{"id":10448,"date":"2023-05-18T11:58:22","date_gmt":"2023-05-18T15:58:22","guid":{"rendered":"https:\/\/ifintechworld.com\/markets\/cyberark-annual-recurring-revenue-up-42-as-new-ceo-takes-charge\/"},"modified":"2023-05-18T11:58:23","modified_gmt":"2023-05-18T15:58:23","slug":"cyberark-annual-recurring-revenue-up-42-as-new-ceo-takes-charge","status":"publish","type":"post","link":"https:\/\/ifintechworld.com\/?p=10448","title":{"rendered":"CyberArk Annual Recurring Revenue Up 42% As New CEO Takes Charge"},"content":{"rendered":"
\n

It\u2019s very rare for startup founders to remain CEO three years after taking their company public. So investors should give serious consideration to investing in a company whose CEO ran it for 34 quarters post-IPO.<\/p>\n

The company is Newton, Mass.-based CyberArk \u2014 a cybersecurity software provider \u2014 that recently reported rapid revenue growth for its first fiscal quarter and forecast more of the same for 2023.<\/p>\n

After developing his successor for nearly four years, Executive Chair Udi Mokady last month passed the CEO baton to Matt Cohen \u2014 who gained 18 years of increasing management responsibility at PTC, a Boston area provider of design software.<\/p>\n

Given the untapped opportunity in CyberArk\u2019s market and its ability to win and keep customers more effectively than rivals owned by short-term oriented private equity firms, I expect the company to keep exceeding investor expectations.<\/p>\n

<\/fbs-ad><\/p>\n

(I have no financial interest in the securities mentioned in this post).<\/p>\n

CyberArk\u2019s Performance and Prospects<\/h2>\n

CyberArk reported strong growth in the fiscal first quarter and expects that to continue. According to SiliconAngle, CyberArk reported a 27% increase in revenue to about $162 million and an adjusted loss of 17 cents per share \u2014 13 cents less bad than the year before.<\/p>\n

Most of the growth came from cloud-based services. Its maintenance and professional services revenue was $65.1 million \u2014 the same as the year before. Its annual recurring revenue (ARR) increased 42% to $604 million.<\/p>\n

Strong growth is expected for the current quarter and full year. Specifically, CyberArk\u2019s revenue is expected to grow 21% in the second quarter to $172.5 million \u2014 the midpoint of its guidance. For the full year, the company guided for 23% growth \u2014 to $730 million \u2014 the midpoint if its guidance range.<\/p>\n

CyberArk is optimistic about its results and its future. \u201cOur results in the first quarter demonstrate the durability of our business model and the mission criticality of our Identity Security platform. Demand for our SaaS solutions remains strong, resulting in our subscription bookings mix reaching an all-time high of 95%, higher than our guidance framework,\u201d CEO Matt Cohen said in the company\u2019s earnings release.<\/p>\n

Turning An Idea Into A $6 Billion Public Company<\/h2>\n

Mokady has set the stage for Cohen\u2019s tenure as CEO. He did that through his decision to focus the company on a difficult problem that mattered to customers, his aim to take the company public, his long-term orientation and hunger for learning and winning, and his decision that it would be better to develop his own successor while things were going well.<\/p>\n

Picking the right problem<\/h3>\n

In a May 17 interview, Mokady said, \u201cI have been CEO for 18 years and ran CyberArk as a public company for 34 quarters before taking on my new role as Executive Chair. I wanted it to be a built to last<\/em> company. To do that I decided to solve a complex security problem that touched the plumbing.\u201d<\/p>\n

The complex problem Mokady referred to is so-called privileged access management (PAM) \u2014 protecting hackers from getting control of the account of an employee with access to most of a company\u2019s systems \u2014 such as a database administrator (DBA) or chief information security officer.<\/p>\n

It took some time for CyberArk to discover this opportunity.<\/p>\n

As early CyberArk investor Erel Margalit, founder and chairman of Jerusalem Venture Partners told me in December 2017, \u201cIt took the founders time to translate their technical excellence into products and messaging. They had good sales in Israel but they could not get success in the U.S. Through trial and error, they realized that they should protect companies against someone who is impersonating the DBA. They came up with a strong metaphor: \u2018the enemy within.\u2019\u201d<\/p>\n

Building CyberArk to last<\/h3>\n

Once CyberArk began winning customers, they began asking \u2018How do we know you will be around in the future?\u2019 Mokady told me, \u201cThey wanted the company to be built to last and that is why I thought an IPO was critical.\u201d<\/p>\n

Many years after the company\u2019s 2014 IPO, he asked himself \u2018Can Udi be CEO forever?\u2019<\/p>\n

CyberArk followed the example of Aron Ain \u2014 then CEO of Kronos, the Lowell, Mass-based workplace management software provider that the Boston Globe<\/em> chose as 2018\u2019s best place to work \u2014 who has a strong CEO and became executive chair.<\/p>\n

As Mokady told me, \u201cNine out of 10 CEOs wait for an external event to solve that problem. I decided to make the change when the sky was blue. I hired a strong chief operating officer \u2014 Matt Cohen. We worked together to create a well-defined role which puts him in day-to-day charge of customers, partners, and strategy.\u201d<\/p>\n

Mokady\u2019s ability to let go sprang from his desire to develop people who were willing to grow. \u201cI could not understand why venture capital firms put caps on what an executive could do. They would hire a vice president of sales for a $10 million company and then replace the person when the company got much bigger. I think people are always growing. I would help someone grow from an engineer, to a sales engineer, to chief revenue officer. I wanted to develop people who were willing to grow, learn, and seek mentors \u2014 to always be learning,\u201d he said.<\/p>\n

From founder to public company CEO<\/h3>\n

How did Mokady learn how to run a public company? He used the metaphor of riding a bicycle up a long, steep hill. \u201cOn the road from Tel Aviv to Jerusalem there is a hill called Motza. My brother biked up the hill on the highway. I asked him how he did it. He said, \u201cI put my head down, I didn\u2019t look up or down. I stayed to the left of the line,\u201d Mokady said.<\/p>\n

CyberArk\u2019s investors were very strict about monitoring quarterly results when the company was privately held so Mokady was prepared for that part of running a public company. The VCs held him accountable for meeting his quarterly forecasts and explaining if the company fell short. \u201cWhen we went public, we had that muscle. We wanted to be public to build a long-standing company. We call it as it is. We develop forecasts from the bottom up and we are realistic and data-driven. We look at our pipeline and closing rates. We are playing the long-term gain. We do not use short-term appeasements.\u201d<\/p>\n

Why customers prefer CyberArk\u2019s long-term focus<\/h3>\n

CyberArk\u2019s long-term focus gives the company an advantage over private equity-owned rivals who have a short-term orientation. \u201cAll of our PAM competitors are owned by PE firms. They have short-term orientation. They are not investing in R&D and not investing in markets. Unlike them, we are expanding into Europe, Middle East, and Africa (EMEA) and Asia-Pacific Japan (APJ),\u201d Mokady told me.<\/p>\n

CyberArk does not rest on its laurels. \u201cBy contrast, we are \u2014 to use a phrase from Great by Choice<\/em> \u2014 prudently paranoid. We never take anything for granted. We worry more than you should. If you think about how the competition might change or the macroeconomic situation might evolve, you will over achieve,\u201d he said<\/p>\n

Customers appreciate CyberArk\u2019s loyal to them. As he said, \u201cWe are not forcing them to switch from using our software on premises to in the cloud. We tell them the advantages of using the software as a service and let them know that we will be ready when they are ready to adopt the cloud. By contract, our PE-owned competitors give customers a deadline by which they must switch.\u201d<\/p>\n

How CyberArk is managing macroeconomic headwinds<\/h3>\n

Macroeconomic trends are helping CyberArk. \u201cDespite macroeconomic challenges, our product is a high priority for customers. It is a must-have, rather than a nice-to-have. It is Cybersecurity and Infrastructure Security Agency recommended along with multi-factor authentication to protect against identity-based attacks.\u201d<\/p>\n

CyberArk tries to protect itself against nation-specific problems. \u201cWe are well-hedged geographically. We started on an island and are export-oriented. 30% of our business is in EMEA, 10% in APJ, 60% in Americas \u2014 the U.S., Canada, and Latin America,\u201d he said.<\/p>\n

CyberArk \u2014 which is hosting IMPACT 23, an identity security conference from May 22 to 24 \u2014 sees AI as a help and a threat to its customers. \u201cAI can reduce the time it takes to write security policies. AI also introduces the ability for attackers to create attacks uniquely designed for each person. Polymorphic malware will be more likely to evade behavioral-based protection,\u201d according to Mokady.<\/p>\n

The PAM market is not maturing. He explained, \u201cThere is a proliferation of privileged administrators in human resources, sales, finance. It is all over the world. When we first came up with the idea of focusing there, we did not realize it would be so robust. But we had a long-term orientation and thought that if we solved a difficult and critically-important problem\u201d our solution would be difficult to copy and the problem would not go away quickly.<\/p>\n

What makes Israeli entrepreneurs stand out<\/h3>\n

Margalit attributed Israel\u2019s startup success to two key factors. As he said, \u201cIsrael is a nation of immigrants who have nothing to lose. And to build successful companies, our startups must expand globally. Therefore, our entrepreneurs must be comfortable understanding and working with people from different cultural backgrounds. To [be perceived as] intelligent in the U.S., I needed to sound like an American. It\u2019s the same in France and China.\u201d<\/p>\n

Mokady sees himself as having an advantage over U.S. CEOs. \u201cAs an Israeli, I have a hunger to conquer the world. When I meet U.S. CEOs, they say they operate globally \u2014 but that means having an office in London. They are afraid of international.\u201d<\/p>\n

He takes a staged approach to entering new markets. \u201cWhen we go into a new country, we start small. For example, I did not know anything about German resellers so I hired an expert. When we go into a new market, we do not go in all at once with massive hiring as others have done. We partner with a reseller. If that goes well, we hire a sales person. If that pays off, we hire a team. My board tells me don\u2019t push too hard. Keep it real.\u201d<\/p>\n

Where CyberArk Stock Goes From Here<\/h2>\n

CyberArk\u2019s stock trades 29% below its October 2021 peak of $202 \u2014 but the stock is up 11% so far in 2023.<\/p>\n

The average analyst sees 24% upside to the stock. Specifically, 25 analysts offering 12-month price forecasts for CyberArk have a median target of $180, according to CNN Business<\/em>.<\/p>\n

Customers seem happy with its product. Gartner
\n IT
\n <\/fbs-ticker> surveyed 767 customers who gave its product 4.5\/5 stars. One reviewer wrote, \u201cOverall, our implementation of the CyberArk Privileged Access Manager has enabled our Network Security operations teams to focus more on security posture, and less on large scale manual password change management. By reducing some of the manual steps involved in our password change management, the CyberArk PAM solution provides a significant savings in manpower, which in turn, means a cost savings.\u201d<\/p>\n

If the company can sustain expectations-beating growth and Cohen can maintain Mokday\u2019s hunger to conquer the world, CyberArk investors will be better off.<\/p>\n<\/div>\n

Read the full article here<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

It\u2019s very rare for startup founders to remain CEO three years after taking their company public. So investors should give serious consideration to investing in a company whose CEO ran it for 34 quarters post-IPO. The company is Newton, Mass.-based CyberArk \u2014 a cybersecurity software provider \u2014 that recently reported rapid revenue growth for its […]<\/p>\n","protected":false},"author":1,"featured_media":10449,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[241],"tags":[83],"class_list":["post-10448","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-markets","tag-featured"],"yoast_head":"\nCyberArk Annual Recurring Revenue Up 42% As New CEO Takes Charge | iFintechWorld<\/title>\n<meta name=\"description\" content=\"It\u2019s very rare for startup founders to remain CEO three years after taking their company public. 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