Wiz CMO: How We Sustained Hyper-Growth to $32B

How Wiz Built the Fastest-Growing Enterprise SaaS Ever

This session starts at 52:35 in the SaaStr AI London GTM Stage recording.

Raaz’s presentation offers a rare inside look at how Wiz achieved what might be the fastest growth in enterprise SaaS history - reaching $100M ARR faster than Slack, Shopify, or any non-AI company. The cybersecurity company’s pending $32B acquisition by Google is a milestone they’re “still processing.”

The most counterintuitive insight: Wiz started up-market deliberately. Their first paying customer was a Fortune 10 company. This wasn’t an accident - it was strategic. The four co-founders (Assaf Rappaport, Roy Reznik, Yinon Costica, and Ami Luttwak) had spent six years at Microsoft after selling their first company, leading Azure’s security product stack. They learned enterprise scale at one of the best “schools” for it.

The Microsoft DNA runs deep. Raaz notes it’s “one of the best schools in the world for enterprise sales and for scale.” When you’ve built products at Microsoft scale, you architect differently from day one. You think about what the world’s biggest enterprises need, not what startups can get away with.

Interestingly, Wiz had such strong product-market fit that they sold for “a couple million dollars before we even hired our first salesperson.” Raaz, who started as the first product manager, ended up doing negotiations, legal, and T&Cs - things he “never thought I’d do” - because the product sold itself.

The talk covers scaling three dimensions simultaneously: team, product/engineering, and go-to-market. For Wiz, the ARR and valuation numbers were “outcomes” of getting these fundamentals right with “speed and intensity and with as few things breaking along the way.”

4 Insights From Raaz on Scaling to $32B Valuation

• Starting up-market can be strategic, not a limitation - your first customer sets the bar for everything you build
• Microsoft is an underrated “school” for enterprise scale - their alumni carry architectural discipline that compounds
• Strong product-market fit can let product people do sales - but eventually you need to formalize GTM
• Growth metrics (ARR, valuation) are outcomes, not inputs - focus on scaling team, product, and GTM with minimal breakage