Komodor CEO and co-founder are Ben Ofiri. After his firm saw rapid expansion, he saw himself in the limelight. Ben Ofiri and Jessica Abo sat down to offer advice to someone in a similar situation.
Jessica Abo: Could you please explain what Kubernetes is?
Ben Ofiri: Kubernetes is a platform for container orchestration. You may view it as an operating system that lets businesses construct incredibly complicated cloud services in a unified and standardized manner. Google developed it a few years ago and distributed it to the public as an open-source project. It’s becoming one of the most popular infrastructures for cloud-native businesses. Kubernetes has become a prevalent and standard approach for enterprises to manage, construct, and distribute microservices to the cloud.
What does Komodor do?
Kubernetes is a sophisticated system in itself. It indicates you have a lot of power; you can grow your system like Netflix or Google, even if you only have a ten-person team. It does, however, have some substantial drawbacks. One of the disadvantages is that when anything breaks, something goes off, you get an alarm, or you have an emergency. It typically takes a lot of skill and experience to handle and operate these complicated difficulties. To accomplish it effectively, you need to be an expert.
Komodor essentially provides the required visibility and tools. When your firm has a problem or an incident, they can quickly identify the main problem and resolve it with only two clicks, rather than hours of inquiry involving many different people. As a result, you may think of it as an additional layer on top of your Kubernetes cluster. It simply ensures that it is trustworthy and continues to be reliable. And if something goes wrong, you’ll have a place to go to figure out what’s wrong and how to solve it.
What inspired you to choose the name Komodor?
The Kubernetes terminology is all derived from the marine world. So, in Latin, Kubernetes is essentially the captain of the ship. Like all of the other Kubernetes terminology, Helm has a connection to the marine world. Komodor is our endeavour to become a vessel captain capable of navigating a ship of intricacy and peril to rescue.
What advice do you have for fellow captains, admirals, and founders on how to deal with rapid growth?
The best advice I can provide is to try to surround yourself with individuals who are better at certain things than you are. Their operations may be improving. They may be more intelligent. It’s also possible that they’re more imaginative. However, avoid attempting to be the wise person in the room. At the very least, my motto is to try to get into a room with many brilliant guys and get some of them that should work for you, and some of them can work with you. This is at least something I can say.
The second thing to remember is that after you’ve assembled a brilliant team, define the goals, establish the principles, and supply the tools, but let them guide. You can’t do much on your own if you want to make significant progress. As a result, you must delegate authority to your team. Allow your management team to take the lead and take chances. It’s a marathon. The founders are constantly pushing their workforce to give 120 per cent, spending 14 hours on Sundays. But remember, the journey is long. We’ll need a staff, and our investors and consumers will need to stick with us for a long time. We also need to ensure that we are operating effectively.
What do you have to say to fellow entrepreneurs who have found themselves in the limelight?
You should be modest. It isn’t just about you. I understand how simple it is to see all of the PR, see your photo all over the place, and read all the positive posts about the organization and self. But, to be honest, the CEO isn’t the whole picture. The actual heroes are the workers, clients, investors, and family members who go to great lengths to ensure the company’s success. You must also ensure that you credit such individuals appropriately. You must also ensure that those individuals believe they have a natural effect on the trip. It would help if you were on the alert for new information at all times. The fact that you raised a significant sum of money and obtained some paying clients does not mean you should quit practising. In reality, it just indicates that you have a lot of new information to absorb.
Please make an effort to recall why you did it in the first place—there are plenty of causes why co-founders decide to forego their comfortable lives and do this insane thing.