With over 20 years of leadership experience in sales, marketing, and executive management at the CEO level, Tim has deep expertise in driving high growth for computing, security and enterprise software companies. Tim joined vArmour as CEO in October, 2013. Prior to that, he was the CEO at Silver Tail Systems from March, 2010 until the company was acquired by RSA, the security division of EMC in late 2012. Prior to leading Silver Tail Systems, Tim was CEO of Everyone.net, an SMB focused SaaS company that was acquired by Proofpoint. Tim has also held sales and marketing executive leadership positions at BEA Systems, Sana Security, Phoenix Technologies and IBM. Tim holds advanced degrees in business, international marketing, and financial analysis, primarily from Solent University in England.

1. Growing
A Start Up
CEO | vARMOUR NETWORKS
Tim Eades

2. Agenda
• Objective
• Who we are
• Our progress
• Some context to our journey
• Culture
- Philosophy
- Evolution versus revolution
- Control points & mechanism
• The role of the board
• Summary

3. OBJECTIVE
• Creation and evolution of a culture in a start up
• Changing skill set requirements as the company matures
• Team growth stages

4. 2011
FOUNDED IN
US
$27B
MARKET
OPPORTUNITY
$82.4
FUNDING
145
EMPLOYEES
17
PATENTS
28
PENDING
PATENTS
4
vARMOUR At A Glance
1HOUR
TO DOWNLOAD,
INSTALL &
SEGMENT
APPLIANCES
87%
REVENUE KEY
VERTICALS
117
214
350
FY-2016 FY-2017 FY-2018
Total Enterprise Install Base
42017 vARMOUR © CONFIDENTIAL

5. Some context….
lets talk small…..
( The Fridge )
( The Network )
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6. • Transparency
• Collaboration….with a tie breaker
• Open “cube”
• Communication frequency
• “The daily welcome”
• New employee engagement
• Formal and informal mechanisms
• Company values
Culture Control Philosophy
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7. Culture Evolution versus Revolution
• Integrity
• Excellence in
development
• Frugal
• Impatient
• Passionate
• Naive
• Integrity
• Excellence.
• Frugal
• Team work
• Risk
• Optimistic
• Integrity
• Excellence.
• Frugal
• Team work
• Mentor
• Empowerment
• Strategic risk
• Focused ambition
• Measured inc performance
• Paranoid to maintain drive
TECHNOLOGY DEVELOPMENT VALIDATION ACCELERATION
Risk takes to professionals
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8. Culture control points
Unstructured events : “Gelato runs”
Structured events: Weekly company meetings
Exec staff & Extended Staff: Top 5 priorities
(key for visibility into thought processes.)
Culture Consultant: 360
Role Model
Teach and coach
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9. Company skill set revolution
9
IDEA CREATION BUSINESS VISION MARKET ACCELERATION
• Entrepreneur
• Technical genius
• Industry expertise
• Generalist skills
outside core area.
• Integrity
• Technical genius
• Tenacious
• Competitive
• Balanced
• Integrity
• Technical genius
• Process orientated
• Leaders & managers
• Strategic Thinkers
• Departmental expertise
• Competitive
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10. Company hiring by stage
• Entrepreneur
• Technical genius
• Industry expertise
• Generalist skills
outside core area.
• Product People
• Process focused
• Creative
BD/Sales
• Product Management
• Departmental competence
• Finance
• Sales
• Marketing
• HR
IDEA CREATION BUSINESS VISION MARKET ACCELERATION
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11. The changing roles of the founders
From
• Jack of all trades amongst few
• Subject matter experts
• Creative engine
Challenges
• Lack business acumen
• Lack of market awareness
• Financial insecurity
To
• Defined roles amongst many
• Visionaries
Challenges
• Business learning curve
• Becoming executives
• Delegating
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12. New start up executives…
what do they all do?
First month dash -desperate to add value
• Lacking context (energy of existing team, market awareness,
customer understanding) they start very fast.
Second month -oxygen debt/marathon versus sprint
• Try to calibrate
• Need a stabilizing force (CEO)
Third month- find their home….
• Good or bad
• Need a peer as a stabilizing force and empathy
• Need a win (however big)
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13. Where is this team?
ADJOURNING
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14. Team’s Evolution & Leader’s Role
Team progress Leader’s role
High
Directive
Low
Directive
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15. Role of the Board
A new board goes through the same process
of forming and storming…..so watch for it.
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16. Role of the Board
A good board….
• Knows what to take off line and what not to
• Knows your management/work style
• Is available
• Helps with culture management, transitions and recruiting
A bad board ….
• Reacts without context
• Criticizes before coaches
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17. Challenges
Culture……..Is HARD
Exec team…Is HARDER
Founders management…Is HARDER still
Board………Can HELP
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18. Summary
• Lead from the front
• Transparency is key
• Control culture transformation….get ahead of it
• Hire adaptive animals, set expectations and communicate
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19. IT’S A JOURNEY…BE READY FOR IT
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20. THANK YOU

21. Growing A Start Up
CEO vARMOUR NETWORKS
Tim Eades