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Snehal Antani
CEO @ Horizon3.ai
Snehal Antani is the CEO and co-founder of Horizon3.ai, a groundbreaking cybersecurity company that leverages AI for autonomous penetration testing.
With a notable background in technology and leadership, Snehal previously served as the first Chief Technology Officer for Joint Special Operations Command (JSOC), overseeing data analytics, cloud/edge computing, and cybersecurity initiatives.
Before his tenure with US Special Operations, Snehal held key positions such as CTO & SVP at Splunk and various CIO roles at GE Capital, commencing his career as a Software Engineer at IBM.
Snehal holds a Master's in Computer Science from Rensselaer Polytechnic University (RPI) and a Bachelor's in Computer Science from Purdue University, where he was recognized as a Distinguished Alumnus in 2023, along with owning 18 patents.
His motivation stems from a desire to tackle impactful problems, make a significant difference, and foster a culture of continuous learning.
Snehal's leadership philosophy revolves around being a servant leader who inspires and enables teams, prioritizing business-centric decisions over popular choices, and emphasizing tangible results.
Academically, he pursued his MS in Computer Science at Rensselaer Polytechnic Institute and completed his BS in Computer Science at Purdue University.
Throughout his career, Snehal has been associated with prominent organizations such as Horizon3.ai, Joint Special Operations Command, Splunk, GE Capital, and IBM, taking on diverse roles from technology leadership to management and product development.
Highlights
When scaling startups, a key lesson I learned was the importance of building a strong 1st and 2nd line management layer prior to a hiring surge... essentially: Absorptive Capacity for New Hires = f(ramped management capacity)
When you hire a new person to your team - a sales rep, a developer, etc - the process of onboarding, training, and enablement are crucial. The faster those new hires can ramp up, the more productive and impactful they are for their teams. In sales, for example, this is measured as ramped versus ramping quota capacity
But there is a second form of ramp, which is cultural integration into the company. What I've learned over the past few years, especially in a remote company, is that there are 3 different cultures to navigate:
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the founder's culture - how the Founding team's obsession and urgency permeates throughout the organization
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Your manager's culture - how your manager treats his or her team. I think of this as the "Ted Lasso" effect. Positive and optimistic managers create a positive work environment
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Your "tribe" culture - The water cooler talk of your inner work circle
The first and second line managers play a key role in being the "glue" for all three of these cultures. These managers must...
- Embody and channel the founder's culture to his / her team
- Empower, enable, coach, and fairly performance manage his / her team
- Identify and quickly address toxic water cooler chatter
The biggest challenge is that Slack Tribes can quickly devolve into "Gripe Tribes". Once you go down the jaded path, you quickly attract and accelerate the negative journey for others in your company circle. First and Second line managers are essentially sensors that can quickly identify and proactively address those gripe tribes... unless the manager themselves is the negative catalyst... in which case you can quickly develop a major toxic culture problem
So my first lesson here- hire, onboard, ramp, and indoctrinate first and second line managers that serve as cultural glue. Let these managers get to a place where they embody the culture you're striving for, which means these managers will know what to look for (and what not to look for) as you hire more talent. Once these managers have settled in, they'll be in a good place to hire the right people quickly, and ensure those people are impactful.
My second lesson here - if you make a bad management hire, exit them quickly, because the cultural damage they create compounds exponentially.
IMHO... Great managers focus on the cohesiveness of their teams, bringing the best out of their people, and minimizing stress on their families. Bad managers focus on progressing their own careers off the backs of their "subordinates"


