From Cyber Defense to COVID-19 Defense
One of Palo Alto Networks’ own is on the frontlines of the United States’ fight against coronavirus. Senior Director of IT Business Operations Steve Januario has been serving the nation’s military since 1997 and currently is Inspector General for the 195th Wing of the California Air National Guard, overseeing inspections for Cyber Defense, Intelligence, Space and Combat Communications. In a typical, non-pandemic year, this involves about one weekend a month of service, but there’s nothing typical about this year. When California Governor Gavin Newsom activated the Guard on March 23rd to assist in the state’s COVID-19 response, Steve said goodbye to his family (not to mention the new desk he’d purchased for working from home) and headed for the Sacramento area to bring his leadership skills to a new kind of battle.
While living in a hotel since March 24th, Steve has been performing his Palo Alto Networks duties in the morning and heading to an Army facility to work the long, daily swing shift as Battle Captain for the Guard, working with a team on an operations floor to oversee troop movement through California as part of the Guard’s four-fold COVID-19 response effort: working at area food bank facilities, providing logistical support for medical supply distribution, managing nursing stations, and operating homeless shelters.
“The Guard is doing a lot of great things,” Steve says. “We’ve packaged over 50 million meals at these food banks over the last several months, and we’ve been able to help communities in need throughout California.”
He credits the whole Palo Alto Networks IT Services team for its support while his time has been limited, especially as the unprecedented demands of getting the entire company transitioned to remote work were at their peak. He’s optimistic that California’s aggressive efforts to flatten the coronavirus curve will pay off. “People should feel assured that we have all the necessary equipment and food, and they should continue to stay home or follow safe social distancing and wear masks when going out,” he says. “This is something we’re taking very seriously… hopefully, we’ll start to see this taper off soon.”
Trailblazing
Rohan Kar, Product Management Academy
My Journey to Product Management
As a 90s kid in India, I vividly remember life pre-Internet, when Amazon was just a river, Google search didn’t exist, and you needed an actual paper map to travel. Contrasting that with the vast improvements in my life that came after, started a lifelong passion for technology as a catalyst for positive change in the world.
So when it came to deciding a career path, I wanted to get as much exposure as I could into building great technology products. When you simplify it, three things determine a successful product: what you build, how you build it, and how it’s adopted. Product management is the only role that’s deeply embedded in all three areas.
I was naturally inclined to major in computer science and engineering for my undergrad. While I was strong in software development, I wanted to develop myself into a more well-rounded technologist. So I moved to the U.S. to pursue a Master of Information Management and Systems (MIMS) at the U.C. Berkeley School of Information. Berkeley provided an interdisciplinary approach to understanding the societal impact of my decisions on how technology is designed, built, and used.
As my mentor AJ likes to say, product management is both art and science. The art is all about situational leadership, influence, and the ability to drive outcomes despite imperfect conditions. Science is the technical knowledge and analytical skills you bring from areas within product development, like UX research, systems design, and data science, as well as areas outside product development like sociology, economics, and operations. PMs don’t necessarily make all the decisions — they just ensure the right ones get made. One’s ability to make better product decisions is ultimately limited by the scope of understanding of your problem space. So I think the more perspectives you bring into product management, the more you get out of it.
It was really important to me to be a part of a company that does well and also does good. I had always admired Palo Alto Networks as one that was working on the cutting edge and also making a difference in the world by keeping everyone digitally safer. When I encountered the PMA job listing on Berkeley’s internal careers site, I was immediately excited and applied right away. That’s how it all started!
About the PMA
The Product Management Academy is a two-year, rotational PM program for new grads. The rotations provide breadth and depth of experiences and give exposure to different customer challenges we solve as a company. It also introduces you to the unique problem-solver style of product management here at Palo Alto Networks. It fosters a high degree of analytical and product rigor by virtue of being on high-impact projects where you will be constantly challenged to deliver different outcomes while learning by doing.
Each year, the PMA welcomes a small class of six to eight PMs. The close community aspect is one of the most important things to me about it because we all support and learn from each other. Not only that, but the mentorship I’ve received from product leaders throughout Palo Alto Networks has been tremendous, and it was an important part of why I chose the program.
There’s really no prescribed path to a successful product management career. Everyone creates their own through their unique backgrounds and experiences. In a way, we’re all trailblazers! If you’ve realized product management is the right role for you, then I think the PMA is a fantastic way to start. We move very quickly and at a high level, so you have to be ready to hit the ground running. It will accelerate your growth and allow you to take the next step towards becoming a product leader.
In my first rotation, I was placed on one of our most successful products: WildFire. I’ve enjoyed the full spectrum of opportunities working across the company to strategize key areas for business growth, writing specs for new features, defining key performance indicators (KPIs) for the next stage of my product, and helping deliver a platform to general availability (GA). When I took the job as Palo Alto Networks’ first PM in the PMA, I couldn’t have imagined the professional fulfillment I would achieve just in this past year alone.
Working at Palo Alto Networks
A huge draw for me joining Palo Alto Networks was the scale at which our products affect customers. As the world’s leading cybersecurity company, we help protect over 70,000 organizations, who then serve millions of people like us around the world. We are customers of our customers. By protecting them from adversaries, we, in turn, protect our own digital way of life. The benefits of working for an industry-defining company where you can grow and try new things is invaluable. It’s still early days for us so I’m constantly excited about what we do next.
Inside the Big Data Team
As the Director of Engineering in the Cortex Data Lake organization at Palo Alto Networks, I am working in some of the most interesting and challenging areas of technology today. Our team, which totals more than 20+, is composed of professionals who perform a variety of work, including Development Engineers, Site Reliability Engineers, Software Quality Testing Engineers, Product Managers, Program Managers, and more. We’re all focused on ingesting a massive amount of data in the data lake — roughly 3 million data requests per second at peak, which is on the high end of the industry. We provide real-time streaming data, and queries to our customers and internal apps for analytics, machine learning, and effective rapid security responses. It’s our job to ensure that the data are delivered on time with low latency and that the quality of that data remains good.
This is my first role in cybersecurity. I’ve worked in Big Data for eBay and LinkedIn, which are both consumer-based systems with high volume, but Palo Alto Networks is an enterprise-based company, meaning that the volume of data is much higher, and the way we use the data and work with customers is different. Instead of being used to make marketing decisions, this data helps us determine where a company’s vulnerabilities are and what potential threats they face. People typically don’t associate Big Data processing with security, but in fact, they do connect. We’re using artificial intelligence and machine learning to make the data more intelligent — these are tools used to analyze human behavior but we’re leveraging it for security purposes. For me, the combination of these things makes this a very interesting place to be, and I feel I’ve joined the right company.
For someone early in their career, this is a great opportunity to work with technology you’ve never used before. We use Google Cloud Platform (GCP) and a streaming engine called Dataflow, as well as the industry-standard Apache Beam, to stream data to our customers and internal apps in real-time. We use BigQuery in GCP to build indexes and handle complex SQL queries with fast response times. We use Java heavily, as well as Kafka for temporarily storing data, and a number of other cutting-edge technologies, all to ensure that we’re handling enormous amounts of data in the most secure way possible, to provide the most value for our customers. This company is a pioneer in firewall technology and is a growing player in cloud-based security, so this is a chance for someone to explore technology from a whole new perspective.
This is not work we perform in isolation. We communicate with each other frequently, within the team and with others outside our team, to solve problems and develop new products, and the communication channels are always open at all levels in the organization, all the way up to the Senior Vice President, who is actually very involved and supportive of what we do. Not only that but we also work directly with our enterprise customers — upwards of 5,000 of them — to ensure we’re addressing their issues properly. We do presentations for customers and other departments within the company as well. Anyone who works within the Cortex Data Lake team should be comfortable communicating with others on a regular basis.
The people I work with and I all feel motivated when we walk into work every day. We see new things happening every day, new challenges to meet, and we truly want to improve and grow. We’re excited by the importance of the work we’re doing, and anyone who’s looking to join this team should be excited to embrace that. Whether you’re coming in with nothing but training in Java or basic and looking for an entry-level position or you are a senior-level architect with strong skills in streaming and Big Data and are prepared to mentor junior engineers, this growing team needs motivated people at all levels who are ready for the challenges of Big Data in a security environment.
The Art of Customer Success
For many people, the term “customer success” equates to addressing complaints. It has negative connotations. But in my role as Customer Success Manager for Prisma Cloud at Palo Alto Networks, we perform true customer success functions, in that we are working to ensure that customers obtain the highest possible value from our products and services, leading to better, stronger cloud protection. I come in at the post-sale phase and help manage our relationship with the customer by assisting with the operationalisation of Prisma Cloud, helping them see value in it, and helping implement best practices in line with their business objectives.
I work in London as part of the EMEA (Europe, Middle East, and Asia) region, specifically working with customers in Southern Europe — Spain, Italy, Portugal — as well as in Israel. My work involves travel about one-third to half of the time so that I can meet face to face with customers and work with them on enablement to ensure that they’re getting the most out of the products and maximising the value of their investment with us.
My path to Palo Alto Networks was untraditional. Growing up, I wasn’t an academic. Art was my thing — I love to paint and sketch — and it was something I’ve always been good at. I thought for a while that I would pursue a career in art and design, but when I wasn’t able to attend the art school I’d set my sights on, I realized university wasn’t for me. I much preferred a professional setting to an academic one. So I finished my A levels and left school at 18, then went to work for a bit in retail. Soon after, an opportunity came along to work for my friend’s dad at an IT company, and my tech career started at age 19.
When I started out, I was doing purchasing and procurement in desktop support. Because it was a small company, I was quickly promoted to head of customer support, which made me a supervisor at a very young age. That’s where I started to engage with customers more often and enjoyed it while realising that I was good at customer-facing roles. After four years, I was ready for the next level and moved to another tech company, specifically, as a service manager. After an acquisition the role was changed to customer success, but unfortunately, it fell back into service management — the focus was quite reactive and concentrated on escalation management and resolving customer issues more often than not. Whereas customer success should be very proactive and consultative. I was soon promoted to a management role, but I eventually realised I preferred delivering true customer success and wanted to focus on that.
I sought out a role with Palo Alto Networks because I had been working in Technology for quite a while and had heard a lot about its culture, its products, and the direction in which the company was headed. I had kept an eye on shares and stock prices, watched the growth of the company, and had seen how it was transitioning from traditional firewalls and physical security to the cloud, and SaaS offerings, which was all very attractive to me. Plus, I knew its leadership was strong, and I wanted to be part of a company that was continuously growing and progressing. It seemed like a really exciting place to be.
Customer Success at Palo Alto Networks is the opposite of what my prior experiences were. It’s a very positive position in that we’re not selling, per se — we’re reminding customers of the continuous value of our products and helping them to successfully obtain that value. For example, rather than talking about ticket numbers or problem cases, we’re talking about adoption, new features, giving best practice guidance, and— as the name suggests — how to achieve success with the product. Customer Success means always finding ways for customers to achieve value.
While university may be right for some people, I don’t believe it’s essential in order to work in tech, and the professional world has been an invaluable training ground for me. I’ve developed in the course of my work, facing new obstacles that create more learning. The challenges of this role have truly improved my skills in working with customers over the short time I’ve been with the company. I think my work has been helped by my artistic background, because it means I tend to think more outside the box, coming up with creative solutions and being persistent in overcoming obstacles. Palo Alto Networks is a place that appreciates an innovative approach and empowers people to offer up new ideas. I recently told my boss, I’d rather go to her with a suggestion or solution than a problem, and I feel well suited to this company because it’s a place where that is encouraged.
Product Junkie
I come from a fairly conservative region in India. Growing up, I was always interested in pushing boundaries and breaking stereotypes. I married outside my community. I learned to drive a Jeep when I was 16, even though I could not do an elegant stick shift change. I earned a postgraduate degree in computer science. These were all things that girls in my family just did not do 20 years ago.
However, my father’s job as a government servant meant we had to move every two years or so. This helped me later in my career because it taught me to be adaptable and open to possibilities — to bloom where I’m planted. Because of this, I found myself in a career I love (but never planned for): leading a Product Management team for Palo Alto Networks.
My Career Journey
It was serendipitous that I ended up in cybersecurity. Unlike the college students I meet today, who are very clear about what they want, I didn’t know all the possibilities that existed in cybersecurity. I always knew I wanted to work with computers, and at that time, computer science education was just taking off, so I earned a degree in computer science, graduating in 2001. At the beginning of my career, in 2002, it was during the economic downturn, so I took the first interesting, available position I could find in my field, working as a Windows kernel developer for a technology startup. This was in a country where financial security is highly prized, and where women didn’t join risky startups. I had no experience in kernel development at the time, but I really loved technology, so this gave me an opportunity to get deep into solving problems with technology. Most of the time, I would be the only woman in late-night hacking sessions with my team. It required a lot of hard work, self-study, and running new pieces of code in windows kernel (mostly undocumented). I was so passionate about it that I was willing to do whatever I had to do and always saw the positive side — even when there was failure involved. I didn’t realize it at the time, but I eventually came to learn that if you want to make a difference in work, and in life, a growth mindset helps!
When the startup grew, it was time for the company to have a customer success team. I was expecting my daughter at the time, and in India, it’s considered more proper for women who are in the family way to work in less-stressful roles, so I was asked to leave engineering, which was perceived as more stressful, and heads up this new department which is perceived as less stressful. Even though I sort of fell into this new assignment, I learned that customer success was something I really enjoyed. It gave me an opportunity to build a team from scratch, which was very exciting but also to fully understand how the products worked and how customers were using them — and what their needs were. This would become key to my work as a Product Manager, a career I had increasingly become drawn to while working in customer success because I was interested in the connection between customers’ needs and product development.
In 2016, Rishi Bhargava, my former coworker from the startup where I’d begun my career, suggested that I come to work as a Product Manager for the company he had cofounded — Demisto, a pioneer in Security Orchestration, Automation, and Response (SOAR) products. Joining Demisto has been a pivotal point in my career. In this role, I worked on a very early product version with customers to discover how they used the product and what they needed from our product in the future. My team and I would bring our customers’ needs to our engineering team to translate that into our next generation of products.
Demisto’s product is exceptional and serves a key need in the Security Operations domain, so it’s no surprise that we were acquired by Palo Alto Networks (and rebranded as Cortex XSOAR).
So although I sort of happened into product management and my current role at Palo Alto Networks, I believe I’m exactly where I should be. There is no typical day. You have to be fluid, adaptable, and willing to deliver what your customers, the Sales department, your leadership and your team need from you. Fortunately, my upbringing and professional experience prepared me well for this!
Keys to Success
Now that I’ve been a Product Manager for several years, I see that there are several qualities a person should have to be successful. First, you have to be a product junkie — and I definitely am! I explore several products a week, which I believe is critical to success in this role. Nothing compares to the hands-on learning experience of what makes or breaks a great product. Working in a product like Cortex XSOAR, which integrates with an ecosystem of 300+ security products, is a great environment for learning new category of products.
I also think you must be passionate about customer success. I love working with customers, and I have developed a powerful empathy radar. I call it “customer sense” The most important things that customers have to tell you is what they’re not saying, so you have to sense these things.
Career Growth
What’s so exciting about working for Palo Alto Networks is that we are moving at incredible speed, trying to do things no one else is doing. We’re not about the status quo. There is no better security company to work for. There’s so much product DNA here, so much cutting-edge technology that we work on. The leaders here are deeply involved and open to new ideas. The possibilities for product development and a person’s career growth are vibrant. There is a lot of support for leadership development with coaching and abundant training resources.
When I was growing up, I wasn’t shown many career options — women in technology simply didn’t have that many. That’s why I’m passionate about helping others, particularly women, understand the options that product management can offer when there is interest. I work hard to bring young women along with me as I progress in my career. I make it a point to spend time mentoring women interested in transitioning to a product management career in cybersecurity. I regularly volunteer with organizations such as Girls Who Code, to introduce girls, including my daughter, to the many possibilities in the technology field.
If you have questions about Product Management opportunities at Palo Alto Networks, or about how to break into this field, I’d be happy to speak with you! Feel free to contact me at nrustagi@paloaltonetworks.com.
Improving the Customer Experience
I am a technology professional with over 20 years’ experience in the networking industry with the last two spent at Palo Alto Networks. In my current role at Palo Alto Networks, I am part of the APAC (Asia-Pacific) Global Customer Success (GCS) management team that oversees support operations and ensures that we have a satisfied customer base in APAC.
During my high school years, I was fairly clear that I would choose a career in either technology or administration. Back then, computer programming was just beginning to become a fad, and coding courses were newly introduced into the school curriculum. I used to enjoy having the ability to solve problems in a logical manner in my programming classes. One thing led to another, and I wound up pursuing my bachelor’s degree in engineering, followed by a career in computer networking.
Career Transition
I spent most of my career in quality assurance and management roles, within product engineering organizations. I have enjoyed being part of new product initiatives (NPI) and projects that help to deliver tangible products to the market.
However, over the last few years, being in Singapore, I realized that I needed to be closer to the customer to get a real taste of the business. This made me pursue a Master of Business Administration degree, simultaneously scouting for opportunities that were different from what I had been doing before. The Tech Support role at Palo Alto Networks seemed ideal to help put me in close contact with the customer and also to get an understanding of business drivers in the industry.
Fast-paced — that’s the best way to describe Tech Support. Customers expect problems to be solved pronto, and this demands urgent action. I have huge respect for my colleagues who continually take calls from customers — customers whose emotions are somewhere within the spectrum of confused, desperate, frustrated, or angry. Members of Technical Support have to maintain their own composure, calm down the situation, and then go about troubleshooting technical problems. It requires a demanding combination of excellent technical and communication skills.
This is where work-life balance is important. When work takes up so much of our time and mindspace, it is hard to not call it an integral part of our lives. On an average day, most of us spend more than 70% of our waking hours at work. This means that work has to be taken as part of life and not contrary to it. To keep an inner balance, I try to follow a routine that involves reserving early morning hours for yoga and meditation. I also squeeze in a walk or work out after work, whenever I can. Outside of spending time with my family, I have a variety of interests like playing games, reading, and contributing to certain social causes. I try to be genuinely present at work during working hours and with family during off-work hours, though I must admit that there are unavoidable encroachments into both.
Women in Tech Support
As a professional, I hardly ever identify myself with being a female worker – rather the focus is always on the task at hand. However, it is no secret that there are fewer women than men in tech support professions. Knowledge-centric professions are great levellers for women in the workforce, as they remove the requirement for physical prowess and technical support roles should be no different. Unfortunately, job requirements for technical support roles usually detail a need for shift timing and weekend work. This may be a deterrent for women who are technology savvy but unable to commit to schedules that are outside of traditional working hours. Conscious action by companies such as ours, with carefully worded job descriptions and supportive policies for employers, can help us have more smart women take up this role.
Due to the obvious competitive advantage that a diverse workforce brings, there is conscious effort around the world, to have greater participation from the female workforce in all levels of the organization. In this environment, the female professionals should not miss out on opportunities due to lack of self-confidence or initiative. Research has shown that the female employee is more likely to doubt herself and her contributions as compared to her male counterpart. As female leaders, we need to be introspective and consciously rise above these self-defeating doubts and not trivialize our value. The entire leadership team, irrespective of gender, plays a vital role in supporting this. Looking forward to seeing great female talent and leadership blossoming in our organization!
In the Driver’s Seat: Exploring Product Management
Before joining the Product Management Academy (PMA), I was enrolled in Stanford’s Ph.D. program, working in the robotics and autonomous motion planning field. I was excited to be working in a revolutionary technology space; after all, who doesn’t love robots? However, while I enjoyed the technical difficulty and cutting-edge nature of the work, I felt like I was inexplicably missing something.
Around the same time, by the pure chance of a friend’s recommendation, I decided to take a product management (PM) course at Stanford. That’s when the light bulb turned on. I loved influencing and shaping a product’s direction. I loved listening to users and hearing their experiences. But, most importantly, I loved collaborating with people — lots and lots of different people. With that Archimedean sense of revelation, I began rethinking my career path and started applying for product management jobs in leading technology fields.
In another stroke of good luck, I happened to run across a Palo Alto Networks interviewer at a data science career fair at Stanford. When I told him that I was more interested in product management, his eyes lit up, and he began telling me about this “new accelerated rotational program” the company was offering to put young PM candidates in control of important cybersecurity products and problems. Admittedly, at the time, I knew very little about the cybersecurity space. I had heard about the company from a friend in cybersecurity research and knew not much else. However, after returning home and doing some research, I realized the importance of the field (the very safety and security of our digital footprints!) and the impact Palo Alto Networks was having on it. One thing led to another, and before I knew it, I had joined Palo Alto Networks’ PMA.
Now in month 10 as a PM, I can safely say that I really enjoy product management! While it isn’t as “technically” challenging as my Ph.D. work, it forces me to use other and more creative parts of my brain to get the job done: on-the-spot negotiating, removing obstacles by whatever means, and generally acting as a Swiss Army knife. Being able to say, “I drove the execution of this feature because metrics/reasons X, Y, Z show that this feature will have the most value for the customer,” is not only exciting, but also fulfilling. Seeing the improved customer experience due to the feature reminds me that a PM’s impact is real and observable.
As I’ve learned through my work experience, soft skills are a big component of product management. They’re critical for leading discussions with stakeholders and customers, distilling problems into their key components for long-term product guidance, and firefighting the new problems each day brings. However, in my view, self-learning and leadership are the most important traits for PM’s (yeah, yeah, I know — everyone says it). But to put it in perspective, during my first rotation, I was assigned to the virtual firewall team, which essentially delivers the Next-Generation Firewall in virtual form for more flexible deployments (for example, cloud environments or generic computing platforms). When I joined, I hardly knew anything about the product or the space — I had to learn about networking, what a packet was, what virtualization is and why it’s important, how VM-Series works and differentiates itself from its competitors… the list goes on. Luckily, I had my peers, the Internet, and the program to help me catch up. It can be a long, uncomfortable learning process (I only started feeling confident in my contributions after seven months!) — but then again, I believe it’s that discomfort that forces you to grow and become the best product manager (or anything, really) you can be.
Overall, I’d highly recommend my experience as a product manager. And for those interested in product management, I’d highly recommend the PMA as well! The program does a great job of providing workshops (e.g., PM skills, leadership, presentations, etc.), connections to different leaders and groups in Palo Alto Networks, and, more importantly, high-visibility and high-impact projects. These one-year rotations are no joke — I’ve already launched a partnership program, worked on cross-product integrations, driven features, written problem statements, and handled a few customer escalations — to name a few things. While we may have been inexperienced when joining, we were expected to perform at the senior product manager level sometime during the rotation (but within reason — the people are nice and understand there’s ramp-up!)
So give it a try! Maybe PMA is the right program for you.
On the Big Data Frontier
Abhishek Joshi, Director of Data Engineering – Cortex
As the director of engineering on Palo Alto Networks’ Cortex Data Lake, I oversee multiple teams that collect and analyze enterprises’ security data to identify and block potential threats through our Cortex Apps. Our primary function is ingestion, which is the heart and soul of any Big Data platform. This team is where the magic happens. From scaling to billions of logs per day to making sure that we are available and successfully running in multiple geographies around the world and are able to process data from disparate sources — including IoT devices, firewalls, and any other sensors deployed — this is the team that makes it happen. We make sense of all that security and threat data to give meaningful insights to our end customers.
Many people who are familiar with the name Palo Alto Networks assume that we’re in the networking space, or they know that the company started in firewalls, so they think of us as purely a firewall company. But in truth, we’re on the bleeding edge of the data world, working on the latest and greatest technologies that you can find within computer science. From a technology perspective, this is as exciting as it gets!
My Path to Palo Alto
I grew up in India and earned an undergraduate degree in computer science at the University of Mumbai, then I relocated to the United States to complete my master’s in computer science at North Carolina State University. I worked in a number of software engineering roles and wrote quite a lot of code for the cloud portion of the industry, eventually rising through the ranks to earn management roles.
A former coworker approached me about working for Palo Alto Networks. He was working here and was really enthusiastic about the company and the leadership, and it was clear to me that it was the right fit for me. Breaking ground and pursuing a vision was in its DNA. They were doing things no one else was doing.
When I first joined this team last year, we were working around the clock to get a first version of our product out. We had made some promises in terms of the numbers we were planning to hit, and we were a bit behind the 8-ball. A bunch of us were in the “war room,” just burning the midnight oil, literally making things happen. Fast-forward to today, and we have a V1 product that has been on the market for months and has scaled to roughly 1.5 million logs per second, and now we’re excited to see that hard work come to fruition and know that what we do really matters. As a leader, I think that’s the most exciting part: to see something we built together and know that it actually works and makes a difference.
Playing on Our Team
From a people-management perspective, I make it a point to hire people who are smart and intelligent, yet humble. Humility actually plays a big role with respect to the team I run because I want to ensure that everyone is getting to learn and grow every single day.
Life at Palo Alto Networks is very focused and outcome-driven. We’ve set clear, measurable goals, and we’re not afraid to push boundaries. The goals are not unreasonable, and as a member of the team, you get a chance to participate in establishing them, but once they’re set, you are the master of your own destiny. So we want people who want to come in and make an impact within a reasonable amount of time and who aren’t afraid to try something new and even risk failure in that process. This is not a legacy product that we’re simply maintaining — we’re building it from the ground up. We’re blazing new trails. And we get to do it with a technology stack that is, bar none, the most comprehensive and exciting in the industry. So for someone who’s starting out in their career, I can’t think of a better opportunity.
Enjoy the Ride
As a Customer Success Engineer for Palo Alto Networks’ Prisma Cloud, I wear three hats, which I wear interchangeably each day: One is as my customers’ trusted advisor providing guidance about how we can best address their needs with our products. One is as a trainer for other employees within the company as well as for new customers as they onboard with our products. And the third is one that puts me in a support role for existing customers so they can overcome tech challenges. Every customer is in a different stage with our products, so I’m continuously changing my “hats” each day, which makes every day interesting — there’s never a dull moment, and I wouldn’t have it any other way.
Although I have only been with the company a little over a year, it feels like I’ve been here for years, and I mean that in the best way possible — the learning I have achieved and expertise I’ve been able to gain in my short time are incredible.
Our Global Customer Success department is what we call a speedboat — this means we’re a self-contained unit that is empowered to be agile and move quickly ahead. In this analogy, there’s constant wind coming at us and we need to speed ahead to lead the way, deflect hazards in our path, and deliver results.
But for me, I think of working in GCS as being like a roller coaster. Personally, I’m scared of roller coasters. I’m always afraid I’m going to fall off. But every year on my birthday, I go to a theme park and ride one, just to prove to myself that I can do it. Every year, I feel that anxiety while I wait in the queue to get on the ride, and I wonder why I’m doing this to myself. The waiting is stressful. But then after I ride, I’m exhilarated and glad that I did it, and I’m ready to ride it again. In some ways, this is like my work. In Customer Success, we have a lot of customer meetings to get through each day to make sure they’re getting the right and expected value from our products. The anticipation of what challenges they’ll bring can be scary sometimes — you don’t know what you’re going to get, and sometimes you’ll encounter a challenge you’ve never faced. It can be overwhelming. But then when I speak to my customers and earn their trust, then watch their progress with the products, it’s so exhilarating and rewarding. Then I think, “I’m ready to do that again!”
On our team, Customer Success Managers (CSMs) and Customer Success Engineers (CSEs) work closely together — the CSMs hand more of the account management and customer service whereas CSEs deal more with the technical challenges. And we definitely complement each other. But when I was hired, this was a new department and I was given the opportunity to set the scene for building the team. In my mind, CSEs also must provide that customer service. We can’t just be siloed to our headphones and screens. For me, the customer-facing component is key. Building relationships with customers is a daily necessity — they need to trust that I’ll be honest with them and see that I take their success with our products personally. To be able to say, “This is the solution I know you wanted, and we’re going to work together to make sure you achieve it,” and to forge an ongoing relationship with them is amazing. Because we’ve gotten to know them — what their needs are, how they use the products — we’ve been able to tailor solutions to each customer. There’s a continuum of care we need to provide our customers, which means we’re available when they need us and we pay close attention to them, not just because they’re our customers, but because we have that relationship and I care about their success.
Always Learning
I didn’t start my career preparing to work in Customer Success; I began in system administration, then storage administration. Prior to joining Palo Alto Networks, I provided support and consulting for storage solutions and automation projects. However, I served as a liaison between engineering and our support center, helping tech support to solve high-level, complex problems, or helping engineering to understand systemic issues with the product so they can fix them going forward. This is how I discovered that I loved that customer success component. I knew the cloud was where everything was headed, so I became passionate about teaching myself everything I could about the cloud. I’m the kind of person who needs to constantly learn and be challenged.
That’s when I began looking for a challenge and discovered Palo Alto Networks’ Customer Success role in GCS. Because I had the technical and customer-facing background and could demonstrate my ability to learn quickly and excel in this role, they gave me a chance to prove myself, and I’m so happy they did.
If you’re interested in pursuing this career, I don’t believe you necessarily have to have cybersecurity experience, but you should understand the basics of it while “knowing” the cloud and cloud native designs in and out. If you’re familiar with one or two cloud providers and can work your way around them, and perhaps have certifications from cloud providers to demonstrate your knowledge, we need that — the rest of the technology is teachable. But you also need those soft skills. Can you interact effectively with customers and your colleagues? You can’t just be transactional and technical; you need to be good at interpersonal relationships as well. This is a company that will give someone who’s passionate and hardworking a chance, but be proactive and demonstrate that.
This job can be very difficult and even exhausting. But it’s also fun and so rewarding, and every morning I wake up excited to do it all again. Everyone should feel that way about their job.
Because I am someone who thrives on learning and taking on new challenges, I’m continuing to evolve in my career at Palo Alto Networks. I am now transitioning to a new role and expect to continue serving our customers with cloud-native security solutions. I am super excited to shift to the world of a Systems Engineer Specialist for Cloud Security (Prisma Cloud) and help our customers conquer cloud security challenges using our solutions. This new role also entails greater challenges in new areas of the organization, which I aim to master. For me, this has been the natural, measurable journey that I have been striving for. While there are some key differences in shifting from Customer Success to Specialist Systems Engineering, the experience and relationships collected along the way will definitely help. I’m excited to take this next step of my career with Palo Alto Networks!
As a New Hire at Palo Alto Networks
“In my first month of onboarding at Palo Alto Networks, I can truly feel the strong bonding and cohesion between each of us. As a team we share our knowledge and resources to enable and help others to achieve different goals, inside and outside of work, with no consideration of our genders, cultures, and backgrounds.”
Transitioning from the travel industry to the tech world made me nervous at first. I had a hospitality background before joining Palo Alto Networks, and I always wanted to step out of my comfort zone to achieve something big and meaningful. My role as a Business Development Representative is to drive opportunities by following up with the marketing leads and discovering new potential customers for Palo Alto Networks.
While in my first month of onboarding at Palo Alto Networks, our daily operations were affected by the coronavirus. However, it did not stop us from being a cohesive team; in the HK office, we helped each other in sourcing hygiene products and sharing our limited resources with others. I can truly feel the strong bonding and cohesion between each of us in HK. As a team we share our knowledge, and resources to enable and help others to achieve different goals, inside and outside of work, with no consideration of our genders, cultures, and backgrounds. Besides the HK team, I also work with the regional Inside Sales team, and they have shared their experience and insights with me and supported me through onboarding. With all the support and encouragement, I have adapted to the new environment smoothly.
I am lucky to be working with my teammates, who are open-minded and mutually respectful, and I believe we can empower each other to make a better workplace. I am excited to be around the great people and great minds at Palo Alto Networks.
What Inclusion and Diversity Means To Me
International Women’s Day, is more than one day. For me, inclusion is an opportunity to recognise and celebrate not only women’s contributions and achievements in society, but also the collaboration among all of us in the company to make positive change, reach ambitious goals, and build a better world together. It’s also a great opportunity for us to appreciate how much we have accomplished and reflect on how much we still need to focus on more to make a more inclusive society.
Never limit yourself because of your gender. One’s ability should not be restricted by any prejudices. We improve and excel by understanding our capabilities and seeing the true value of ourselves.
Palo Alto Networks is the leader in cybersecurity not just because we are good at what we do, but also because we believe that an equal world is an enabled world.