Sabrina Halper Show · 3 min · Oct 7, 2026

Wiz kept teams aligned by updating its operating framework

YC

Yinon Costica

Co-founder, Wiz

Co-founded Wiz, the cloud security company Google bought for $32 billion, and leads its product organization.

Sabrina HalperHost · Host, Sabrina Halper Show
Has worked as an investor at HOF Capital and founded SHS Media.

About this segment

Costica says Wiz repeatedly refreshed how it explained the problem, product, and value as the company grew. A flat structure and ongoing customer feedback helped teams adapt without losing alignment.

From “Google’s $32B Bet on Cybersecurity in the AI vs. AI Era | Wiz Co-Founder Yinon Costica”, Oct 7, 2026. Watch the full episode

“you need to be able to update it as fast as the business goes”

YCYinon Costicaat 15:13 · Sabrina Halper Show15:13

Takeaways

Refresh the company’s operating framework as the business changes.
A flat structure helped changes move without many layers.
Keep customer feedback central after early success.

Watch 2:56 from 14:09

In this episode

Transcript

Transcribed by machine (Whisper) from the episode’s audio, so a word may be off here and there.

14:15
And when a company scales that quickly, it often can break. Like there are all these stories of like Twitter fail will or like these moments. But in cybersecurity, you cannot break. It's not an option. And I think similarly right now, we're in a moment where I talk to certain companies that are scaling faster than they ever imagined in AI. um what is your advice to yourself looking backwards on how to how to run and direct a company that is growing so quickly it's a it's an amazing question i think one in a way you have to maintain clarity consistently all of the time and with that you have to be able to update the framework all of the time so you need to build in the end a way to explain to everybody in the company from sales to support to engineering to marketing to product you need to be able to say okay this is how we think about the problem we solve the
15:17
solution we give and you need to be able to update it as fast as the business goes a whiz is a very flat organization it helped us tremendously because we didn't have many layers to pass as we were upgrading the operating system and And honestly, being in the journey, I felt that I'm doing this upgrade every quarter, every, every, really every quarter I felt like, wow, we are, we are a different company now.
15:47
And we need to think about the teams differently. And we need to think about the problem differently and about our solution and how we sell the solution and the value. And I think that the ability to continuously have this upgrade process. This but to keep everybody aligned is maybe the table stakes to make it happen. The second thing is that the the same customer feedback loop that we've that helped us like really it was, you know, the reason that we was created because we had this initial feedback loop from customers on what do they actually need.
16:20
And I think being able to maintain that feedback loop and continue and inject the inputs into the process, that's something that keeps you grounded. And you know that not only you're not breaking, but you continuously solve more problems that customers need. And the fact that you did it once doesn't mean that you don't need to do it anymore. you have to do it even more now because you want to continuously direct the product to more areas that are valuable to customers and I think that's the other thing so don't lose this feedback loop that have brought you to the first