Rami Rahim is not the founder of $ 5 billion in revenue, Sunnyvale, a network of technology providers in California, Juniper Networks. But he directs the public commercial business as if he were. Appointed by Stanford with a Master's Degree in Electrical Engineering specializing in computer design, number 32 of Rahim's employee was in Juniper. "I spent most of my career in Juniper," says Rahim. Actually, it turns it into a strange bird. My non-founding general directors, let alone the technology leaders of Silicon Valley, make entry of the entry level engineer into the corner office without having to jump from one company to another , or set up another company before.
He joined Juniper when it was a very ambitious, but small start, with a strong goal of interrupting an extremely competitive network technology industry with many but large and conservative clients, Internet service providers and Telcos. Juniper was founded by former Xerox PARC, visionary of the network, Pradeep Sindhu, who is still a chief scientist of the company and is still very much involved with the company.
"Many people told me that I was mad to join a company that tried to do what I was trying to compete in a world with much more established technology providers. Fortunately, I followed my stomach and As the first junior worker , I work on the first pieces of technology that eventually called the M40 in the first product we sent, and then the company worked for two decades, "Rahim said.
The story of Rahim is the story of Juniper. Juniper's first product was introduced in 1998 just before the dot-com boom and then the state of the art in network was to use a standard hardware and software platform outside. This technology will solve networking issues. It climbed to companies but if the Internet exploded, especially during the dot-com boom, needed a target hardware design according to scale to the size of Internet networks. And I also need software designed and developed in a different way, which can also scale the requirements of international networks.
"These were the two major problems Juniper is meant to solve. Now we were lucky we had a great foundation team, a great team of engineers who could address these problems, but our timing was perfect because our customers were buyers Conservatives of the world. We asked them to put untested infrastructure on a network that is the backbone of the Internet. "But when Internet traffic grew at a rate of 2x every few months, they did not have any other Choice than going for a beginner Juniper. The rest is history.
The company experienced explosive growth. The signature devices were faster than products from Cisco Systems, the undisputed King Regent Network data and long-sighted as the de facto standard for Internet routing technology. The growth in company growth and the rapid adoption of a suspected customer IPO successful in 2002. The stock rose almost 200% in its first trading day.
"Of course, nowadays the game was moved. Large-scale, mission-critical networks do not only live by service providers. They are also great Fortune 500 companies that build their networks and increasingly is the hiperskalwers, the Great cloud providers of their networks and Juniper building the core of all networks, "says Rahim. Not only are telecommunications operators creating massive mission-critical networks, but also cloud providers.
"Ultimately cloud is not just a market segment that does not. When people think Cloud, AWS, Azure and Google. Without a doubt, they are the companies that built their entire business around the delivery models Cloud, but I do not see the cloud as a way of life for every client in each vertical company. CIOs wakes up in the morning and wonder how they are going to protect their companies against the interruption, goes beyond their four walls and they They do, though, they are not really unlimited budgets and most of their employees are trapped in the corner. Up to 80, 90% of IT in a company only maintains a status quo. It is not a recipe for success, "said Rahim.
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