Rubrik Inc-A 2024年度报告

Fiscal 2025 culture from the ground up, I felt stronglythat Rubrik should have a collaborative,trusting, maximal thinking and risk-tolerant culture—in other words,a culture hospitable to outsiders. Our Culture Our culture is encapsulated as RIVET—Relentless, Integrity, Velocity, Excellenceand Transparency. These values serveas our compass even when the mapchanges. What does culture really meanthough? It’s not what is written on thewall but what really happens when thefounders are not in the room. How dowe work with each other to produceexemplary work? How do we not letthe past cloud our judgment for thefuture? How do we consistently raise ourcollective ambition for the company?In our weekly Executive Leadership Teammeeting my Co-Founder Arvind and Ioften debate why we are building, whatwe’re building or why we aren’t movingeven faster. Our conversations canget heated but it’s important to us thatother leaders in the company see this.That we have an open and transparentdialogue in which we challenge eachother to uncover edge-case insightsand solutions. Fostering this type ofenvironment is how we can make high-quality decisions and reduce blind spotswhen we’re operating at high speeds. Dear FellowShareholders, Last fiscal was an electrifying yearfor us. We not only became a publiclytraded company in April 2024 but alsofinished at over $1.0 billion in SubscriptionARR, growing 39% year-over-yearwhile making significant leaps towardprofitability. Rubrik delivered the rarecombination of high top-line growth andfast-growing free cash flow margins. But here’s what really matters.We’re building a generational company.We aspire Rubrik to be a truly exceptionalcompany with no finish line. Then thequestion is: how do you build an enduringinstitution? You need great talent andever-evolving products, all governedby strong cultural values and unlimitedcompany ambition. I’ve been an outsider all my life.Whether immigrating to the U.S. fromIndia, working at companies like Oracle,attending Wharton, or becominga venture capitalist, I was enteringunfamiliar territory. It was only once Ico-founded Rubrik that I moved from“outsider” to “insider.” As we created our Age of Acceleration Speed matters especially in an age oftechnology acceleration. Microsoft took20 years to become a household name,Google 5 years, Facebook 2 years andChatGPT just 3 months. Rapid technologychanges means businesses must reorientconstantly. The product-market fit is now effectively dead and zero-to-one musthappen every few months. The traditional“Executive Mode” of top-down commandand control playbooks no longer work.By the time you come up with a plan,delegate it and then let it cascadethrough the ranks, the plan no longerworks. That’s why I ask my leaders to liveat the edge of innovation and obsessivelykeep their ears to the ground. Last year,I traveled around the world doing over400 customer meetings to ensure wecontinuously adjust our strategy to stayahead of technology shifts. Lateral Motion But you can’t just rely on Forward Motionto achieve sustained success. Failing toinnovate or explore new opportunitiescould lead to eventual stagnation. In otherwords, by the time one product is scaling,it’s already time to start building the nextproduct strategy. We allocate resources—time, talent and money—across aportfolio of innovation initiatives as theLateral Motion to unlock the next S-curve.If you don’t build a Lateral Motion, yourisk falling behind. Furthermore, we take aportfolio approach to S-curves, in whichwe’re managing innovations at differentpoints on various S-curves. Forward Motion The key to success in the age oftechnology acceleration is to maintainmaximal momentum while preparingfor what’s coming next. To do this, weuse the combination of Forward Motion,scaling current successes, and LateralMotion, building and exploring newopportunities. Our Forward Motion istaking our cyber resilient Data Protectionbusiness from scale to super-scale.We do this by expanding our dataprotection solutions across newapplications and workloads that spanenterprise, cloud and SaaS environmentswhile exploring new routes to market,accelerating distribution networks,serving new customers and expandingour value proposition within our customerbase. Our investments in data security—years before ransomware became aheadline topic—have resulted in scaledbusinesses with broad adoption today.This is how we’ve been able to transformthe legacy backup and recovery budgetinto a data security investment thatdelivers cyber resilience. Market Transitions To do this, we have a dedicated teamstaffed with folks who excel at goingfrom zero to one—finding new product-market fit. This helps us operate amulti-product portfolio while reducingcomplexity. Within a product discipline,we often deploy different go-to-marketteams to establish higher positions on anS-curve while we’re still adding and fine-tuning new capabilities. This is how wego faster in developing new markets