, can you tell the story of the original financing?

• 11:35Speaker 01

  Yeah, so so far I was on a corporate path in this company IQ Software, a small public company, but I was number two man, doing pretty well. But I love to read everything. And I was reading about internet. The world wide web had just evolved and reading about Netscape, Mark and recent and Mozilla browser. The more I read about it, the more I fell in love with it. The logic was, wow, for the first time you could access information without having a special software on your PC, just a browser.

• 12:15Speaker 01

  So again, this is your logical thinking without a lot of IDC or Gartner data behind it. If it is so easy to access information in this model, this technology should take off. If it does, then every company will start setting up their websites. Then they'll start connecting to internet, which is like a cyber highway.

• 12:40Speaker 01

  That means bad guys can also start coming in. That means cybersecurity should become an important area. So that's what took me the line of cybersecurity. I had no background in cybersecurity before.

• 12:54Logan Bartlett?

  But it's an interesting framework of how to think that through where, and I think eventually we'll get to your existing very successful business. But you kind of took something and extended it to its fullest conclusion. And then what are the derivative considerations that hang off of that? Because I guess in technology, as you know far better than I, just doing the incremental thing, competitors are going to copy or be able to keep up. And so you almost need to go all in to the end state.

• 13:26Speaker 01

  And maybe in a different area.

• 13:27Logan Bartlett?

  And maybe in a different area.

• 13:28Speaker 01

  Right, where the big guys aren't.

• 13:30Logan Bartlett?

  Yes.

• 13:31Speaker 01

  Lots of companies want to build web servers and all that kind of stuff.

• 13:36Logan Bartlett?

  Because that was that was one derivative. Okay, the Internet's going to happen. Let's build the websites. And a lot of people are going and doing that.

• 13:43Speaker 01

  Exactly. But I think technology that's main mainstream, if every big guy's coming in, you have a hard time. But if you start in a given area that's a little bit different, establish yourself, and there's enough runway for you to become big, and there's disruptive technology, you have a far better shot of being successful. Too many entrepreneurs like to say, I have better technology, but it's incrementally better. If it's incrementally 10, 20, 30% better, no, they're going to come and catch up with you. So this is where I think I have been looking for disruptive trends all along.

• 14:26Speaker 01

  And to me, disruptive is disruptive technology. I'll give you examples, right? Secure IT was probably the first pure play security services company.

• 14:38Logan Bartlett?

  Which is your, your first business?

• 14:39Speaker 01

  My first business. Before that, there used to be services company, I'll do the network here, this here, this here. I honed on and said if cyber is a big issue, could be a big issue, let's do nothing but become the heart surgeons of cyber security services deployment. How do you design, architect, sell, deploy and support firewalls was the starting point.

• 15:03Logan Bartlett?

  And the VCs were exactly clamoring to, to back you in Atlanta. So you had to put in.

• 15:09Speaker 01

  Basically, put.

• 15:10Logan Bartlett?

  Entire life savings.

• 15:11Speaker 01

  Life savings, right.

• 15:12Logan Bartlett?

  So. A very, a very, a very, a lot of credit goes to your wife for participating in this endeavor.

• 15:20Speaker 01

  Without her, it won't get happen.

• 15:22Logan Bartlett?

  Yes.

• 15:23Speaker 01

  In fact, she also quit her job.

• 15:26Logan Bartlett?

  So you guys are all like literally all in, life savings, both employment.

• 15:31Speaker 01

  Yeah, and it was logical because if Shannon quit her job, I would have hired someone for finance and all this stuff. Hiding her, we don't have to spend money. So it, it worked, but the goal was there wasn't much expertise out there. I talked to Checkpoint Software at that time. In 96, Checkpoint Software had done, if I recall right, about $25 million total in sales.

• 15:57Logan Bartlett?

  Okay.

• 15:58Speaker 01

  And so then I went in as a partner with them to deploy firewalls, all that kind of stuff out there. And our business took off because we're so focused in this area. And other lesson I think people can learn is there were half a dozen firewall companies out there. And other guys would come and say, Mr. Customer, which firewall do you like? I carry all of them. And I would go in and say, we have looked at all. This is the best firewall and we are the best in deploying it. We know it better than anybody else and work with us. And since we did that, Checkpoint will send all the leads to us because Checkpoint knew

• 16:41Speaker 01

  that this company was only focused around it. So having some level of focus, tight partnerships.

• 16:49Logan Bartlett?

  That's interesting. I've heard phrasing that startups, you need to force a choice and not a comparison. Like if you're comparing things, it's too incremental. You need to have someone make an independent decision on something. And so you got to be the best at doing that thing.

• 17:05Speaker 01

  Exactly.

• 17:05Logan Bartlett?

  People didn't want to do it.

• 17:06Speaker 01

  Yeah. Funny story. One day, this was, I think Home Depot in Atlanta. I was offering some of the services. We were doing deployment, pen testing the like. And we are charging at that time over $2,000 per day. And this guy said, hey, even IBM doesn't charge that. They are worth $1,000 a day. I said, look, if you want a hard specialist, you come to us. If you want a journalist, you go to IBM.

• 17:37Logan Bartlett?

  It's a choice.

• 17:38Speaker 01

  That's what we do.

• 17:39Logan Bartlett?

  It's forcing the decision.

• 17:41Speaker 01

  So I think those decisions are important. And I always try not to do incremental technologies.

• 17:49Logan Bartlett?

  So I want to skip ahead to Zscaler here in a second, but I guess I'd be remiss. You had exit options along the way for secure IT. At one point, someone came to you and I read the story and they were maybe a little arrogant in their, how they presented the option.

• 18:07Speaker 01

  Yes, yes. They said, if you don't sell me, we'll wipe you out.

• 18:11Logan Bartlett?

  Okay. And that didn't happen.

• 18:14Speaker 01

  It was tough. It was a tough decision. No. Sure, I mean, I like to say I don't have a lot of attachment to money and I really don't. And luckily, my wife doesn't either. So we just happened to coming from that mindset, okay. But then someone said, hey, here's an offer, take it or leave it. And I don't know any bankers, anybody out there to figure out what to do. And but I kind of depended on my gut. A lot of decisions got made. And sometimes I think the good decisions, you need only certain amount of information. Too many people, the deeper you go, the more analysis paralysis you go.

• 18:59Speaker 01

  The more you slow down, this, this, you need some amount of information. Then you make a call, you move forward with it. You may have to course correct.

• 19:09Logan Bartlett?

  And what was that framework at that moment in time that did you just feel, hey, this, I mean, minus the guy kind of being a jerk, but like, did you just feel that that there was more to be had and there would be a fairer value in the future? Or was it simply his attitude to you?

• 19:25Speaker 01

  I was having fun building.

• 19:26Logan Bartlett?

  You were having fun?

• 19:27Speaker 01

  I was having fun. I wasn't thinking about selling at all.

• 19:30Logan Bartlett?

  Yeah, interesting.

• 19:30Speaker 01

  Okay. And then if someone asks, and they're really arrogant and like this, so obviously you have no intentions and someone is arrogant, you walk away.

• 19:41Logan Bartlett?

  And then ultimately, when you decided to sell, what was like the consideration? Did you stop having fun or did?

• 19:46Speaker 01

  No, we were doing actually very well. We literally had gone from five million to sixteen million. First year was five million dollars with twenty percent pre-tax profits.

• 19:58Logan Bartlett?

  Wow.

• 19:58Speaker 01

  Okay. So and then it was moving very well. So that sale happened very soon. Okay. The CEO there was a great gentleman. Okay. He actually talked, called me a few times and I said, no. And one day I had a call, he said, hey, you're saying no, but don't you think we should sit and talk? And then you should say no. Pretty logical.

• 20:22Logan Bartlett?

  Yeah.

• 20:23Speaker 01

  So then I sat down and talked. And his logic was, so you're trying to build a bigger company, yes. You're trying, you'll go public, yes. He said, why don't you go public through me? I just went public. Okay, and they had. And you'll be pooling of interest, you have all shares in this company, and you run it as a service business. He was, this was Stratton's, Clavos. He was a great guy. And so we did the deal. It was a good thing, actually, because I turned on all the other companies out there who would call.

• 20:57Logan Bartlett?

  Okay.

• 20:58Speaker 01

  And Varicent's deal was done at $26 per share. And I know approximately when I left, it was about 15, 18 months. It was 256 after two splits. So, I mean, my employees had 20% of equity, I had remaining, there's no outsiders. And it was like, wow.

• 21:24Logan Bartlett?

  You made a lot of millionaires.

• 21:25Speaker 01

  Lots of them, 70 or 80, if I looked at the spreadsheet.

• 21:29Logan Bartlett?

  Wow.

• 21:30Speaker 01

  There was a going away party they gave to me when I left. And they published the T-shirts, T-shirts. It's so kind of emotional for me, too. T-shirts said, uh, thank you for securing our future.

• 21:44Logan Bartlett?

  That's great, that's super cool.

• 21:45Speaker 01

  Yeah, I went home that night, I looked at the spreadsheet of options they had, multiplied by the stock price. But 70 of the 80 employees had their options over a million dollars kind of stuff. So it is extremely, extremely.

• 21:59Logan Bartlett?

  I'm sure that was extremely gratifying. So, so you, uh, skip ahead. So you had three other businesses you started after that, maybe all at once or within a short period of time.

• 22:08Speaker 01

  Staggered.

• 22:09Logan Bartlett?

  Staggered.

• 22:09Speaker 01

  Right.

• 22:10Logan Bartlett?

  And, uh, good success along the way. But then, I guess I'm curious, when you get to Zscaler, um, going all in on a technology. I heard that Mark Benioff was an inspiration and you wanted to build something that was, that was super enduring. And so I, I guess I'm curious, how did you land on the idea of what Zscaler's become? And you also picked up and you moved, uh, the business here. So can you, can you take me through the, how you thought about what your next act was gonna be?

• 22:39Speaker 01

  So. Just a little summary, the three companies happened because I made so much money. I thought I can only put so much in one company, let's do multiples and stagger. And thinking that the young will need more time, the others will need less time like kids. But that's not true in business, okay? So I realized that there's a lot of work needed and you can't just say this is go hide a CEO, this will run on its own. So even though all three worked out quite well, it's wonderful. I did realize that it's not a good thing to do multiple projects. So when I came to Zscaler, I said, I won't do anything else, not even invest, nothing, no boards.

• 23:24Speaker 01

  I want to put 200% focus in Zscaler. So it was the opposite of doing multiple. Now, a starting idea was pretty simple. I thought about it over actually a fair amount of time. It wasn't that one day suddenly the idea clicked. I was in cybersecurity, I was in internet all along. I was so familiar with what's internet. I was familiar with the risks of internet and all that kind of stuff. The idea this time was how do you build something that's lasting long? So I want to pick a bigger thing. Previously, I was looking for narrow and deep. Here I want to go wide. Which narrow and deep in cyber is a decent way of selling companies.

• 24:08Speaker 01

  A lot of businesses sell for 200 million bucks these days and. It's good to be narrow and deep. The chances of success with narrow and deep go higher. Yeah. You have fewer competitors. Don't raise a lot of money, there's a lot of good buyers out there and. That's essentially what I did my previous company. This I want to change because there's no fun in doing it one more time the same way. Yeah, so what was the, I mean, I'm curious, the motivation itself was, was it building something that lasted and went public? Yeah. Climbing a next big, big mountain uh to something like Salesforce. So my first slide was can we build the Salesforce of cloud security?

• 24:50Logan Bartlett?

  Hmm.

• 24:51Speaker 01

  Okay, so it was security focused.

• 24:55Logan Bartlett?

  And the Salesforce of cloud security in your mind was something that endured and encompassed a bunch of different considerations?

• 25:01Speaker 01

  Salesforce was successful, had done quite well. It had, it would go into new space. It wasn't trying to do C-bolt better. It was disrupted cloud native multi-tenant technology. So when I looked at, I said, so the notion was if application moved the cloud, because even in two thousand seven, eight, when I was working on it, uh, internet was the biggest source of applications. I have been using Salesforce and NetSuite since year two thousand one, when each of them was under ten million dollar annual sales. So I loved SaaS. I believe that more and more applications will become SaaS. And in two thousand seven, AWS had just launched this compute and storage as a service.

• 25:45Speaker 01

  And Apple had announced their iPhone. So I could see mobility and applications all over. The simple notion was any new technology starts, it starts as a cottage industry. And eventually it has to become as a professionally managed service. In my simple mind, compute as a service, just like water as a service, electricity as a service. It should be done that way. I looked at it as a, this trend will take some time, but it has to go that way. And getting inspiration from Salesforce, what they had done, why shouldn't security be sold as a service? Applications are everywhere, we are everywhere. So two notions we reimagined.

• 26:28Speaker 01

  One was, why should we build private networks when internet is evolving? It's almost like, why would you build private roads as a big, large company? When nation has only built highways. So in my world, I want to make sure Internet is your corporate network. Two was if applications are everywhere, users are everywhere, where are you going to put your firewalls? Where is the moat? None, so we're going to think outside. We won't build a firewall. Everyone's untrusted. We are an exchange, a switchboard, a policy engine connecting things.

• 27:05Logan Bartlett?

  People that don't traditionally, you sort of had the concept of a of a moat. What's inside the castle is secure and what's outside the castle is bad. Now we're moving to a world of, you know, everything could be good, could be bad. Your employees are down the street or in India, they're in Atlanta, whatever it is. And you don't, what do you do in the world where you're not sure what to trust?

• 27:28Speaker 01

  And applications are out there. Salesforce is not in your data center. So everything is untrusted. We became the policy engine that says, I will connect user A to application B after I check identity and a few other policy constraints. That was really literally outside the box thinking. And and for that, since since the notion was, I want to do something big and I'll put whatever amount of money it takes. And we'll focus on innovating new technologies. And I found this great team that had built Netscaler, Load Balance.

• 28:10Logan Bartlett?

  Sure.

• 28:11Speaker 01

  They could, this team knew how to handle packets at high speed, sitting in line, figuring out what needs to be done. And that's what actually brought me here.

• 28:21Logan Bartlett?

  Oh, interesting.

• 28:22Speaker 01

  If the core team is here, I need to be here as well.

• 28:25Logan Bartlett?

  It's, I mean, even going back to the secure ID, secure IT days, it's it's a similar thing of taking something to its conclusion and assuming what it could be if this is the path that it's on. I I find this in the venture world a fair amount of like, some of the best investments we make are tiny markets. They just happen to be tiny markets that are on the path of being huge markets. What's on Facebook was Harvard's, you know, little social network. And then it just happened to be something that extended along the way.

• 28:58Speaker 01

  And I think you. You need to really build conviction around those things. And one of the things I do is I do fair amount of color research, but not library research, reading articles. At Zscaler, before I started the company, I actually met with scores and scores of customers sharing the ideas. And most of them said, hmm, not really. Okay. Just because it was so fundamentally different, fundamentally different. Yeah. They all agreed they need to do this. They won't agree that it needs to be done in the cloud. Would I let my security go to the cloud? So most of the validation was negative.

• 29:41Speaker 01

  But the notion that things should become a utility service felt so powerful. Okay. And I said, if we really build this serious technology, it should happen. I was ready to really make this big bet.

• 29:58Logan Bartlett?

  And presumably you found some people that validated the idea.

• 30:03Speaker 01

  Was it?

• 30:04Logan Bartlett?

  That they were so effusive in their validation that you knew other people would come along or you knew you could build a big enough business around the people that really believed it and inevitably some other people would join you?

• 30:17Speaker 01

  So one or two out of 10 would say it's a good or reasonable idea.

• 30:25Speaker 01

  But I, I felt like the customers are good to validate when you're building incremental stuff. When you're building disruptive stuff, you shouldn't talk to your customers because you are really changing everything for them. So that's really the notion I went in with. If I had been going the notion that customer validation is happening, then I wouldn't have done this business because then the numbers just not supporting it.

• 30:57Logan Bartlett?

  It's a profound perspective. I, I, I think that almost all the super disruptive technologies probably have some, some element of that. I also imagine the businesses we've never heard of that burned out have some element of that too.

• 31:13Speaker 01

  Sure.

• 31:14Logan Bartlett?

  And so which, which, which one you're on, only time will tell.

• 31:17Speaker 01

  Everything is not a success.

• 31:19Logan Bartlett?

  Yes.

• 31:19Speaker 01

  As you know, the startup, the other thing I thought about is first mood advantage is very helpful. But if you're too early, you start. So many fast mover, potential fast mover fail.

• 31:33Logan Bartlett?

  You never start on the exact right day.

• 31:35Speaker 01

  Exactly. And but if you are late, you're late.

• 31:41Logan Bartlett?

  Yeah.

• 31:41Speaker 01

  And catching it becomes hard.

• 31:43Logan Bartlett?

  Which were you?

• 31:44Speaker 01

  So for almost everything I had done is essentially fast mover. Uh, he's got maybe a couple of years sooner, but not a whole lot sooner than that.

• 31:58Logan Bartlett?

  Yeah, so you you were maybe a little too early to it, but you survived through that.

• 32:03Speaker 01

  A couple of years.

• 32:04Logan Bartlett?

  Yeah.

• 32:04Speaker 01

  But I think we ran a tight business. We did not kind of say, I raised fifty million, hundred million dollars from this VC fund. Let's go and burn it. I think sometimes when money becomes easy and company pays too much money, the discipline just disappears. It's not a good thing, even if you want to save it. Everyone in your team says, man, the two hundred million dollar setting, let's go.

• 32:33Logan Bartlett?

  Yeah.

• 32:34Speaker 01

  And you can't go faster sometimes. There's a level where you can go fast. Beyond that, you're actually burning money and you're not really getting some ROI. So those factors have to be kept.

• 32:46Logan Bartlett?

  Yeah, there's there's only so much you can will the market to move faster than it naturally is. And so there's like a requisite of survival that comes. If you're if you're if you're too early, your job is to survive until the market ultimately gets there. And there there are a lot of perverse incentives with venture capital. And once you start viewing it as a validating factor of your progress, employees start thinking the same thing. And how how long so you started those seven oh eight? And then your first outside capital, when when did Lightspeed invest?

• 33:19Speaker 01

  So that was an interesting investment because I had no plan to take any any money because the notion was what I'm doing is fairly crazy.

• 33:32Speaker 01

  And I can do that better with my own money by taking risks by being crazy than someone else's money. That's really how I believe in, okay.

• 33:43Speaker 01

  I think Lightspeed and EMC came by accident. I wasn't looking. In fact, Ravi from Lightspeed had talked to me several times.

• 33:57Speaker 01

  But EMC, NSA Security CEO was after me to put some money and I kept on saying, no, no, no. And finally, he had Pat Gatzinger, who was kind of head of ventures at EMC, talk to me and also I think they put what some twenty five million dollars.

• 34:16Logan Bartlett?

  Those who invested. So that was, that was thirteen, fourteen?

• 34:21Speaker 01

  Something, maybe twelve or thirteen.

• 34:23Logan Bartlett?

  Twelve or thirteen.

• 34:24Speaker 01

  And, and at that time, I was trying to have them go away by telling them no. And they wanted me to name the price and I named very high and they still came in. So the deal got done with EMC. But I didn't want just one institutional company to be the investor kind of looks like EMC company. I wanted another independent party. So I called Ravi, Lightspeed and say, here's an opportunity to put in a few million dollars.

• 34:56Logan Bartlett?

  Oh, got it. Interesting.

• 34:57Speaker 01

  So.

• 34:58Logan Bartlett?

  And then ultimately you raised more along.

• 35:01Speaker 01

  For getting ready for IPO.

• 35:03Logan Bartlett?

  Getting ready for IPO. How did you, as you, as you reflect on, I guess, the, what you did differently across your, from your fifth venture back to your first? Obviously, your ambition changed in what you're going after. But are there other ways you felt like you really evolved as a leader or things that you did different beyond like the, the size of the pie maybe you're pursuing?

• 35:27Speaker 01

  Of course, many, many changes.

• 35:29Logan Bartlett?

  Any that's to stand out, most notably.

• 35:33Speaker 01

  First, it was to start thinking bigger. Being able to make bigger investments in R and B. Okay, I mean, I put somewhere about fifty million dollars into this company. Okay. Without even worrying about who to go, because I I just was fully in.

• 35:49Logan Bartlett?

  Yeah.

• 35:50Speaker 01

  Sales teams, for example. When I felt good about be ready, I was the first sales guy. Manoj Akte, I had a products was my S C. We would do all the selling. I believe that if every C E O should go and sell the first number of deals. If they can't sell off your product management leaders can't sell, they shouldn't be in the business.

• 36:15Logan Bartlett?

  And what do you think? Is that just? How much of that is making sure you understand the nuances of the product in the early days versus you are the biggest evangelist? And so if you can't communicate it, no one else can.

• 36:28Speaker 01

  Yeah, second part is probably more important. Especially so when I hire product managers at C scale. Say for your product, you got to sell the first five million dollars, ten million dollars and five, ten customers. If you can't, you have no right to tell the field to sell. You should be able to do that. So that's kind of standard practice at C scale. But the things I did differently, I I hired about thirty person sales team in one shot.

• 36:58Logan Bartlett?

  Wow.

• 36:59Speaker 01

  At C scale, okay.

• 37:03Speaker 01

  Pretty global team. We had done a handful of deals in the U S and validated the stuff. And we went big and half of the team was outside the U S. So it worked well. Actually, it took my business to half international, half U S pretty quickly. That is a good lesson learned. It's a little bit bold move.

• 37:27Logan Bartlett?

  And you've been a solo founder-ish. I mean, your wife has been involved intimately.

• 37:33Speaker 01

  Yeah, the brilliant guy is Kalash, who was the chief architect. He was at Netscaler.

• 37:41Logan Bartlett?

  He was Netscaler?

• 37:42Speaker 01

  He was the technical, technical brain behind. What helps me is being an engineer who has done software development. I'm technical enough to figure out the areas that need to. If I had not come from engineering background, I couldn't really do what I've done before. I mean, that's like, and if I'd been an engineer and hadn't been exposed to sales at IBM of the world, I probably wouldn't have taken a chance. That experience, which is kind of wasn't part of the plan, it just evolved, hasn't been any help. But you do need brilliant people. I had a great team, the first 10 people we hired, that all came from Netscaler. About half of them in India, half of them here.

• 38:27Speaker 01

  And that was, is a brilliant team, and most of them are still with us here.

• 38:33Logan Bartlett?

  As you now, hearing the Zscaler story, you were fairly visionary or forward-thinking about where things were going. At some point, I assume, you've started being more, taking more feedback from the customers around different products and areas to go into. When did, when did that shift happen? And I guess, how do you balance today that visionary element of where you think the world can go with the practical element of X customers calling you up for Y thing?

• 39:08Speaker 01

  So you do both. For example, at Zscaler, the first product was, how do you access internet and SaaS applications securely? And that was the platform replacing the entire Internet gateway. That was a big, big undertaking.

• 39:26Logan Bartlett?

  And mostly focused on the IS, reselling to ISVs or reselling to the?

• 39:30Speaker 01

  Enterprises, all along enterprise business. And that's my training for IBM. I always like enterprises. SMB gets a little tricky enterprise level sale. Then we want to make sure customers can access internal applications in your data center, AWS, SMB, everywhere else. So for that, we pioneered this Zero Trust Private Access technology. Totally disruptive, nothing to do with anything in the world. So that was a disruptive move. On Internet access, we kept on evolving and taking feedback from customers. Because once you set it up, customers say, you got this, give me this, give me this. So you're rounding out the product. But the second product came as private access.

• 40:15Speaker 01

  And that got rounded out. That's really the foundation of Zero Trust has evolved and done amazingly well. Everyone is trying to copy C-SQL Private Access. But now it's evolving. Big idea, evolution, we had to evangelize it for quite some time. Then you're the next level. We, there are many innovations in then taking the same technology from users to applications, to workload, to workload communications. Workloads are similar like users, they talk to Internet, they talk to each other. Why shouldn't they talk through our Zero Trust Switchboard technology? Then taking the same idea to IoT OT communications. How should they talk? Where do they talk?

• 41:00Speaker 01

  We have taken the same core technology, taken to multiple markets. It's, it's pretty exciting. So we are combining both incremental improvements and some that disruptive, but you don't do disruptive every day. X years, you have disruptive ideas, then you go to the next level.

• 41:21Logan Bartlett?

  We're, I guess as we sit here, it's, it's 2025 and we're, there's this, there's this artificial intelligence thing that's going on. Obviously implications for every single business. I would assume it's making the ability to proliferate.

• 41:42Logan Bartlett?

  New types of attacks and all that.

• 41:44Speaker 01

  Big time.

• 41:44Logan Bartlett?

  Pretty meaningful. So maybe you speak a little bit about for for people that aren't in the weeds of security. What's going on and what does that mean for Z scalage business?

• 41:54Speaker 01

  So AI is amazing. I mean, it can do wonders for you. And for goodness for badness. Now, what's badness? You can say, ChatGPT, tell me all the firewalls and VPNs of this company that have security vulnerabilities and tell, give it to me in a tabular format. Now, ChatGPT is trying to put some inhibitors so they don't answer a specific company query. But you can break the answer in the question and three questions and you get it. It's so easy to find the attack surface to attack companies.

• 42:37Speaker 01

  Things that were taken weeks now done in seconds. So it's dangerous stuff. Once, for example, you get into the company through VPN. Now, the ChatGPT and these geni technologies can help you find some of the critical applications, automation for sake of doing damage. So it's it's dangerous, but it's also very powerful. It can allow you to do things you couldn't do before. Now, for that, we are very excited because think of it. Forty five percent of the Fortune 50 companies have the traffic go through C scalage. We are the communication hub like an international airport.

• 43:21Speaker 01

  There's some 50 million users who go to a cloud every day. They generate over 500 billion transactions. Every time you go to Salesforce, email. Google, whatever, five billion, right? Now, those communication logs also have reconnaissance activity going on. Imagine being able to feed these large language models with all that private data. It's high-quality data, it's vast quantity. I should be able to answer, get any kind of questions about risks, this, that, these kill chains, attack chains and all that kind of stuff. Those are some big projects we are working on.

• 44:05Speaker 01

  And I think we are in a very good position because of the data. Now, if I can find all of that stuff, I can feed that information back to my exchange, to real life, to real-time loop, to give you far better security. Those are some big, big opportunities.

• 44:25Logan Bartlett?

  Do you think the net benefit of AI to companies like yourself, able to do some of the things you just outlined, versus the net benefit to attackers and their ability to proliferate? Do you think in five years' time, we're talking about more hacks because the hackers are now enabled through all this? Or are we talking about more protection because companies like yourself are able to leverage it?

• 44:52Speaker 01

  I think that so many smart companies like Zscaler, who actually can do far better with AI. The problem is not that hackers are smarter or they're better. But there's a problem. The problem is inertia with large enterprises. Hackers have no inertia. I see so many companies, everything takes longer. They need to move a lot faster. If they do, we'll be in better shape. That's one. The second part is, I think the reason we are all getting attacked is because the foundation of security.

• 45:30Speaker 01

  Is you get on the network, you're inside the castle. Once you're in, lots of damage get done. We got to move to zero trust architecture, which means you're not on any network. You're always untrusted. You are connected to a given application with the least privilege. Nothing more than that. Unfortunately, this world, all these enterprises are spending, have spent so much money on firewalls and VPN. They are no longer able to keep up. Talking about castle and moat. They were very good when you only had armies with arrows and whatever. Once cannons got invented, air force got invented. You can't do these castles and moats.

• 46:15Speaker 01

  Too much money is getting spent. I see so many customers, they got breached. Parcel opens up. They have 500 firewalls. They buy another 500 to do what? Create another moat, another moat, another moat. I think the world has to move. Inertia needs to be taken over. Technology is hard, but inertia is harder. Human beings, job security, all that stuff is what we're fighting. Ah, my number one challenge to sell is not competing against other competitors. It is inertia and mindset change.

• 46:54Logan Bartlett?

  And for people that maybe aren't as deep in this field, I mean, the analogy, I guess, of zero trust. I'll use this building. Once I got checked into this building, theoretically, I could go walk around and do whatever I want. And they did, okay, Logan got into the building. He's, he's fine. Let's go, let him do whatever I want. Your building rightfully has different doors that I can go into. And there's zero trust assumption that I am a good actor. So let's make sure Logan's gated in this area.

• 47:24Speaker 01

  You'll be escorted to a given room.

• 47:26Logan Bartlett?

  Yes, and there'll be cameras up around and all that.

• 47:28Speaker 01

  Escorted back.

• 47:29Logan Bartlett?

  Let's, let's assume that Logan's a bad actor, probably a safe assumption. But it's, it's the, it's the world that, you know, who knows, right? All these things could be happening.

• 47:39Speaker 01

  That's what we pioneer. Now, the challenge is when new technology comes and incumbents are threatened. They all incorporate that wording.

• 47:51Speaker 01

  So lots of customers are confused. They think that somebody is spinning a firewall in the cloud and VP in the cloud. It is a zero trust thing. Unfortunately, it's a false sense of security. And we have to educate our customers in this area.

• 48:06Logan Bartlett?

  Security is an interesting market in general to me. And I'm fortunate enough to be investor in a handful of cybersecurity companies that are doing well. But it's at times it can be difficult to assess the efficacy of it. And in some ways, you're buying some element of security, like mental security.

• 48:27Speaker 01

  Yes.

• 48:28Logan Bartlett?

  Where it's, hey, well, I didn't, my partner told me this, my friend told me this, and he's a CISO at a big company. And therefore I should trust it. And so I'm sympathetic to the job. Most, most jobs are you either need to adopt innovative technology, but you can't get fired for it. Or you don't need to adopt it, but you can't, you don't need to be early adopter, but you can't get fired for it. Security is sort of this weird box. And so it's hard to make these decisions. I guess, how would you counsel people that are trying to think through their security posture?

• 49:00Speaker 01

  So.

• 49:00Logan Bartlett?

  Besides BIZESCO.

• 49:02Speaker 01

  Right. The biggest advice I give customers is technology incrementally changes all the time. But you need to look at some disruptive technology to get some benefits out of it. And when you look at it, you're going to face natural inertia. Inertia is less at the C level. The lower you go down in the organization. And the bigger the change, the bigger the discomfort. So actually, we work with CIOs and CISOs. They try to find change catalysts, people who are actually forward thinkers and get them on board. And the rest of the team gets on board. Because in large enterprises, you just can't say this is being done.

• 49:42Speaker 01

  So bringing mindset change, cultural change is part of the job that successful CIOs and CISOs do.

• 49:50Logan Bartlett?

  So I'm curious, you've, Zscaler's been around now 17, 16 years. At different points in time, I'm sure you've felt like the pure disruptor in totality versus needing your company not to feel complacent about the position and hey, we still need to keep going after all this stuff. I'm curious, as you reflect on Zscaler in its own journey and trying to change culture at different points in time or evolve the culture, I'm curious how you've been able to communicate being a change agent within the org or effectively made people want to attack a different hill or something like.

• 50:35Speaker 01

  I mean, the bigger you become, the harder the job becomes.

• 50:38Logan Bartlett?

  Sure.

• 50:39Speaker 01

  So the biggest thing I try to do is when we are hiring leaders in the next level to make sure these people had the passion and fire and desire to do something. So when I look for hiring people, irrespective of what the job is, I look for three things at the highest level. Number one, do they have passion and fire and desire to do something to make a difference? They're not just looking for a job. Because once people have that, they actually make things happen. Number two, people who are sharp, quick study, curious to learn, because things are changing all the time, whatever you knew till last year is okay, but if you aren't curious and

• 51:24Speaker 01

  quick study, you're going to fall behind. So that's number two. The number three, people who are willing to adapt, change, try new things, fail and pick up and change and move on. If you have made no mistake, you're playing too safe. And if you're playing too safe, you're never going to get anywhere out there. So we encourage people to take risks. These are the kind of things we try to do. And if I have my direct leadership aligned to have full conviction in the area, and we do the next level and the next level, hopefully, things carry on.

• 52:03Logan Bartlett?

  So there's the passion, there's the curiosity, and then the risk-seeking, ability to change, evolve, all of that. Is that, does that tie, I assume your interview process or the questions you ask are some derivative questions of that. Do those then tie to the cultural values of the organization in some way? Or is that?

• 52:24Speaker 01

  Absolutely. So for most of the leadership roles at director levels and higher up, Brandon Castle, who is our head of HR, and I are largely looking for these attributes. I don't need to interview someone, how good are you in sales or engineering? But we are looking for these kind of stuff, the cultural fit. We're very proud of our culture, right? We are all about teamwork, open communication, innovation, passion, as well as customer obsession. Customer obsession is one of the key things. It makes us so wonderful when a customer says, "See, Skeller, you had done so much for us."

• 53:07Speaker 01

  Our customers are proud of the amount of money they save by disrupting all these old products, the cyber posture and business agility and productivity. We are viewed as a more mission-critical application than even Office 365 and the like. Because everything works through us. So it's a big responsibility, and we take it seriously. We have the maturity and experience to handle the biggest of the biggest companies out there. But we work hard to make it happen.

• 53:43Logan Bartlett?

  So you guys went public in

• 53:45Speaker 01

  Eighteen, two thousand eight.

• 53:46Logan Bartlett?

  Two thousand eighteen. And as we were talking before, the stock's done quite well since the IPO.

• 53:55Logan Bartlett?

  There's been an element of reticence, I would say, of certain Silicon Valley or technology companies to go public. And obviously, the market's been a little murky over the last couple of years. I'm curious, do you feel that being in the public markets has made Zscaler a better business in certain ways? Or is it just something that you guys, it was just the next step along the journey?

• 54:22Speaker 01

  So I have run the business the same way post-IPO and pre-IPO. We are always prudent. We wanted to invest in technology and go to market. We want to minimize our overhead investment. The overhead means other areas, administration, finance, all that kind of stuff. So having done that, we had the freedom to keep on investing. So nothing has changed in the area. What has changed, the biggest surprise to me was the brand actually went up significantly.

• 55:02Speaker 01

  A lot of these large companies, they actually wanted to know that you are a public company, and we know your numbers and everything. It has been good. I think companies, it's good to go public. But obviously, you need to make sure your products and technology are ready. You need to deliver consistent results.

• 55:23Logan Bartlett?

  I know you're not motivated by the money element of all this, and you've continued to go all in on each venture. Zscaler's been personally lucrative for you and your wife and family. I'm curious, you don't need to keep doing this, I don't think financially. I think you could retire and hang up somewhere. What keeps you motivated today and enjoying the job that is running a $30 billion, 8,000-person organization?

• 55:59Speaker 01

  Look, to me, your life is very precious. And life is made of time.

• 56:06Speaker 01

  And if you want to really make something of life, you don't waste your time. You do something to make a difference in the world. Zscaler for me is not a business, it's a mission. I mean, think of it, the whole world runs it online interconnected. The feeling that United Airlines and Siemens and GE of the world are actually secured by Zscaler employees and Zscaler technology is very satisfying. It's wonderful. Otherwise, you know, different people have different priorities in life. I have always liked to learn and do something.

• 56:48Speaker 01

  I, my wife and I talk about it sometime and say, I wonder if I, what will I do? I mean, I get bored sitting at home. And this is a fun thing, we have a great team, great customers, great friendship, great relationships. It's just exciting.

• 57:08Logan Bartlett?

  Isn't it interesting that, I'm sure that the IPO itself, there's a picture here for people that can see it, there's, you know, about the IPO offering over there. I'm sure that was a particularly gratifying, fulfilling moment, but it's a cliche, but I think it's true that like, it's a point in the journey. It's not the end of the journey. I'm sure that was a fun day for you and all your employees, but there's, there's, there's no point, I assume for you, that if you didn't enjoy the process, there's no day you're working towards in all of this.

• 57:45Speaker 01

  That's right. I think it's all in your mind. I think the human mind is so powerful. The attitude, the positivism, sure, it comes from success, but success breeds success too. But success doesn't happen unless you focus, you go the extra mile, you make it happen. That's how I take it. And also, to me personally, I wanted to be a role model for my kids and my wife and both. They

• 58:15Speaker 01

  Are good kids, I take more pride in having a great family life than business life. Okay.

• 58:25Speaker 01

  When I would do my lawn mower, my backyard, my two sons will be with me, learning, figuring out. That's how life needs to be. I think those are good things.

• 58:37Logan Bartlett?

  I'm curious, a lot of people I've been fortunate enough to talk to had different measures of financial success. And it sounds like you've done a bunch of things to try and make sure the family wasn't overly influenced by the financial elements of that. I guess, I mean, you don't need to give all the tactics, the Jay School of parenting and all that. But are there, besides making them join you on the lawnmower, are there one, two, three things that you sort of reflect on? And you're like, boy, I'm really glad that I did this so that my kids weren't exposed to things that we wouldn't have?

• 59:21Logan Bartlett?

  Or is there anything that sort of stands out? I mean, I went the Jay parenting tips. I have a son on the way here. So I want to make sure I do it right.

• 59:30Speaker 01

  I think kids follow parents early on. So trying to lead a normal, middle-class family life so they appreciate what the life is all about was one of the basic things. But then also spending time with them, doing things so they have interest in learning and education. That is an important part of it.

• 59:59Speaker 01

  I think those were the type of things, spending time. I know startups are hard. Sometimes people say, oh, you're spending all the time, the startup. We invented, my wife and I, these bonding walks in the evening after dinner. Family goes together, spends thirty, forty minutes to get to know. All those things are important.

• 1:00:22Speaker 01

  But role model is important.

• 1:00:25Logan Bartlett?

  Kids are particularly observational, right? It's not what you say so much as what they see you, what they see you do.

• 1:00:32Speaker 01

  Sorry.

• 1:00:34Logan Bartlett?

  I think that's a great place to, and Jay, I really appreciate you doing this. And yeah, I, the lessons that you have about building companies as well as parenting and all that, I think they're super applicable to, to a lot of entrepreneurs out there.

• 1:00:52Speaker 01

  Yeah, we all learn from each other.

• 1:00:54Logan Bartlett?

  Yeah, I guess, I guess one before you hop, anything if you were, if you were thinking about starting a new company today that wasn't within Zscaler, is there anything that you find particularly interesting?

• 1:01:10Speaker 01

  I think AI is going to fundamentally change everything in life. So a lot of those businesses will be around those.

• 1:01:17Logan Bartlett?

  Take it to the fullest extension.

• 1:01:18Speaker 01

  But don't go and compete with OpenAI.

• 1:01:23Logan Bartlett?

  Yeah.

• 1:01:24Speaker 01

  And Google of the world, find an area where you have better expertise and understanding and build something around it.

• 1:01:33Logan Bartlett?

  And go all in.

• 1:01:34Speaker 01

  All in.

• 1:01:35Logan Bartlett?

  Yeah. Jay, thanks for doing this.

• 1:01:36Speaker 01

  Well done. Thank you.

• 1:01:40Logan Bartlett?

  Thank you for joining this episode of the Logan Bartlett Show with founder and CEO of Zscaler, Jay Shadri. If you enjoyed this conversation, we'd appreciate it if you subscribe to us on whatever podcast platform you're listening to us on, as well as shared with anyone else you think might find it interesting. It really helps us continue to grow the show and find new listeners. We'll see you back here next week with another great guest on the Logan Bartlett Show. Have a great weekend, everyone.