Snyk combined bottom-up adoption with top-down sales in a 'pincer movement.' They leveraged existing developer usage within an organization as a powerful entry point for their outbound sales team to engage security leaders, turning user love into a compelling conversation with the economic buyer.
Snyk founder's new venture, TESOL, posits that AI will make code disposable. Instead of code being the source of truth, a durable, versioned 'spec' document defining requirements will become the core asset. AI agents will generate the implementation, fundamentally changing software development.
Snyk saw low adoption when asking developers to add checks to their build process. The breakthrough was a GitHub app that not only flagged new vulnerabilities but proactively opened pull requests with the fix. This reframed the tool from a potential blocker to an indispensable, helpful assistant.
Snyk achieved developer adoption but failed to monetize until they addressed the needs of the actual buyer—the security team. They had to add governance and reporting features, realizing that user love doesn't automatically translate to sales when the user and buyer are different people.
To overcome developer apathy towards security (which feels like boring insurance), Snyk created entertaining talks showing live hacks of popular libraries. This made the threat feel visceral and personal, motivating developers to check their own code far more effectively than a standard risk pitch.
Security products are naturally sold top-down. CISOs need central governance over a fragmented tool landscape, and the product's value is subjective and hard to measure (like insurance). This environment favors a high-touch, relationship-based sales motion, making pure bottom-up adoption difficult to monetize.
The biggest risk for a founder isn't a quick failure, but a slow-growing company stuck at a few million in ARR. This 'zombie' state consumes years of your life without delivering on the venture-scale dream. To avoid this, anchor your startup in a future where the need for it is growing, not shrinking.
Snyk's founder planned to take a full year off after leaving his corporate job. He lasted just eight days before incorporating his next company. This highlights that for serial entrepreneurs, the 'itch' to build is a powerful force, and intended breaks are often just short incubation periods for the next big idea.