they buy products that are poorly implemented. So what we felt is, as a late starter, could we potentially build a platform that solves a large part of a customer security problem? And can we look at bringing all of that together through a combination of technology, landscape, and so and so forth. And that was the big bright idea that we had. And we chose to build on that idea as we went along. And that's how the company got big. Just give me one second, huh? So, the idea therefore for us was to create a platform that could bring multiple technologies together. Not only that, we said that we'll offer the software, we will deliver it to a platform, and we'll give a capability to run the platform. So, the idea was for that mid-market customer who really struggles to understand the overall security landscape. We want to be that one player that solves it for them, end to end. And when they took that vision to either our first set of employees or to the prospects or to the investors. They kind of got an idea that, "Hey, this is something very different in the way these guys are thinking and maybe will join our journey." And that's how we got our first set of customers as well as the employees (indistinct) a period of time, a lot of others joined us on this journey.
NICK: Interesting. So you had that initial vision, and then you kind of started to see traction in the marketplace. You started to see people get excited about this. And then eventually you approached the product market fit from kind of that direction, is that right?
PANKIT: Absolutely. Absolutely. And we were also very clear, Nick, is that we will not build a product in isolation of the market. So, what we had done is that we were very, probably saying, we are very good as, kind of an overstatement, but the idea was that we will get to a product a minimum viable product very quickly, and get a customer to use it fairly early on in its life cycle. And when I say use it, not use it for free. We were okay even if it was a $10 order. The idea was not about the fact that there was money attached to it. The idea was, or the fact was, we wanted the custome to hold us accountable and be accountable to the customer delivery. So, instead of building a product in the labs for months and quarters together and then coming out with it, and then when you take it to market and there is no product market fit we sell it.
