By Yaniv Vardi | September 15, 2020


It’s been about two months since I joined Claroty as Chief Executive Officer (CEO). While I have been running solutions companies in the industrial space for several decades, this is the first time I’ve been on the industrial cybersecurity vendor side. It has been a learning journey and one that is exceptionally fulfilling. I’ve spoken to many of our customers and partners dedicated to Claroty as their trusted advisor. These conversations made me even more confident that Claroty is perfectly positioned to become the market leader in industrial cybersecurity by making industrial networks secured, resilient, and efficient.

We have a fantastic foundation to work from, but we always have to analyze and potentially rescope our strategy to achieve our aggressive goals. Claroty’s growth to date has been evolutionary, and I am here to continue and lead that evolution. That also means we have to change.

Now, whenever a CEO talks about change, it often opens up many questions about a company’s strength or its ability to retain people. Here is the thing: smart companies make changes from a position of power; they don’t wait until they have to make them. Any experienced CEO or board member will tell you that most startups cannot accelerate and scale if they work with the same strategy, playbook, and team they built early on.

In Claroty’s case, we are the strongest we have been in years. We are aggressively hiring around the globe in roles from engineering to product to sales, and despite COVID-19 and its impact on the global economy, we have had two record quarters in 2020. And our research team continues to make a demonstrable mark on the industrial cybersecurity industry and, most importantly, our customers.

So, what’s changing?

We are revamping our Go To Market (GTM) engine and adopting a proven model for a high-growth structure while giving regional teams the focus, support, and resources to do what is most important for the nuances of their geographies. To ensure this model’s success, we are also searching for an experienced Chief Revenue Officer (CRO) who has successfully led such teams in the security industry. This is a newly created role for Claroty, and this person will be of the same high caliber of our Chief Marketing Officer, Chief Product Officer, and Chief Financial Officer, who were all appointed this year as part of Claroty’s growth plan.

I also like to highlight that we have promoted within to fill those regional roles and the leadership positions that will be critical to supporting them. I’d like to congratulate John Parmley as our new General Manager (GM) for the Americas, Eddie Stefanescu as our new GM for Asia-Pacific and Japan (APJ), and Emanuel Salmona as our new GM for Europe, Middle East, and Africa (EMEA). Many of you might know Emanuel as our VP of Global Partnerships. We are all very excited about this move for him, as, with his tremendous direct and indirect sales experience, he can own and grow this most critical region. Keith Carter, who joined our team earlier this year, will now serve as Global Head of Partnerships, and Stephen Santee, a veteran in our firm, is now Global Head of Sales Engineering.

I’d also like to take this time to announce that Natalie Katester Boimer has been promoted to Global VP of Human Resources, a move that is incredibly well-deserved given how much she has done to keep our people healthy and focused, especially during this year’s pandemic. It was imperative for me to make her role a VP, as people are the essential foundation of our company, and her role is enormous in taking care of them.

As I said to many when I joined, my vision for Claroty is for us to be a customer-centric company and become the one-stop-shop for all of our customers’ industrial cybersecurity needs. We are well on our way to getting there. I now look forward to the days when we can get our teams back in our New York City headquarters, and I can travel to meet many of our customers and partners.

Thank you to everyone for your tremendous support.