Software Development: How ISV Acquisitions Speed Things Up

ABOUT THIS EPISODE

Software development takes time and resources. One way to bypass that and achieve speed, scale, and savings quickly is to acquire pieces of architecture that have already been used and tested and integrate it into what you’re creating.

In this episode, Martin Randolph , Chief Executive Officer at Osmond , shares how acquisitions have transformed the way in which his company develops software.

We discuss:

- How Osmond helps companies keep track of all existing security investments

- Leveraging technology acquisitions in the software development phase

- Why flexibility is important when building a tech product

Want to hear more stories from high growth software companies? Subscribe to Application Modernization on Apple Podcasts, Spotify, or check out our website .

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You are listening to application modernization, a show that spotlights the forward thinking leaders of Highgro software companies. From scaling applications and accelerating time to market to avoiding expensive license and costs, we discuss how you can innovate with new technology and forward thinking processes and save some cash in the process. Let's get into it. Thanks for listening to Shadowsoft's application modernization podcast. I'm your host, Nick Markarelli. The goal of this podcast is to focus on speed, scale and savings related to the stories of high gross software companies. Today I'm speaking to Martin Randoff, CEO and founder of Osman, which provides a platform that combines physical and cyber security needs to small and medium sized organizations. Thanks to red hat for its continued support of the application modernization podcast. Hey Martin, how are you doing today? Good, are you doing? How's everybody doing? Very good here. Happy to have you on the podcast today for a listening audience. We've got Martin Randolf with Osman. He's gonna tell us a little bit about his organizations journey using modern techniques with technology and we're really excited to talk to him. So, Martin, why don't we just kick it off. Why don't you give us your one minute advertisement around your company and what you guys do for your customers? Sure. So, everybody out there, as Nick said, I am Martin and I'm the founder and CEO of Osman, where Osman is the only security in depth that marries both cyber and physical security and creates a protection barrier to help you protect everything important. And so you know, basically there's already existing cyber and physical solutions. They don't communicate a learn from each other, and so we kind of make them learn from one each other, leveraging artificial tellogism, machine learning, predefined rules of soul. But this way we're able to help predict a possible cyber threat and detect a possible physical threat and automate various responses to that threat. And so this is how we keep businesses ahead of the curve and mitigate damages. Dotted. That's that would be important to a whole host of organizations. Would imagine what's a typical customer for you look like today? A typical customer for us is a is in me a retail space right. So that's going to be SMB's right and that's going to be in the retail area. And so what we kind of do for our customers is we can provide the single pain of glass for all things security related as easy to administer for them. They don't need to be a security expert, but rather just need to know how to run a business. It's the one throw to choke, you know, from a ventdom management standpoint, and so, you know, that's basically kind of how we were able to provide value to our customers. It's really very easy for them to understand. It helps got you. So it's made me. Walk...

...me through that part of the journey. So I like to make biscuits. I like to cook. That's kind of every Saturday get up and make biscuits with my kids. They're pretty good biscuits. Spend two thousand and twenty learning how to do that. Well, was sitting all make us some gravy with those biscus Oh, absolutely, definitely some gravy. I'm a I'm a grover here. I like to cook. That's awesome. Me Too. Yeah, I got a big family. So he's got it and a white yeah, absolutely. So, if I was going to, you know, open up my my biscuit shop, tell me about how Osman you know is gonna you walk in. I just opened up, I just cut the ribbons. I've got, you know, these great biscuits everywhere. Let me tell me how I'm going to apply that to my business. Let's be clear, listen, there's hundreds and thousands of S and B's in the US that could afford to employ dedicated experts and physical or cybersecurity. They could turn to outside service providers, but quickly realize that means one to two for physical security and three or more for cyber security. Engaging multiple service providers is not only a pain, but none of those solutions talk to each other and that leaves the company more vulnerable. I eat your biscuit shop, somebody's going to come in, they're going to find out your shipload through gotta breaches and they're going to get they're going to get all the biscus right. You're going to take some loss and that's what's going to happen. Osman. We built an integrated suite of physical and cybersecurity solutions that are purpose built for s and BS. I. Your Biscuit Shop, or chickens or chicken and waffle shop, what have you. Right, right. Our simple dashboard and automated alerts enable business owners to concentrate on running their business with minimal distraction or concern for security threats, and that's why we provide provide automated response. That's say you have your biscuit shop open and you went to another a DT commercial for your security cameras and sensors and you're in a contract with them, but they're just not providing the advanced data that you need to have a head start on possible thest that you that made the net worry, maybe keeping you up at night right, and so what we can come and do is integrate with your existing security as well, sit on top of that and still provide the security and depth and these alerts and notifications and automated response to that. And this is the way we were able to truly keep you safe. So if there is a data breach under way of your biscuit shot, that's to be a pretty sophisticated criminal to they want my recipe right, really want the rescipe right, and will it want that? They want that that biscuit a gravate recipe, and so we would come and to be able to detect that sort of break is happening through social engineering and things that that nature. Password breaches, you know weeks and even months ahead of time, because that's how the behavior unfolds, and be able to counter that before it actually happens. That's the important part. Most security these days that you would usually get for your biscuits shop is passive. We are predictive and responsive, and that's the difference between Osman and many other different security companies. And also what cost effective for the business start up, for the...

...biscuit startup. Gotcha? Okay, so kind of a single pan of glass overtop my existing security investments, whether they're physical or or cyber relating. Then you take all the information and aggregation of that data, put it in your platform and provide unique insights and help me focus on making biscuits and make it easy for me to manage my my security posture work and stoop a little bit better at night. Everybody needs that. Okay, very good. Thank you for explaining that. So tell me about how you arrived at this point. Usually, when you know, an entrepreneur starts a business, they see something in the market place or they come across a use case that they go nobody solving for this. What was the inflection point for your organization to go this is what small medium businesses need to aggregate this. was there a specific time maybe in your past career, where you're like, oh, nobody's solving for this? It had nothing to do with businesses at all. Had to do with the UN Obama, and in the case of the UN Obama, in order to catch him, they had to get a hold of this data trove right surrounding that incident and go through that data trove for however long they went through it. I can't quite remember how long is this took. And and then put the P A bunch of moving parts, by the way, and then put the pieces of a puzzle together to find out that this is where it stems from. The whole problem about that is that that whole process was an after the fact, passive type of thing that was already, you know, past tense, and I realize that. You know, we realize that, just me, but my team and I realized that this can be being done up and to that point, since they went in to review something that was already done, that they could have been monitoring this whole thing live. We realize that with this technology of monitoring, to monitoring things in real time, that we could help prevent a lot of different things. We could probably help prevent possibly the next you know, the next match shooting or you know that, that sort of you know, mass attack that is considered catastrophic because it doesn't happen every day, but it happens much too often for us to bust the fathom. And so it's started with that and then we realized that we can help many more people with this sort of technology and that we can actually be the ones to help provide value by bridging the gap between cyber and physical security. And if we could bridge the gap between cyber and physical security and put it in the cost effective package, how would we do that? The first step to doing that would be to integrate eate ones, without trying to rebuild the will right, we could integrate with these existing hardware and software systems and bring them together and build on top of that. And that don't that that on top. Benefit would be that security and depth would be that...

...leveraging ai and mail to to possibly predict by the predefined rules we program the system with and grow with it. And so we got to this point after a two year rd phase of realizing what's missing in the market of security. We want to help people feel safer. We want to help mitigate damages for businesses, especially after what we see in in the pandemic, as so many businesses sink. And its still paying for this expensive security. You know, two different sections for physical, maybe three for cyber, bringing that together and and who knows what? You know really what they're paying them off from me, I do know it becomes expensive. And so we said, you know, how can we truly provide value? Simplicity, complex simplicity. Complexity is the security of death. The simplicity is is the the simile pan of glass, that the Threat Assessment Dashboard, Tad that we call it Osman's Tad, right, that assessment dash boarder. So this would make things so much easier for businesses, especially as in bees, that suffer the most because they don't have the big the Big Bang, the big buck to get what these larger organizations have. And larger organizations can spending millions to break up are every single section security and have the experts of professionals and even each sectional. Still larger organizations could possibly use our help as well because, well, large organization struggle with that as well. Yeah, then they struggle with the curry postures. Yeah, complicated, right, and struggle with it on a much larger scale, which hurts reputation just it hurts many things down the line, right, causing a business to move a little bit closer towards to failure. Eventually the long term, after so many of these things happened and people don't want to have their sensitive information being held with you, that becomes a problem. Right. So you implement right, you implement that social engineer. In fact, if you bring that network of Data Protection and count cloud protection together with the physical aspect, of what we have is we have the perfect counter against a hybrid, multifaceted threat which has been on the rise for the past decade. It's not it's not what it used to be, where threats would happen single handedly, only in a physical realm or only in the side of room. Now they're doing bringing both together to make want of both things happen, and it all ends in the business taken the loss. Got It. Okay. So, shifting to the technology side of what you guys are building over there, what are some of the key components things that you guys made investments around that would be considered, you know, a part of a modern application. So, you know, going cloud nated for, you know, maybe the way you develop your software or are some interesting things around your technology that would be different than how we're doing it twenty years ago. Well, definitely in the way that we are, you know, the agile way that we're actually the agilative way we develop our software and, you know, without going too...

...deep into that, you know, we're able to kind of, you know, cross grids with certain types of partners that have a certain pieces of this architecture developed already, that has been used tested and kind of integrate with kind of what we're doing, which at the end we come to the agreement that it becomes it becomes our Ip and and we kind of are able to acquire that portion of that of that architecture, that building. So that's something different that we can do today that we did do then. It's much like being able to go after a network security, network security company that has a certain portion of what you what you what you are going to develop, already developed and making some sort of an acquisition and then developing and building on top of that everything else that you want to see done with that. And so what you what you've done is that you haven't cut corners, but you acquired something where a certain company has an expertise in and you brought that into your company and, of course, with a great agreement where both parties feel like they win. But that all trinkles down to the development and what that looks like and how that comes together and what we've built. And so that is an amazing thing when we're able to make these sorts of types of partnerships in the development phase right, not later on, right and emerge and acquisition, but very early, long when building the actual software. God is suffer se really for you, you're looking, you know, we have a theme on the podcast. It's around speed, scale and savings. You got it. So for you you're really you're really looking at speed and scale and savings in the way that you approach partnerships with other other ice fees and the security space and making that kind of integration point with with your platform. Yeah, you know, I would absolutely and I would hope that you know any any one leader or entrepreneur or or, you know, founder in tech and software is aiming to do that same thing right repeatability, sustainability and scalability, but those are in the forefront of what you're doing. Hopefully, of course, you know, with adding customer value. So for first and foremost thing, and so right product wise, absolutely save with the scalability. Yeah, absolutely, but quality very important. I don't know quite don't quality is as absolutely so maybe you can share a quick story about, you know, something that your organization had to overcome, maybe in the early days? Right, yeah, all right, so at the wall. So it in the early days Osman wasn't wasn't Osman. Right. Osman became what we are because we pivoted and really realized the real value that we could provide to customers, and the customers helped us make that pivot because it was their pain points were solving. Early on, we thought that we were only solving the pain points of businesses and government...

...establishments and facilities that might suffer from a possible mass attacks, that we were strictly weapon and gun detection and related and I've built quite a few different teams along this journey, just within this organization. I'd like to say seven different teams. Okay, making the seven, maybe five different teams. Of course, that's been one person that's been there with me my entire time and that's that's my cofounder, Victor, Victor Lazarro, and he's been there since the beginning with me through all these different teams. But it wasn't even it. There was even a team before him. And so overcoming the challenge, which he truly helped me overcome, and my CTO, Mark Johnson, now, who is who's just, you know, an amazing technologist. But you know, these guys really overcoming the hurdle of transferring from which what we was was fifty percent hardware fifty percent software, because to help the problem of undetected guns and weapons and areas that they should not be at that moment led us to believe we needed to incorporate sensors and hardware around the columns of doorways and in order to use an and wave radar, in the way radars of technology that's going to be used to see concealed weapons comes to surveillance and heat waves and you can be able to detect if someone has a concealed weapon. But the technology wasn't really developed enough and the stages and so that pivot and realizing that, listen, guys, we're not going to be able to detect concealed weapons, nor is only being able to do that. Do I see it's big enough. Now you look around, you can see quite a few companies that detect only weapons. Zero eyes is another company that's one of them that only detects weapons. So and there were far ahead of us, and so we looked so well, these guys are very far ahead of us. That doesn't stop anything, but that's true what they've what they've mastered and what they do. So we had a decision to make, which was the hard thing you speak about, was to go after the same thing. And will be the other company that helps or realize that this technology can do so much more. And if we incorporate network, I. Use Cyber into this, then we're really talking because when you speak to the average customer their business, their first thought isn't afraid that somebody is going to coming to my building today and with a semi automatic weapon. Their biggest problem is, I'm wondering if we're going to be attacked by cyber criminal, we're going to have all our pass words compromise, if our if our dad is going to be safe. And Oh, you know, we hope nobody ever comes in here that wants to cause as physical harm as well. So we realize that that those two things were...

...still a concern, but one one overlay the other, and so we had to make that pivot, that thought process, those long hours of banging that out and bringing us together, sitting with the team and going through many different team members who just did share the vision, didn't see it or didn't have the patience to do it. There was still all great, great people who contributed in some way, shape and form that have came and it came and gone. Still on good terms with all of these people today, but it wasn't a fit. And so we was able to get to this point, but it wasn't easy and anybody who may have had very sensitive skin would have had to say, I have to take a step back and go do something different. So this is by far one of the toughest problems today, especially in the companies that I've been involved and I've started to bring full circle to really remaining flexible. You know, that's that seems to be the key takeaway, is that you know when you're when you're doing something new or you're doing something on your own with a collection of people, that flexibility, be able to scratch the customers itch with your offering is really the most important part. Building teams is hard, meaning I build teams here. It shot us off. It's not for the fan heart. It's time listen. It's not hard work. You really have hit the nail on the head with that, because what a minute, you think that is going well. We think that it's going good. You know, you could think that you know somebody. First, even getting to the point, I come across a lot of entrepreneurs who can't even find a cofounding. They don't even know how to find a cofound you know, and and so I will help them free of charge to find a co founder, just just to help and that's a good fit for them. They don't even know how to do that, and so I like to provide that help. It so because, I say building a good team, a great team, it's going to start with two things first that you must look for. So the first questions that you should ask really it's not surrounding the skill set or the talent, it's surrounding the the fabric of the person. Right, I ask questions and my hiring process like how long have you been married? If you're married, how long have you been? How long have you had your longest friend? Can you tell me about the situation where things didn't work out but you walked away or you picked up the pieces and try to put it back together? I want to, you know, I want to hear a little bit more about those types of stories because it helps me to understand the person that I'm dealing with and and I'll go pretty death and it's all always ex personally the other hand, he or she and say listen, if I'm going to you know, a bit too deep, just letting you know, but there's a message in my madness, and the true message in the madness when I ask these questions, is if they will answer them. Sure, if they will answer those questions, and those that answer those questions turn out to me to be the ones that will take things all the way to the in which you honestly and openly and then will never attempt to undermine you. Yeah, I mean there's a level of courage of having the answer right. Everybody's answer could be different and that's okay. Yeah,...

...but are you're pretty willing to represent what that looks like. And you know, I think that that he applies to technology companies, right, but to that being forward about what you're trying to accomplish for your customers and how you're going to help them achieve you know, it's not just about selling them the next contract hit's about how do you impact their business in a positive way? This is not about us. Yeah, I think it's a great it's a great message. You know, work. We're actually here to guide. That's right, because you go to customers. You know, I've seen business go to customers as think it come to me. They tell me everything about them and everything about what they can do and everything about, you know, how awesome they are, and they haven't asked many questions about the customer and about where they are in their journey and way where they see themselves being. What made me stop him of anything is stopping them or what could be better? You know, it will. It kind of get down to the paint points, because customers can can really provide you with a great deal of inside it doesn't mean that you should go and adjust your product or service accorded to every feature they want to see, because I can get crazy. Yep, that's that's absolutely true. Customers are usually right, yeah, especially it's their paint point. You're trying to help heal the good, right. Yeah, because you have to, you have to put a put an offering out there that'll, you know, meet your you know, the core of your customers. Right, everybody's going to have a specific use case. You know, that's and that always can't be tailored too but you know, if you can solve for eighty percent of someone's challenge, probably got a winner there. So I agree. If you can see, if you can saw for at least eighty percent and be working on the rest possibility. Yeah, I agree with yeah. So as we start to wrap up here, you know, always like to ask our guests, you know, what's one piece of advice you give to you someone else who's, you know, maybe starting to you know, starting a business, you know, and technology. You know, we kind of hit on some of those core principles that you went through and your journey with your organization. But if you give someone a Tagline, you know, to take with them, something they could write on a piece of paper and put in the wallet, what would that be? Let me give it to you. And this is this is one of my famius sayings, and didn't only derived from me, but I kind of tweeted in this this being lost is so close to being found. So her up and go get lost. That's it. That's deep. I like that. See, because in your journey of finding what it is your you seek, you're going to find so much more. So don't be afraid when you're lost because you're very close to being found. So or go get lost. Yeah, that's good advised like that, mare and I really appreciate your time today, your inside around your organization and what you're doing for customers. Appreciate you. Haven't you know, having you on the podcast. Yeah, I appreciate you having it. It's definitely definitely a pleasure and honority have this conversations. I was not very good.

Well, thank you, sir. Talk to you soon. Thank you. Application modernization is sponsored by Red Hat, the world's leading provider of enterprise open source solutions, including high performing Linux, cloud, container and couper Netti's technologies. Thanks for listening to application modernization, a podcast for high growth software companies. Don't forget to subscribe to the show on your favorite podcast player so you never miss an episode, and if you use apple podcasts, do us a favor. And leave a quick rating by tapping the stars. Join US on the next episode to learn more about modernizing your infrastructure and applications for growth. Until next time,.

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