Cyemptive CEO Rob Pike. (Cyemptive Photo) Seattle-area cybersecurity startup today announced the acquisition of (ATG), a 14-year-old IT consulting service company also based in the Seattle region. The ten employees working for ATG will join Cyemptive, whose headcount is now north of 65 people. Terms of the deal were not disclosed. Cyemptive came out of stealth mode , announcing a $3.5 million investment round from undisclosed investors. The company describes its cybersecurity software as an “automatic self-repairing reliable platform.” It sells products including an endpoint protection service and advanced perimeter firewalls, among others. Cyemptive’s executive team includes founder , who was previously an executive at Hitachi; , who was formerly chief information officer at Microsoft; and , who spent 30 years at the NSA, most recently as chief computer architect. The company plans to use ATG’s expertise in customer service and support to help serve its growing customer base of businesses and government clients. ATG founder and CEO Bryan Greene will join the Cyemptive management team. “Incorporating ATG’s already-established infrastructure of customer focus, service and support with our groundbreaking failsafe, pre-emptive cyber protection technologies is a natural next step in providing the best in cyber security solutions and support to them,” DuBois said in a statement.
Adaptive Biotechnologies Co-founder and CEO Chad Robins speaking from the Health Tech stage at the 2018 GeekWire Summit. (GeekWire Photo / Dan DeLong) As the CEO of Adaptive Biotechnologies, has shown a knack for turning really good ideas into a viable business. But even Robins admits that he makes for an unlikely leader of a biotechnology company. Robins revealed his thoughts about what makes an effective CEO during , hosted by Fuel Talent CEO Shauna Swerland. Adaptive dates back to a phone call Robins received ten years ago from his brother, Harlan Robins, saying he’d made a discovery that he thought could “change the world.” Chad Robins jumped at the chance to start a biotech based on sequencing the immune system. The company is now at the forefront of and has signed massive partnerships with Genentech to and Microsoft to . Here’s what Robins had to say about leadership. Lesson #1: Do the right thing. While in college at Cornell, Robins spent more than three months on a backpacking trek with the National Outdoor Leadership School (NOLS). “My whole leadership style to this day is based on those 100 days in the wilderness,” Robins said. “There was a thing called expedition behavior and … at the end of the day it’s just do your sh*t and be a good person. Do the right thing, right?” While hiking in the desert, Robins was part of a group, and each member had a job to do when they got to the campsite. “If one of those people didn’t do their job, you either wouldn’t drink, you wouldn’t eat, or you wouldn’t sleep well,” he said. “If I was mailing it in, someone else was picking it up. And that’s not fair.” His love of the outdoors led Robins to his first attempt at launching a business. Soon after graduating, Robins started an outdoor luxury travel company called American Beauty, named after the Grateful Dead album. Lesson #2: Learn to love fundraising “I love fundraising” isn’t a phrase you hear often, but that’s exactly how Robins feels. As he sees it, his job is to make sure the company has the money it needs. “I try to simplify a CEOs job into really three categories: money, people, strategy. If you don’t have money, you can’t get the right people. And if you don’t have the right people, it doesn’t matter what strategy you set,” he said. Fundraising has also led Robins to Brian Kaufmann from Viking Global Investors, who helped Adaptive find its strategy and set fundraising targets. The biotech industry requires mountains of cash to stay competitive, which has spurred Adaptive to raise more than $400 million to date. Lesson #3: Build culture from the top-down and the bottom-up When companies talk about management strategies, they often discuss either ruling from the “top-down” or encouraging grassroots change from the “bottom-up.” For Robins, building a company culture requires doing both at the same time. “First and foremost, you have to have a cultural leader. And that should be the CEO, who sets a tone of what you want this company to be,” he said. On the flip side, cultivating culture from the bottom-up comes down to smart hiring. “We want to be an innovative company overall and we want to be compared to the disruptive, game-changing companies across the board. To do that, you need to hire for the right mindset and the right type of person.” For Robins, the right type of person is one who has good ideas and is eager to listen and encourage debate within the company.