Abhishek Kumar: Why Great Engineering Leadership Starts With Mindset
By: Caleb Brown
July 29, 2025 23 min read
Abhishek Kumar has spent more than 20 years in cybersecurity and enterprise software. But the lessons that shaped his leadership didn’t come from technology. They came from people.
As vice president of engineering at Trellix, Abhishek leads globally distributed teams that focus on AI-driven threat detection and security innovation. His leadership style is built on curiosity, proactive planning, and a deep belief in the power of mentorship.
In this episode of Keep Moving Forward, Abhishek shares how he builds resilient teams, leads with intention, and mentors the next generation of engineers, all with the core principle that leadership starts with mindset.
Attitude Over Everything
Technical skills can be taught. But the right mindset? That’s harder to find.
“In today’s world, learning a new technology isn’t that difficult,” Abhishek explains. “Gone are the days when you had to enroll yourself in a course for three months. … Today, you can do it over a weekend.”
As tech becomes easier to learn, hiring managers need to look beyond resumes. Abhishek prioritizes curiosity, adaptability, and interpersonal skills. “Soft skills, especially the attitude, is more important or weighs more than technical skills,” he says. “If somebody has a good attitude, everything else falls in place.”
He sees this play out with engineers who stay open to feedback, raise their hand to learn something new, and help others get unstuck. These employees often become linchpins in high-performing environments. “You need to make sure you have the team players,” Abhishek says. “People who understand what it means to build a team, and not just write code.”
Proactive Leadership Instead of Firefighting
Abhishek practices intentional leadership. Instead of waiting for problems to emerge, he strives to stay ahead of them.
“Leadership has to become more and more proactive,” he says. “You cannot remain a reactive leader.”
That mindset shows up in his calendar, hiring strategy, and talent development. By anticipating change and preparing teams to handle complexity, Abhishek believes leaders can avoid firefighting and focus on long-term growth.
This style of leadership isn’t a solo endeavor. “You don’t have to know everything,” he explains. “But you have to create a team where there are enough smart people who know what they’re doing.”
Abhishek believes that good leaders create the conditions for their people to excel. “You need to give them the direction, you need to help them, remove the roadblocks,” he says. “That’s your job.”
Invest in the Next Generation
Abhishek still remembers the people who shaped his early career — and how much of a difference their support made.
“There were people who helped me when I was starting, whether it was my family, my friends, my mentors,” he says. “It’s a big motivation for me.”
Today, he pays forward that generosity by mentoring junior engineers and helping them see paths they wouldn’t have otherwise considered. “Many times you don’t even know what you don’t know,” he says. “Somebody guiding you is really helpful.”
This guidance doesn’t always have to be extensive, either. “Mentorship is about spending 15 minutes, 30 minutes, and that can change someone’s thinking, someone’s path,” he says.
At Trellix, Abhishek brings this full circle by blending technical innovation with a human-centered culture. Whether he’s building AI-driven security products or growing the next generation of leaders, his work reminds us that long-term success starts with people who are set up to thrive.
Transcript
Abhishek Kumar:
Many a times, we underestimate soft skills, and we tend to go more towards the technical skills of a person. Everyone weighs them in a different way. But for me, over my career, I believe soft skills, especially the attitude, is more important or weighs more than technical skills.
Caleb Brown:
Hey, everyone, and welcome to Keep Moving Forward, the podcast from X-Team for tech professionals who are passionate about growth, leadership, and innovation. I'm your host, Caleb Brown. And in each episode, we'll dive into candid conversations with the tech industry's brightest minds, seasoned leaders, forward-thinking engineers, and visionary experts.
Today, I'm joined by Abhishek Kumar, vice president of engineering at Trellix. Abhishek has spent more than two decades in cybersecurity and enterprise software, leading global teams through complex transformations, from the early days of Y2K to cutting-edge AI-based threat detection. In this conversation, Abhishek walks us through his journey from writing compliance software in India to shaping next-generation cybersecurity platforms at Trellix.
We talk about the leadership lessons that shaped his path, including outsized impact of soft skills, the power of mentorship, and why attitude is still the most important hiring criteria. He also shares how Trellix is using AI to evolve threat detection and drive real business value, not just buzzword adoption. If you're leading technical teams or looking to navigate your own career towards high-impact work, this one's full of clarity and insight. Let's get started.
Thank you so much for taking some time and chatting with us today. I had the pleasure of being able to look over your background, your LinkedIn, and everything, and really impressive background. And I'm just really excited to dive into things and chat about everything a little bit here today.
Abhishek Kumar:
Sure. And first of all, thank you so much for giving me this opportunity to talk to Keep Moving Forward podcast. Really excited about it. This is the first time I'm getting into a podcast, so maybe some nervous energy is also there, but I'm hoping that I'm able to talk through some of the things that has happened across my own journey and what I see in the industry and our viewers, our audiences are benefiting out of it. So, looking forward to it.
Caleb Brown:
I certainly think so. We have a lot of engineers that listen here at X-Team and beyond, but also folks that are kind of in that position, a journey that you've already traveled, of sort of going from engineer, individual contributor, to engineering management and beyond.
So maybe that's a good place to start, actually, is just kind of maybe you could take a little bit of time to walk us through your early career journey, everything from your engineering studies in India to the whole way up to your current role at Trellix.
Abhishek Kumar:
Definitely. So I currently work at Trellix, and Trellix is a security company, a privately held security company, and kind of among the biggest, probably top five or top six, in the world today. I currently work as the vice president of engineering and research at Trellix. And I have been with Trellix and previously a company called FireEye for almost 11 years now.
To take you back in my journey, born and brought up in India, and typically a middle-class Indian family with a very strong focus on education. So I have to give it to my parents, especially my mom, who kind of instilled this focus of education in all of us, all our siblings, and also made sure that we understand the importance of discipline and hard work that is required to achieve your dreams.
So it started in India in a small place. And as I grew, I also got the guidance of my uncle, who himself was an engineer. So he kind of helped me understand what it takes to become an engineer and what are the opportunities that lie in front of me. And that was a time, especially in India in the early 1990s, when computers were something that were talked about. And some of the services companies in India was coming along at that time. So that is when I got interested in computers.
And I also got into one of the engineering colleges in India, called the National Institute of Technologies, the NITs. And I got into electronics and communication as my field of studies. And that was also the time, especially when I passed out in 1999, when the Y2K movement was kind of there. A lot of companies were worried about what happens when the date switches over to 2000. And a lot of Indian services companies were helping the enterprises across the world to make sure that they are Y2K-compliant.
So right after my college, I joined one of those companies, it's called Wipro in India, and we started working with different companies who had computer installations for various functions to make sure that they're Y2K-compliant. So that was my first foray into enterprise computers and also my foray into understanding the customer sense or customer mind of how they use a computer and what they want to achieve out of it. So this was pretty early from an Indian perspective.
Later on, I did work with various computer networking and security companies. More importantly, I worked with McAfee, who was a pretty good name, a pretty big name at that point of time in computer security. I worked with Cisco, which is among the biggest in the world from a networking perspective. And I also worked with Juniper Networks.
So from there onwards, I did get an opportunity to work in a company called FireEye. FireEye was a pre-IPO startup which was going to open their center in Bangalore, India. And that is when I got into as one of the earliest members of FireEye. And I think that actually changed a lot of things in my life. Getting to work with a startup, getting to work in a niche area, and being able to expand my horizon in terms of what all can be achieved really set the tone for me. And I moved on to the US in 2015, and that is where I started leading a lot of FireEye's and Trellix's product-related businesses from an engineering and research perspective.
So I would say a lot of work has gone into project management, people management, release management, and also understanding the customer's expectations from an enterprise security software. And happy that I was able to go through this journey.
Caleb Brown:
Absolutely, and it sounds like a very interesting journey. Like you said, I've always found the benefit to being involved in startups or just early-stage companies in general. I think you see a lot of the business no matter what your role is when you're in that.
Something you mentioned early there, you mentioned your uncle was a guiding factor in your career. I thought maybe you could dive into this a little bit more, and you can tell me sort of how his mentorship shaped your leadership style now.
Abhishek Kumar:
Yeah, so first and foremost, the important part was that as you grow up, many a times, you are not sure about what are the things that you want to do in life. And you're looking for guidances in terms of, which is the right domain area of expertise to pick up so that you can make a good living? Because at that point of time, especially in India, making a good living is very important.
So you want to find out which is the domain, which is the area of expertise, what's the skill set? And also, what you are interested in? So that when you take up that kind of a role in your life, you would be happy to go through your day-to-day functions and feel satisfied that you are doing something good.
And that is where I believe when my uncle started working with me and also my other siblings, was that he told us about the various options which are available to us. How do you look at one option versus the other? More importantly, what it takes for you to take a particular option and then make a living out of it. So the earliest guidance that is required for you to make a good decision is what happened or was what was provided or given to us by my uncle.
And this is something, if you look in a professional world, is also very important, especially the new joinees, people who are coming as an intern or people who are coming to you and working with you as a fresh graduate. It's very important for you to understand, do you like what you're doing right now? Do you feel interested? Is this the right passion for you to take up a role? It could be computer science, it could be any other field. Is this something that you want to do for the rest of your life? And very slowly, you will find that within, say, computer science or engineering domain, there are various subdomains which will interest you.
I had an example wherein a person came in as a development engineer, and he started doing development right out of his college. And he later found that he's more interested in research. So for him to take a decision earlier in his life that, "Hey, development is good, this is what I started, but my passion or my interest lies in research, can I make that switch? More importantly, can I ask to make that switch?” Because many a times, we are worried that if I ask for a change, will that lead to losing what I currently have also?
So be able to make a decision, be able to find that this is my interest, this is my passion, and I will get satisfaction out of doing this for the next certain time in my future. It may not be entirely in your entire life, but at least for a certain time in future, I will be interested, and I will be satisfied doing this work. So this is something which is a very important decision for everyone to make.
And I would say in my early years, I had that privilege, I had that mentorship that allowed me to take the right decision. And over the past 20-plus years, I have made several such decisions. Many a times, you feel that what you're currently doing may not be the right thing or no longer interests you. So can you take up something which is different? You may have to start from scratch, or you may have to start at a level which is lower than what you currently are. But still, if it is of interest, it makes sense. One should take that.
Caleb Brown:
Yeah, 100%. And that's good advice and understandably so, it can be scary to do that, but probably scarier if you look at the long-term picture of not making a move you feel that way about. So that's good, and I think insightful and good for, like I said, folks that I know listening to this podcast being engineers of all levels and of all different ages, as well. So I'm glad that you're sharing those kinds of insights with us.
I want to talk, shift things a little bit to leadership philosophy and team building. And I believe it was on our prep call earlier that you had emphasized the importance of attitude over just technical skills. And I was wondering if you could elaborate a little bit about how you evaluate attitude, especially during the hiring process.
Abhishek Kumar:
Yeah. But before that, let's talk about leadership. It's a fascinating word because you will find that there are multiple definitions of leadership. Each one is better than the other, and each one is jazzier than the other, because everyone tends to define leadership in their own ways.
For me, it's a very simple concept wherein, as a leader, you can take a bunch of team members, and you are able to set a vision and a goal, and you are able to achieve a lot more than the combined individual capacities of every person. So if there is one plus one, which can probably give you two. As a leader, you can set a goal and you can achieve multiples of two, you can achieve four, six, or eight or even 10. So leadership is something which can give you the sense of vision, sense of goal, sense of achievement, sense of direction, and at the end, sense of satisfaction in terms of whatever you are doing.
Now, coming back to your questions about attitude versus technical skills, and this is probably a broader discussion between soft skills versus technical skills. Many a times, we underestimate soft skills, and we tend to go more towards the technical skills of a person. Everyone weighs them in a different way, but for me over my career, I believe soft skills, especially the attitude, is more important or weighs more than technical skills.
It's not to say technical skills are not important — very important. And you definitely need to make sure that there is a threshold of technical skills that is met before you hire any person. But beyond that, attitude is the one thing which I believe is the most important one.
In today's world, learning a new technology isn't that difficult. Gone were the days when you have to go and enroll yourself in a course for three months and learn a new language or a new technology. Today, you can actually do it over a weekend. And there are weekend courses available over multiple websites which can actually teach you a particular skill, to a certain extent, for sure.
Along with that, technical skills require updates every few months, every six months, every one year. So if you hire a person for a certain technical skill, it's not necessarily the same thing that the person is going to work after six months or one year, there's a good chance that he has to work on a different skill set. Along with that, maybe your project requirements completely change, and the person has to learn something new. So that is where I believe attitude comes into picture.
And also, what I have seen invariably across either a big company or a small company, you have to get the things done through making a lot of workarounds or working with a different set of people, going beyond your own organization and getting the stuff done. And that would come through attitude. Or if you're getting stuck somewhere, how do you go forward from there onwards? Do you look for help, or are you ready to invest your time and find a solution?
So that is where I believe, and this is invariably across any company — small company, big company, medium-sized — there is no straightforward way or a well-defined way of getting things done, especially if you are getting into innovations and new technologies. So that is where if a person has the right set of soft skills, especially the attitude to get the things done, he will be a lot more successful.
Now, how do you know if a person has the right attitude? In most of the cases I have seen, if you talk to the person and try to ask him about an example wherein he got stuck and how he maneuvered his way out of it or some of the challenging tasks that he has achieved in his career and how did he manage to get things done, you will be able to find it out. Also, attitude is something that can be easily seen once a person gets into your company or gets into your team, in the first three to six months. You will figure it out.
So finding out ways in which you know if the person has the right soft skills and attitude is one of them. And can he be able to get the things done independently? Can he be able to find his way through the system? It's more like, is he a street-smart person? So that is where I believe people who are street smart, who keep their eyes and ears open and are ready to find ways to get things done, are usually more successful than the other ones. Not to say technical skills are not required — absolutely required, meet the threshold — but from there onwards is the soft skills that takes over.
Caleb Brown:
Yeah, absolutely. Well said, and you're absolutely right that the landscape has changed that technical skills, it's way easier than ever I think to pick those up. And whether it's, certainly in a startup, but even a larger organization, you're right, the tech stack to some degree might change in a few months. So you're absolutely right that the foundation of an attitude makes a lot more sense.
Abhishek Kumar:
And just to add, writing a code is not as difficult today as it was 10 years earlier. You can actually be able to find code available for almost everything that you want to do. So yes, navigating your work through or your way through the system and getting the stuff done is probably the most important skill that we look at today.
Caleb Brown:
100%, makes sense. Once you've hired someone that is working well on the team, it's a good fit, what strategies have you found the most effective for developing and retaining that top talent?
Abhishek Kumar:
Yeah, so there are multiple things that a person looks for when he's in a particular organization. First and foremost, and this is something also very important, especially for companies or enterprises where the budget can be tight. If you're throwing a lot of money to a person, the person will invariably stay and stick with you. But you will never be in that kind of a situation, and money — the market keeps on changing, the market keeps on going from a better pay scale to better pay scale.
So what really makes a person stick to a particular job? There are three or four things that I believe is important. The first and foremost is the culture. What culture you have in your organization that allows a person to express himself or his work freely. Culture is something which has not been or may not have been very well-defined, but is just the day-to-day activities that a person does and how he's able to express himself, make sure that he's able to get the things done that he wants to do. His opinion is heard. And especially in an organization that focuses on innovation, does the culture breed innovation? So does the culture allow a person to try out new things and showcase his skills, showcase his ideas, and if there are ways to take those ideas forward.
In our company, we have multiple such forums wherein we allow new ideas to come through. We also set aside time in a day, in a week, to try out something new that you want to do. And let's see if you have something that can get productized going forward. So culture is definitely the first thing.
And culture is something that also makes a person feel at home within his own organization, in his own company. The person likes to get up and go to work, or start his work if he's working remotely. So that's definitely the first and foremost thing. And a culture where respect for each other is very important. So that's how I define culture, and that's the number one for me.
Second thing which is very important would be growth and learning. Anyone who is part of an organization does not want to remain stagnant. He wants to learn, and he wants to grow. Does your organization allow a person to learn new things of its own interest — plus what is a requirement for your product and projects — and give the person an opportunity to grow in his role? If your organization allows the person to learn and grow in his role, that is something that will make the person consider a longer-term relationship with that particular company. Plus, you have to make sure that all the skill set, the tools, the support required for the person to learn in that particular organization, in a specific technical area or a domain — are those opportunities available for that particular person?
So apart from whatever compensation and other benefits that are available to a particular person, your culture, your learning and growth opportunities, plus, in a lot of ways, relationship with peers up and managers. Relationship with manager is a very important thing that every employee would look to. And if that is a cordial, good relationship, good and I would say in a professional way, they are able to trust each other, they're able to talk to each other, they're able to have a clear line of communication, those are the things I would say would really make sure that a person considers this particular organization as a long-term career. They should look at it as a career rather than as a job, and these are the things would probably make this a career.
Caleb Brown:
I wanted to shift a little bit here to some future technology stuff, some AI stuff, of course, has been quite big lately, but I think rightfully so, at least from my perspective in exploring some AI tech. But interested just to hear your general perspective on how you see AI transforming specifically the cybersecurity landscape.
Abhishek Kumar:
Definitely. I think in today's world, no discussion is over without a discussion on AI.
Caleb Brown:
It seems to be the case, yeah.
Abhishek Kumar:
Everyone wants to talk about AI, and everyone wants to know about AI. And I think AI has immense potential. What we see today is when we talk to a lot of our customers, they would like to know what we are doing with AI? What is our investment on AI? What are the things that we plan to do?
And those questions keep on coming, but what I think would shift very soon or definitely in the near future is, customers may start asking, “What is the value that we are generating out of AI?” So instead of doing one thing or the other using AI for your products, the question or the narrative will change very soon to understand, what is the value that we are deriving out of AI? Is my investment more than or certain multiples of the value that we are deriving out of AI? And is my customer willing to pay for that value?
So today, the talk is only about investments. Everyone wants to know how much is the investment done on AI. All the data centers that are being built or the power consumptions and the CPUs or GPUs and everything else that is coming into picture, along with all the different language models that are being developed, some at low cost, some at high cost. Then this is something that we have also been caught into. We are bringing in AI into cybersecurity.
Soon, as I said, the questions will more be about, what is the value we're deriving? And is the customer seeing that value? Can we stop the threats better and quicker with AI than what we have done in the past? And is the customer ready to pay for that is important.
Second thing would be, is AI going to create more problems from a cybersecurity perspective? Because it's not only the good people who are using AI. Even the attackers or threat actors will also start using AI. So when they also start using AI, does the threat landscape change altogether? What do you see new things coming from a threat perspective? And are the current set of tools and techniques enough to catch those threats?
So it will be very interesting to find those things out. Is there a completely new paradigm of threats that is coming in? And are the current tools and techniques sufficient to catch them? Along with that, is the customer ready to pay for the new AI-derived value?
So a lot is to be seen, I would say, in the world of AI today. Everyone is focused, as I said, on investments right now and making use of AI one way or the other. I'm very sure in a year, two years time, the value of AI and customers’ willingness to pay for that value will come into picture, and that is when we start seeing a lot more consolidation, a lot more value-based approach to AI than what it currently is.
But there are a number of examples even today wherein people are using AI to help the customers, either through customer support-related functions, documentation-related functions, and even in threat detection today, we are using AI to help with threats which are coming in new from the threat actors. So we are at the very initial part of this cusp, I would say. Things will change dramatically in the next few years.
Caleb Brown:
Yeah. Absolutely makes sense. So to reference your first point, what strategies are you or do you plan to enable to ensure that AI initiatives really do provide real value rather than just kind of following these trends and saying that it's using AI?
Abhishek Kumar:
Yeah, so we are looking at features and functionalities one by one to see where is the best value for the buck from our side. Threat detection is definitely one of the most important things. We want to make sure that we are ready, we are one step ahead of the curve or one step ahead of our threat actors. To understand new types of threat, able to find out the patterns of threat, because what AI can help us do is to find patterns of threat faster than what we were doing earlier and be able to stop and contain that threat.
Along with that, can we use some kind of a predictive mechanism to understand that something like this can be brewing and stop it from happening even before it happens, from a threat perspective? So can we do a lot, in a sense, predictive analysis of whatever indicators are currently available? Based on those indicators, can we say that there could be a threat coming in and be in a position to stop that threat even from going and impacting a customer?
From a features and functionality perspective, yes. I think in our products, also, we are looking at how do we respond to a customer request faster? How do we make sure that anything which is giving a lot of information to a customer can be summarized using AI and a quick summary of that is available for the customer to consume? Because the amount of data that we generate is huge. What makes sense is to take that data and put it in a clear, concise form for a customer or a user to consume that information.
And that can be done really well using AI. AI can read, in a way, lots and lots of data. Can make a good sense of that data, plus also get additional information that is relevant to that data. So in a way, simple work could be enriching our current data and making it available to a customer in a clear, concise form so that it can be consumed easily by different personas of a customer.
So that is where the focus would be for us. Plus, as a security company, fighting the threats is definitely the most important one.
Caleb Brown:
Yeah. Absolutely makes sense, and I appreciate you going a little deeper on that. I just have a few more questions for you here, but I do like to, as we start to wrap up, I do like to look into the future a little bit and get your perspective there. So curious, just kind of what emerging technologies now or even trends are exciting to you? And that can obviously relate to your personal work, but I'm also happy to hear anything you just have seen lately that you've found to be kind of cool tech.
Abhishek Kumar:
Yeah, there are quite a few things, and AI definitely is opening a lot of stuff for use across all the different fields. One thing which is really fascinating for me could be healthcare. How would healthcare transform from here onwards with the use either of AI or the new technologies that are happening? And you may have heard the neural networks that Elon Musk and team are building. So how does all those things transform the healthcare industry will be very fascinating to see, because I believe healthcare is one area wherein there are a lot of things that have happened and that can also happen in days to come.
Space technology, we are probably opening that up also in a big way. And space technology is something that has been fascinating to me. Just when you start thinking about how big the universe is, you get lost into it because nobody knows how big it is and what all are there for us to explore. And I think we haven't even gotten started with space, so we haven't gone much into the solar system, also, as yet. So space technology, I believe, could be a really, really important trend for the next 10 to 15 years. And space travel can become a reality, maybe in our own lifetime, also, if you're looking at 10, 20, 30 years from now.
Caleb Brown:
Absolutely.
Abhishek Kumar:
Definitely, it can become a very important thing. I see today's kids having a lot more information. And information revolution is such a big thing today. Kids have so much information at such a short age. Can't fathom like if a 5-year-old or 6-year-old has got so much information at such an early age, just imagine when that kid is like 15 or 20, how much information he would have, or he would've already processed through. And what the future would look like from there onwards for us. So I think information overload is definitely an area which is something to look for. And how we are going to process that information in the days to come will be very important, and how do we make use of that information?
Caleb Brown:
Absolutely. Looking at the role of engineering leadership in general, how do you see that evolving in the next five, even 10 years? Obviously, AI will likely play into any question like that to some degree, but I think probably more changes than just AI. I'm curious how you see that role as you look forward?
Abhishek Kumar:
I think engineering leadership, and even any leadership, has to become more and more proactive as we move forward. We cannot remain a reactive leader, or there can't be a reactive leader. So the more and more we are prepared to be a proactive leader, the more and more we are prepared to read what's going to happen or what can go happen, and we are ready to take corrective actions.
First of all, can we stop a bad thing from happening? Can we stop a risk from happening into a particular project? How do we make sure that we are better prepared in our planning processes, your plan A, plan B, or plan C? How well-prepared you are across all those items? And how do we make sure that we are data aware?
How do you make sense of data, and you are able to take decisions based on data, will be very important. Because, as I said, there will be so much data available from whatever products you are using or you're building, the challenge would be to take that information and make a good sense out of it, make your decisions based out of it, and be able to make a predictive decision based out of it.
So leadership, I think, would become more and more proactive in the days to come. And that is what leadership should also be. Proactiveness in terms of understanding what can happen, what can go wrong, and be ready to take an action as and when it happens or before it happens.
Caleb Brown:
Couldn't agree more, and I think that's a very good topic to end on. That was well said. Yes, thank you so much. I really enjoyed our chat today. I had a ton more questions, but we filled it all up, but I think that was good. We covered a lot, and I learned a lot, and I really do appreciate you being here.
Abhishek Kumar:
Thank you so much. It was so much fun, and it was really a privilege to be part of this podcast. And I'm happy if there are any comments from our audiences on this one, but just a pleasure to be here.
Caleb Brown:
So happy to hear that.
Abhishek Kumar:
Thank you.
Caleb Brown:
Yeah, thank you for being here.
That was a compelling look into what modern engineering leadership really demands, from building resilient teams to staying one step ahead in a shifting technological landscape. I was especially struck by Abhishek's insight that leadership is becoming more proactive. It's more about reading risk early, planning for complexity, and making data-informed decisions before things go sideways. It's a mindset shift that's especially relevant as AI, threat landscapes, and work environments continue to evolve.
Abhishek's perspective on hiring is just as sharp. In a world where tools and tech change rapidly, what sticks is someone's attitude. It's all about their hunger to learn, their ability to navigate uncertainty, and their willingness to move things forward when no one else does. And in a field as mission-critical as cybersecurity, that combination of drive and humility can make all the difference.
Thanks again to Abhishek for joining us and sharing his journey and perspective. Join us next time for more insightful conversations with tech leaders who inspire us to grow, lead, and innovate. Find us on Apple Podcasts, Spotify, or YouTube Music. And don't forget to share this episode if it resonated with you. Until next time.
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