Join hosts Sean Martin and Marco Ciappelli as they converse with Nanhi Singh from Imperva about self-defined success, the power of questioning, and maintaining curiosity.
In this Brand Story episode, hosts Sean Martin and Marco Ciappelli engage in a stimulating dialogue with Nanhi Singh from Imperva. The conversation revolves around the themes of personal growth, career progression, and the importance of curiosity and questioning in personal and professional success.
Nanhi shares her unique insights on the significance of self-defined success and the dangers of letting others dictate your measures of achievement. She emphasizes that success is a personal journey and should be defined on your own terms.
A central theme of the discussion is the myth of needing to know everything in senior roles. Nanhi dispels this myth and stresses that the key to success lies in asking the right questions, not necessarily knowing all the answers. She encourages listeners to maintain a childlike curiosity and to probe deeper into issues to truly understand them. She also discusses the importance of staying true to your core values, even in the face of office politics. She advises listeners to identify their non-negotiable values and to remain steadfast in upholding them.
Nanhi shares her own experiences and lessons learned from her career journey. She discusses the joy she finds in seeing her team members grow and advance in their careers. She also talks about the importance of learning from mistakes and the necessity of being willing to reinvent your knowledge in a rapidly changing field like technology and cybersecurity.
The conversation also explores the importance of using multiple sources of data for decision-making and the role of curiosity in personal and professional growth. Nanhi shares an interesting anecdote about learning to ski as an adult, illustrating the value of taking risks and having fun in the process. Who knows, there may be a story about Marco and Sean skiing together as well.
Overall, this episode offers listeners a rich exploration of career growth, self-defined success, and the power of curiosity and questioning.
Note: This story contains promotional content. Learn more.
Guest: Nanhi Singh, Chief Customer Officer at Imperva
On LinkedIn | https://www.linkedin.com/in/nanhi-singh-aa51371
On Twitter | https://twitter.com/NanhiSingh14
Resources
Learn more about Imperva and their offering: https://itspm.ag/imperva277117988
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Please note that this transcript was created using AI technology and may contain inaccuracies or deviations from the original audio file. The transcript is provided for informational purposes only and should not be relied upon as a substitute for the original recording, as errors may exist. At this time, we provide it “as it is,” and we hope it can be helpful for our audience.
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00:00:00] Sean Martin: Got it!
[00:00:01] Marco Ciappelli: Marco! We're on! We're on.
[00:00:05] Sean Martin: We're on, and I need to know. Did you achieve We're well into the year, we're approaching the new year. Did you achieve what you expected?
[00:00:17] Marco Ciappelli: In my head? Let's go around. Well, in my head, I checked everything. You get to define the rules. Exactly.
[00:00:24] Sean Martin: What you wanted
to achieve, not me.
[00:00:26] Marco Ciappelli: I didn't share my resolution last year, so I can tell you whatever I want. And yes, I achieved them all. There you
[00:00:35] Sean Martin: go. Exactly what you did. You achieved exactly. Nice I think it's, we're at that time of the year where I mean, we're, we're about to be thankful and, and, uh, and, and grateful and spend time with friends and family and have a moment to reflect on things as well.
Right? Did we? Did we achieve what we wanted to? Did we not define anything and just go wherever the wind took us? And was that okay? That's sometimes that's all right too, but uh, many times it's about being purposeful in what we want and understanding how we get from A to B to Z along the way and hopefully not destroy ourselves in the process.
[00:01:25] Marco Ciappelli: And if I may add, before we bring on our guest, it's a good thing not to be alone while we do that. To have some support, maybe learn from other people experience because we don't always have to hit our head on the wall. Um, somebody can tell us, Hey, there is a wall there. So maybe you want to pay attention and, and getting inspired.
Thank you Get inspired by hearing other people's story. And I am excited because Sean, I think today we're in for a treat and some really nice stories, inspirational. And, uh, let's get it going. Sean, I'll let you introduce our guest.
[00:02:01] Sean Martin: Yes. Um, I'm thrilled to have Nani Singh on. Nani, thanks for joining us.
[00:02:07] Nanhi Singh: Thank you, Sean and Marco. It's wonderful to be here. I'm so excited. I think we'll have a great conversation today.
[00:02:12] Sean Martin: Uh, no, no question about it. And, uh, we're, we're always excited to, to have conversations with our good friends at Imperva. Um, Well, beyond the tech, uh, this team, they know, they know what really matters is the people and, and, uh, protecting the business.
And that all comes back to us as humans. Right. And, um, I'm excited to, I know you've put some together, put together some materials for presentations on the top of, we're going to talk about today, which is how do we achieve and reach the C suite successfully. Um, so we're going to get into all of that, but I'd first.
Want to get a few words from you, Nani, about your journey, your current role, how you got there, um, and perhaps why this topic is an important one for you.
[00:03:04] Nanhi Singh: Great. So first of all, thank you again, Sean and Marco for having me here. Uh, it is really a delight to be here. Um, so in terms of my journey, uh, to the c-suite, uh, I often get asked a lot of questions about, uh, how did you get here?
What helped you get here? And uh, I find that a lot of times the people who ask me those questions aren't necessarily from just the space that I have spent my career in. And I have spent. A good part of my career focused on cyber security and all of my career in technology and I think that some of the lessons that I have learned along the way and some of the things that Brought me Or enabled me on this journey apply no matter what role You have no matter what industry you're in.
Um, so I'm kind of hoping that today as we go through this conversation, uh, I can highlight a few things, uh, that would be meaningful for your audience, no matter where they come from. Um, I started off, uh, honestly, as a technical writer, and, uh, that was the beginning of my career in technology. And I quickly learned that, uh, it turned out to be one of my greatest strengths.
Because technical writing taught me to communicate clearly. And communication is so vital, especially as you start on this journey, you know, up the corporate ladder. I think the clarity of communication to all your stakeholders, whether it's up to the management levels, all the way to the board, or across to cross functional teams.
Uh, and then in the role that I'm in to customers. So I think that, um, my, my journey began as a technical writer, but the skills I learned very early on in my, in my twenties, I still carry forward even today. Um, so let me just, uh, pause there and see if you, you know, have any follow up on, on that.
[00:05:25] Marco Ciappelli: Well, I do, because when the moment you go into telling stories, I get all excited.
Because I love to have this conversation when you, you have to talk about delivering the story to achieve what you want to communicate, depending on who you're talking to. So just because we are in technology or cybersecurity, it doesn't mean that we just have to talk in acronyms and numbers and codes, right?
Actually. What we need when we sit down at the board is to deliver the message in a way that is understandable. So I want to go there like, and it's, it's about how do you get to not only tell a good story, but what do you need? I'm assuming understanding the business you're in maybe. One of the important things.
[00:06:16] Nanhi Singh: Absolutely. I think that if you have any aspirations or ambitions to get into senior positions where you have a seat at the table, it is really important for you to understand the business. And it's really important for you to understand what are those business metrics. And to have the conversations with the different stakeholders, you need to understand what's important to them.
So, for instance, you know, talking to the board, uh, I know what metrics matter the most to the board. And I'm going to focus in my conversations with the board members on, on those metrics and on everything that we are doing that enables us to achieve those. Whereas when I'm talking with my customers, I'm not talking about profitability.
That's not what the customer wants to hear, right? They care about other metrics. And that could be, for instance, you know, am I paying attention to how, uh, satisfied the users are within the customer organization? Obviously, we are a B2B company. So when I speak of customers, I'm referring to organizations, but I think he's touched on this right at the beginning, Marco, you know, and he said, we all humans.
And at the end of the day, even in a B2B, uh, environment, we are talking about people and it is the people in the businesses that have to truly believe that you understand what value they are looking for from, from your product and from your technology. And so your communication with. Customers has to then be focused on the value that they're looking for, because that's what matters to them.
So yes, absolutely. I think, uh, you know, tailoring the message and understanding what are those. important business metrics, depending upon the different stakeholders you're talking to, is key. That is absolutely key, uh, as you climb up that corporate ladder.
[00:08:27] Sean Martin: Can you, can you share a couple examples? Um, because when I think of Metrics.
And I'm a security guy at heart. So you look into the SOC, a metric might be mean time to detect, mean time to respond, um, how many patches you fix in a, in a day or a week is another metric that teams might, those to me are activity metrics, which may or may not actually mean anything. Um, they mean something for, do you have a team that that's active?
But it doesn't necessarily mean that you have a team that's driving outcomes. So can you describe the importance of outcomes as a metric and maybe an example or two, uh, in, in, in how you communicate and tell stories?
[00:09:19] Nanhi Singh: Certainly, Sean. So I, I think that's, uh, that's a brilliant question. And, uh, I always differentiate between what I call, lagging metrics and leading metrics, right?
So the, the lagging measures are typically your business metrics, right? So for instance, uh, in my world, um, it's, uh, all about the net revenue retention, right? How much have you. actually retained of the revenue you have and how much have you grown that, right? But that net revenue retention, which is an important metric for everyone within my organization, they need to know how to get there.
And how to get there are often those metrics that, you know, you just, uh, threw out as examples. Like you said, Mean Time to Resolve, right? So Mean Time to Resolve within my support organization, as an example, is a very important metric. And if you don't pay attention to Mean Time to Resolve, what will happen is that that's a leading indicator of the next lagging indicator, which is Customer Satisfaction Score.
your CSAT score is going to start falling because customers are frustrated that their issues are not being addressed in a timely manner. And when the CSAT score starts to fall, what tends to happen typically is that the customer starts to wonder whether you are actually delivering to them the value that they were looking for.
And that eventually translates into that net revenue retention metric because it's the dollars that they are no longer willing to pay or they want to negotiate a discount because they think that. You didn't meet the SLAs, for instance. So that's really sort of like an example of the lagging indicators to the leading indicators, uh, which I really emphasize, uh, for, for my team.
And I always say, uh, to my team, I kind of use the analogy of losing weight because everyone can relate to that. I think everyone at some point has.
You can stand on the scale every day and measure it, but it's actually not going to change that number. But instead, instead, if you focused on measuring, perhaps, the number of steps that you're taking, or if you're an Apple Watch user, you want to check if you're closing your move ring every day, or you're counting the number of times you're going to the gym.
Those are leading measures that it's much better for you to be focused on measuring those than worrying about You know, I didn't change the scale, didn't move since yesterday.
[00:12:05] Sean Martin: I know Marco, you're going to, you're going to jump in, but I want to ask a point, cause I think this might help people kind of really grasp what you're saying here, because I can work really hard on closing rings and getting steps in and do all these things.
Um, but I might hurt more afterwards, or I still might not lose weight. So. Is there a balance between focusing on the metric and understanding the bigger picture and what the end result looks like?
[00:12:39] Nanhi Singh: Absolutely, and I'll kind of link back to where you guys started this conversation, you know, about this being a moment or time to reflect as we, especially in the United States, get into the Thanksgiving holiday.
I think it's important to reflect and, uh, Think about what's really important, right? So why are you so interested in losing weight? What, what really matters? Is it because you're just trying to be healthy because you're concerned about, you know, blood pressure perhaps? Or is it because you just heard about an uncle that had a heart attack, and now you're concerned about, uh, what if That happens to me next, right?
So it's really taking a step back and reflecting on why are you interested in, in losing weight in this particular example. Um, and I think it kind of goes to, you know, any goals that you set for yourself. I really believe it's important to think about why. Is it, is it because your success or the way that you define success for yourself takes that into account, right?
So I think everyone has their own or should have their own measure of success. I think the most dangerous way to measure success is to let other people measure it for you or on their terms. I think it's important to do it on your own terms and think about what is it that is important. You know, for you, and why really do you care?
[00:14:24] Marco Ciappelli: This is a great point, and I'm fascinated because you, you have all the right answers. And that matters, right? When you go on the suit level, you need to know everything. That's how you scale up, right?
[00:14:39] Nanhi Singh: Oh, Marco, that is actually, uh, that is actually probably the biggest myth. I
[00:14:47] Marco Ciappelli: know. I know. I, I, dragged you there.
I dragged you there because I want to know what is this myth. Let's, let's break this. Let's, let's crack this myth and go to the reality. Yes. Answers or questions. What is more important?
[00:15:02] Nanhi Singh: Oh my goodness. So I, you know, I always tell my, especially at one of the biggest joys I have is when people within my organization take the next step forward in their careers.
And usually, you know, they're moving from being an engineer to being a team lead, or they're moving into being a manager and up the management chain. And my message to them is always that remember what got you here. is not what's going to get you to the next level. And it's not what's going to help you be successful here, right?
And I think one of the biggest mistakes that I see happening is people get to be successful in their careers because they know all the answers to the questions. They are typically, you know, the smartest people and, and knowing the answers has gotten them to their successful points in their careers. And then they think that that's how you continue this progress.
But the reality is that as the scope of your role grows, and as you, um, sort of take on, uh, more senior positions that require you to be across a multitude of different areas, it is actually impossible to be the smartest person in the room. And you really never have to be the smartest person in the room.
So you don't need to know the answers. You need to surround yourself with people who know the right answers. But what you need to do is you need to focus on the questions. And you need to make sure that you are always thinking about those questions that will empower the team and enable them to search for the answers and to find.
[00:16:50] Marco Ciappelli: One of my favorite quotes is, if you're the smartest person in the room, you're in the wrong room.
[00:16:56] Nanhi Singh: I love that. I love that.
[00:16:59] Sean Martin: So I, uh, I'm going to ask this question this way. Um, is it important to be childlike in, in the inquiries? And what I'm, what I'm saying, I'm saying for a reason. I've actually, I've worked with some teams that have applied this method of understanding where it's a, and it's purposeful.
Why is, or what is this, or how is this happening? And then there's a response and then it's, well, why? Well, because of this, well, why that? Well, because of over there. Well, why over there? And it's a series of whys to really get to the core of what's going on. And that's why I said, like a child, because why is the sky blue?
Well, because, well, the ocean is, well, why is the ocean? You know, so they keep going, right? They always want, they're inquisitive. They want to know more and more and more to get to the heart of, well, what's the origin? So can you talk to us, there's a little thumb up from my screen here, interesting. Can you talk to us a little bit, a little bit about the, uh, the probing nature and, and really getting to the core, the why that really matters.
[00:18:18] Nanhi Singh: Absolutely. So Sean, that really resonates with me. I often, uh, you know, tell my, my team and, and even my, my children, actually. You need to ask the question, why at least five times. You know, I think that that's sort of like the rule. But to go to your point about childlike, um, I think that's really the only way to be.
I think it's really important to have a beginner's mindset, because that's the only way you learn. Because if you walk into a situation believing that You know, you, uh, you know everything, right? You will never learn. And having an open mind and a curiosity to really truly understand is the only way that you can grow.
So I love the childlike, um, question, uh, also because it reminded me, Sean, um, so I'm an avid skier. I love the mountains and I love to ski. And I learned to ski as an adult. I actually learned, uh, when my, when my, uh, Son was three years old. I took lessons, you know, the same time that I put him in lessons and I will never forget, but one of my instructors actually said to me, he said, you need to just be like a child.
And he kind of took me to see what the kids were doing and they were sort of going off on the edges and jumping off and he's like, you just need to go and have fun like they are. And I was like, really? And I thought, well, why not? Let me give it a shot. And I did. And it was really fun. And I got better really quick.
So, yes, I embrace the childlike thought that you brought up.
[00:20:07] Sean Martin: I love that story, too. Uh, Marco and I both like to squeeze skied together. In fact, uh, it's always fun.
[00:20:14] Marco Ciappelli: It's been a long time, though.
[00:20:15] Sean Martin: Exactly. I want to touch on on this point, uh, sticking with kind of the questions and getting a response or an answer doesn't necessarily equate to solution or next step necessarily, in my mind anyway. So I don't know, can you, can you kind of shed some light on how you translate what you get in one or more answers into something that You can work with and you can rally a team around.
[00:20:47] Nanhi Singh: Um, so just to make sure, Sean, that I'm understanding your question, are you going back to the, uh, the point about asking the right questions so you get to the right answers?
Is that sort of,
[00:20:58] Sean Martin: so you get an answer now? What is the answer? The golden solution that you're looking forward, or is there more translation? Do you have to pull other data points together to really find? What you're trying to achieve,
[00:21:14] Nanhi Singh: right? So I think this kind of does go to the point I made earlier about, uh, knowing what questions to ask.
Right? So I'll give you an example of something that comes to mind from, you know, more recent, uh, experience. Uh, so we have some product enhancements that are being recommended, right? And, uh, the, the validation for those. Uh, those requirements is, uh, you know, I'm, I'm being told that, well, you know, we, we ran a survey and this is, uh, what we heard from our customers and this is what, uh, we need to do.
And so my follow up question is, that's great. How many customers responded to that survey? And what is that as a percentage of the total number of customers we have? Another follow up question that I asked was. How does the feedback you received in the survey compare with what you gathered through customer interviews or through focus groups?
Now you can see in that these questions, I'm also checking if the team actually looked at this more objectively and that they didn't rely on a single source. Of data, right? Because the point is that you have to look through multiple sources of data to make sure that you are making the right decision that isn't just based on, you know, one data point or one answer to your point.
[00:22:57] Marco Ciappelli: That's interesting. And, and, and I think I, one, one thing you need to always consider, especially in. In these days and in technology and cyber security is that change is the only constant. And so even when you've learned something or you find the right answer or even the right question, you may need to reinvent it again.
But you build that probably on a, on a, on a solid Some solid pillars, which is maybe the way Imperva does their business or the way you look at your career. And, and you build on top of that. And, and what I'm saying, I, I like to connect the changing, the constant changes with maybe. It's a moment in your career where you, you've learned from some mistakes, maybe some hurdles, and realizing that, yeah, I'm never going to get completely there.
It's, it's a journey.
[00:23:57] Nanhi Singh: Absolutely. Everything I've learned, Marco, has been through mistakes. I think that is one of the most critical things to remember is that if you are not making mistakes, you're clearly not trying hard enough. And if you are scared of making mistakes, you will never try something new.
Um, so. I am a big believer in, uh, you know, it's, it's a little Silicon Valley cliche, I know, of failing fast. Uh, but you know, to me, what that means is a willingness to take a risk and make a mistake, but also the grit that you are going to pick yourself up after you make that mistake. And. Take that step to correct it and learn from that, right?
It isn't just about, oh, well, I failed. That's too bad. It's no, what am I going to learn from this? And how am I going to change the outcome of, you know, this terrible mistake that just happened?
[00:24:57] Marco Ciappelli: Feel free to go back and skiing because that's how I learn by falling a lot.
[00:25:03] Sean Martin: We're getting hit by somebody else.
[00:25:05] Marco Ciappelli: So.
[00:25:11] Sean Martin: Talk to me a little bit about, uh, Ani, talk to me about kind of what, what it feels like to, to move through the journey. And I don't know what I'm, what I'm interested in is kind of your own perspective looking in and, and how that fits into, The world around you, um, when you have support, when you're, let's face it, there's always, uh, there's always politics, right?
People looking for the same thing that you're trying to achieve in many cases. So how, how do you, and this is for the audience, maybe help them understand their role in their own journey, given they don't have full control over the environment that they're. Journeying through all the time.
[00:25:59] Nanhi Singh: Yeah, that's a great question, Sean.
Um, so I think that what is most important is to always be true to yourself, right? I think what is most important is to know what are those. Values that personal values that you believe that are almost sacred to you that you are not willing to negotiate on because I think What tends to happen is, you know, you're right There's politics and there's you know games that people start to play And it can sometimes get you to think that Maybe it's okay for you to do things a certain way, or that maybe that's how it's done, perhaps, is sometimes I think the myth, right, is that, oh, well, this is how it works.
But if it doesn't feel right, if it goes against The grain for you. I think it's important to know that. It's important to know what is non negotiable as a value for me and then stay true to it. Uh, because you know people say yeah, it gets lonely at the top and you know, you The c suite is considered like the top of the organization Uh, but I actually have never believed that because i'm always a believer in The power of teams and in the importance of community.
And so I try to surround myself with mentors that can guide me when I have a question that I I just can't find the answer to, or I have an answer that doesn't connect to the questions that make sense to me. And so I, I really just look to surround myself with the people that I can trust, with the people that are comfortable calling out if they think I'm doing something wrong.
I call them my truth tellers. You know, I think it's important for everyone to have some somebody around who is comfortable enough to tell you that, hey, you know what, I think this is a terrible decision. And I think Your, this isn't, or even this isn't you, sometimes you just need somebody else to call this out and say, this, this isn't, this isn't you.
This isn't the person I know. So I, I'm a firm believer in, you know, having that support system around you to enable you to be the best leader that you can be.
[00:28:43] Sean Martin: I love that. And so many important points in there. And I'd like to shift it just slightly, because a lot of what we've discussed is how to Do this in support of the business.
So are we making the right business decisions? Do we have the right team to enable the business and achieve the business objectives? And we talked about asking the right questions and speaking with clarity and, and, and having the vision for what we're trying to achieve and being able to measure that.
Some of those are some of the points we talked about. How important are those to apply to our career in terms of here's the type of leader I want to be, and I want to communicate that. Here are my objectives. I want a team that understands and supports me in that. And then same, some of the same things, right?
Uh, call me out if I'm not, if I'm not taking the path that I, I should be, because that's not me. Um, can you speak to a little bit about applying some best practices, if you will, not just for the business sake, but for your own sake, kind of that purposeful.
[00:30:01] Nanhi Singh: Absolutely. I think, you know, just like I said, for the business, it's important to know what are the metrics that matter.
Uh, I think that for our, my own personal career or for our careers, it's important for us to know, uh, what is it that really matters, right? What am I aiming to, to be? I mean, we are, we are more than just. That's the person we are at work. It is, uh, careers are only one part of our lives and yes, they consume probably more hours in our day than, uh, the rest of our lives, but, but it's only one part of our lives.
So I think it's very important to understand, and from my perspective, I believe it's very important to understand what's important to you. Uh, what do you want to grow, um, in? What do you, what kind of a leader do you want to be? So it can be, you know, um, I want to be CEO one day, but what kind of a CEO do you want to be?
Right? What, what kind of a culture are you going to build in the organization that you're going to lead? Uh, that is as important in my book. Uh, as, uh, you know, the revenue and the profitability metrics that a CEO will always have to care about.
[00:31:22] Marco Ciappelli: That's beautiful, you said. And I was just thinking about all those that said, you know, it's lonely at the top.
You mentioned that. And I'm thinking it's lonely if you make it lonely. Yeah. Right? I mean, if you're the one, and I'm going to recap a little bit here, if you're the one that has all the answers. And it doesn't ask questions and it has all the stories already in his, her head. Yeah, yeah, good. You're a great boss of yourself, maybe, but you're not creating a community.
And that's, I think, what is really important. And I think you just said Everything very clearly with telling beautiful stories, and I am surprised that this is the first time, despite all the conversation we had with Imperva, and I have to say everybody is a wonderful storyteller, but That was about time that we got to meet you and share your experience with the audience.
Sean, I've learned a lot from this conversation. It makes me think.
[00:32:26] Sean Martin: It certainly does. And I think there are a lot of people in many roles looking to Improve themselves, improve their position within an organization. Many of which have aspirations to, to reach this, the C suite level. And, um, yeah, I think when, one of the things you said, and we, we talked about this a little bit before as well, to your point of what got you to where you are, it's not likely going to be what takes you to the next level, right?
And the people around you. May also not be the same people that are with you along that journey as well. Um, and that goes to Marco's point of continuous learning and applying those learnings in a way that I use the word meaningful or purposeful. If you're, if you don't have the view where you want to go, you might still get there, but it may not feel as good unless you say, this is, this is where I want to go and how I want to get there.
So I, I mean, this is a fantastic conversation and I'm thrilled to have had this time with you, Nanhi.
[00:33:39] Marco Ciappelli: For sure. You know what, let's finish with where we started. Yeah. Resolution. There you go, man. What is, what is the resolution for you for the new year? Do you have one that you wanna share? Oh, my. Did I put you on the spot there?
[00:33:55] Nanhi Singh: Did you put me on the spot? Uh, no. I think that, uh, for me, um, you know, we touched upon the childlike and the beginner's mindset, so I always like to, uh, put something on my resolution list that, um, is something I've never done before. Uh, it's, uh, it's a new skill or a new, uh, area for me to be curious and, and learn.
And, um, to be honest with you, I started the journey this year and I intend to continue this into next year. And that is, uh, to understand how to be a more compassionate leader and link that to the science and the neuroscience and psychology. So, um, so that's my, uh, that's my focus is going into the next year.
Uh, taking what I learned this year about compassion. And being a compassionate, uh, leader, uh, and applying that in, uh, projects that I intend to, uh, to basically run within, within Emporva over 2024.
[00:35:16] Sean Martin: Nice. You, me, Marco? You gonna share?
[00:35:20] Marco Ciappelli: mE? My, my resolution is to tell meaningful stories, so I'm going to stick with this. Hopefully to get a bigger audience that I can make more difference every time I, I tell one. And, uh, this is definitely one of those that I believe is going to make a difference in somebody's mind in the way that maybe they see themselves, uh, as they, they journey into their career.
With a little bit more passion and a little bit more being a little humble is it's a good thing Sean. I know yours is shortcuts how you're going to get up there.
[00:35:58] Sean Martin: I'm out. It's a shortcut to what is the question?
Yeah, staying nourished, I think is good. But no, I think we touched on this a little bit. The, it's why I like this point of being, if you're measuring activity, doesn't necessarily equate to the results and the outcome. And I'm one that I find myself active and then tired and then wonder, did that Actually produce the results that I was hoping for.
I I got a lot done. Did I get, did I get the outcomes I was expecting? And so for me, that's, that's something that I want to, want to focus on. So being, I'll use the word again, purposeful in, in what I'm doing. And I, Marco and I share the same goals, right? To get people to think and, and uh, And to learn from others and themselves, uh, so some of that reflection I think is good and setting resolutions and goals is good too.
So, fantastic conversation, Nani, I really appreciate
[00:37:08] Nanhi Singh: it. Thank you so much. This has been a real pleasure. And, uh, yes, I can see that, uh, you are definitely impacting people's lives because I think you ask very thought provoking questions. And thank you for having me here.
[00:37:22] Marco Ciappelli: It's been a pleasure.
[00:37:24] Sean Martin: Always good to chat with the Impurva team.
And, I mean, like Marco said, great stories at every turn, from APIs to data to bots to protections, I mean, to fraud, I mean, you name it, different stories. Different people are different elements, different people, and always great, great stories. And today we got a chance to talk about the human and the C suite and that journey.
So thanks everybody for listening and watching and be sure to stay tuned for more stories from Imperva. Connect with Nani and the Imperva team when you have a chance and perhaps create your own story with them as well.