00:06:43 · Jack Miller
[00:06:43] S2: Yeah. Absolutely. And I'd I'd kind of put new model releases on kind of two dimensions. One is, like, improvements to frontier intelligence. So for example, you know, Astra, I haven't looked specifically at the benchmarks to see if it does in fact beat Fable 5.1. I guess they're probably pretty similar. But one is, like, improvements to the frontier, and there are some bits of our platform where that that helps, you know, particularly long running, tasks, but it it helps a lot obviously with internal stuff, you know, software engineering. We've got kind of a fleet of virtual machines that we use now for development where we just like basically parallelize everything, and have this this long verification loop and and new models are incredibly useful there. But then the second dimension is is cost to serve. And, you know, you see every year this kind of 10 x marginal decrease for the same level of intelligence. And so that helps us immensely in the cybersecurity domain because, you know, kind of the point of our platform is to move from a world where you sample. You just take a small sliver of an organization and work out in this part, are they doing what they're meant to be doing to a population sample. We wanna look at everything all the time to determine whether it's, secure and meeting kind of the requirements, either from the regulator or from from customers. And so I look at both, and it tends to be when, like, you get an improvement in the frontier, we tend to take something away from our scaffold. So, you know, as the models get more intelligent, they need less and less guidance. And then, if a... If you get a radically cheaper model, then we tend to expand the set of things that we look at, or we provide something for free that we otherwise wouldn't have provided for free before. So that's what that's what tends to change.
00:08:27 · Sebastian Johnson, John Daley
[00:08:27] S0: That's really interesting. I I feel like we're getting more into the meat of of, you know, what you're really building and how you're serving customers. Could you give back an example? Because I know that you're working with Callosum. Could you talk about a bit, like, you know, the type of customers and clients that you're serving and what it is that they're really looking for? [00:08:44] S1: Yeah. Sure. Jack, do you wanna talk about the Callosum work?
00:08:48 · Jack Miller
[00:08:48] S2: Yeah. Absolutely. I mean, I think Callosum are are a great example of a... Of one of our partners. And so with them, we're helping to to kind of accelerate their their security program, so to define, everything that they're doing as a business that... That's security relevant on our platform, and they're basically orchestrating AI agents to be continually checking and verifying, the activities of the organization. They're in a really interesting position because they are selling to, you know, governments. They're selling to critical organizations, across Europe and and The US, of course. But then they also have a series of quite complex, quite important, third parties that they rely upon, namely, you know, data centers, chip providers. So, really, they have a very complex landscape both in terms of their third parties, their kind of internal operations, and, really stringent customer requirements. And so what we do for them is essentially build out, as we do for our other customers, a second brain for their security department, where we've encoded in in our... What we call Atlas, a graph database, all of the relevant assets, third parties, customers that they have, and then we basically orchestrate AI agents on top of that, to to automate the day to day work that needs to be done, whether that's verifying a new third party that they need to work with, whether it's checking on a particular requirement for a customer, whether it's making a decision as to where to invest in the future, that that stuff all gets automated, with human, kind of oversight and advisory work on top. So that's been that's been really exciting, and, obviously, they are actually an inference provider to us as well. So it's kind of their own product where their inference is is improving our product, and I hope our product is is improving their their offering as well.
00:10:43 · John Daley
[00:10:43] S1: Yeah. And I think that's a good segue to talk about the work we're doing with other larger enterprises in financial services, in health care, in government, and in industrial technology. Because if you think about the range of things Jack just mentioned there, covering internal risk and compliance work, a third party risk management, and then increasingly also agent governance and insurance work. There are point tools that look at sort of parts of those individually. I think there's not really anyone bringing to bear agent capabilities to have those all managed and observable in a single platform. Right? So if you are thinking about the risks and compliance implications of a particular other party, well, we intelligently and and dynamically link that to your internal requirements, the controls that you've implemented, how those are implemented, and and that is all being updated on an ongoing basis. And so when you, as a user, come into our platform, you're benefiting from the massive amounts of work the agents have done on your behalf on an ongoing basis, and it's bringing you much closer to that point of decision making and action, which is really what the value add as a person using our platform is. Right? It's like, what are you actually... What decisions are you taking that change the way your your enterprise operates to be more aligned with the security and compliance posture that you want? Or are you continuing, in fact, in the same way with more conviction on the basis that... Of the work that agents have done? I think that's really quite different from a legacy tools in this space that in the failure mode devolving to just checklists divorced from operational decision making.
00:12:27 · Sebastian Johnson
[00:12:27] S0: And now you've raised this 7,300,000 round. Is this gonna be on back further building out the product, adding new capabilities, or is this gonna be about, alright, we've got something that works, we've got something that we know can scale, it's just about go to market and expansion?
00:12:41 · John Daley, Sebastian Johnson
[00:12:41] S1: Yeah. So I think there's a bit of both. We we got to about a million dollar run rate with a three person team in nine months from launching the platform, which, you know, was only possible because we leverage AI for everything across the business, from software dev to to go to market to... Of running our daily internal sign ups. Right? But with the ambition we have, we know we need to bring on more MFN people, although not the size of company that we would have had to build, say, two... Even two, three years ago to get to the same outcomes. So basically, three three priorities of of this round. People. So we're now 10 people. We brought on a bunch of great engineers and the foundation of a great go to market team. Products, there's a ton of customer demand we have to extend the capabilities we currently have, and then we have big ambitions up to the on the agentic assurance and and governance side, which we can talk more about to build out over the next six to twelve months. And then, yeah, go to market. So to date, it's just been Jack and I time to pave into a counter with sales, but now we're actually beginning to put a real go to market motion in place. And, you know, we think we're going into a big replacement cycle in the next few years where there's gonna be tens of billions of dollars of of of enterprise spend changing over, and we need to be in as many of those conversations as as we possibly can. [00:14:02] S0: And that replacement is really interesting. Why do you think that's gonna happen? Why are the incumbents not well prepped for this new world?