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Want a peak behind the curtain into one of the best places to work in cybersecurity and the minds of the innovators behind the industry’s leading security operations platform? Tune in to The Howler podcast!
Hosted by Chelsea Lowman, People Experience Specialist, and Mary Newville, People Experience Senior Manager, the culture duo connects with pack leaders on leadership insights, mental health and overall wellbeing, and how they lead their teams to advance our mission of ending cyber risk.
The Howler - Matt T - Audio
Tue, Oct 14, 2025 2:01PM � 1:07:03
SUMMARY KEYWORDS
Howler Podcast, two-year anniversary, Halloween traditions, minimalist decor, fall candles, extreme temperatures, Power Rangers costume, emotional intelligence, curiosity, creativity, product marketing, endpoint security, Taco Fest, leadership philosophy, well-being.
SPEAKERS
Speaker 3, Mary Newville, Chelsea Lowman, Speaker 1, Alex Kinsella, Matt Trushinski, Speaker 2
Chelsea Lowman 00:04
Hi and welcome back to the Howler Podcast. I'm Chelsea
Speaker 1 00:07
and I'm Mary. We
Chelsea Lowman 00:10
are back after our special two year anniversary episode. Hopefully you all enjoyed it, having our special guests with us. Yeah, this was a good time. It was a good time. We were laughing before we hit record. We were like, it feels like it's been forever since we've done this, just the basic format and preparing for the two year anniversary episode. It takes a lot of work. It felt like we were working on that for months. So I kind of like, forgot how to do the normal thing
Mary Newville 00:44
in year three, I guess,
Chelsea Lowman 00:47
yeah, I guess the start of, Wow, that's wild. Um, but it's October and it's spooky season. Are you a big Halloween gal? No, you
Mary Newville 01:01
know, I can't say that I am. I'm not anti I just, I'm not the one that gets into it and puts up all the decor. I'm a minimalist. When it comes to I shouldn't say that I'm not a minimalist, but I like, I kind of like, low maintenance holiday decor, dude. We like pumpkins. To me, they kind of last our way through, like, yes, Halloween and Thanksgiving. I'm not about to put, like, bats and skellies up skeletons and then, like, switch to scarecrows come November. It's just,
Chelsea Lowman 01:36
I'm the same way. I just put up some pumpkins. I do have a few little cute things that say witch. And I just keep them up through, because they're like, elevated, you know, elevated
Mary Newville 01:50
decor items. I got a new fall candle, so that's always fun. You know, a little cozy.
Chelsea Lowman 02:00
Yes, yes. I also bought a new fall candle, but I have yet to this is what always happens. I don't actually burn it because I don't know what I'm waiting for. I want it to last. I don't know, so I still haven't even lit it yet, but maybe that's what I'll do tonight. Life's too short. Seriously, well, it's like 80 degrees Fahrenheit. It's not giving fall.
Mary Newville 02:26
I know I heard, I was actually there last weekend, and I experienced, I did hear that it's still really warm, but
Chelsea Lowman 02:38
give fall.
Mary Newville 02:39
It doesn't give fall No. So I was actually just home in Minnesota for the weekend, and I was hoping for those crisp fall days with a warm sweatshirt, but it actually was just hot, so hot that I got a migraine one of the days, because it was one of those days where it was like from the car blazing or blasting air conditioning to outside really hot, back to the car, and I just don't do well with the extreme temperatures. Ironic, because I live in Texas. But anyways, I wasn't expecting that for the weather. But anyways, follow my favorite sweet season, not the biggest spooky gal, but we do love a Halloween tradition, and we, I can't believe we haven't discussed this as a team, but we need to come up with our costume. It randomly comes to me, and I'm like, Oh, I slack the team. Be like, t minus 40 days to figure out our costume. But keep forgetting, though I do, I have, I have an idea, and I think we've talked about it. I think we should be the Power Rangers. And if you listen to the year two anniversary, you know, why?
Chelsea Lowman 03:49
Yes, yeah, I'm down for, I couldn't remember, I couldn't remember what you were to say there. But yes, I'm down for the Power Rangers. And, well, we've actually only done, we've only done the team costume one year, right when we did the Barbies, Barbies, what did we do last year? Last year you was your first year in Texas. So you did a costume with some Texas folks. You guys did, like the phases of
Mary Newville 04:18
Mark, Mark's era's tour, yes, episode four, right? Does that mark my anyway, he's no longer he probably should cut this part
Chelsea Lowman 04:29
anyways. Yes, okay, I'm down for Power Rangers, although, like a work appropriate I'm I'm not, yeah, I'm not trying to wear, like a Spain spandex. That unitard, yeah, too.
Mary Newville 04:44
I'm thinking like, more the pajama version, if that is, yeah, exactly where the color, but add, like, the mask or something, the minimalist version.
Chelsea Lowman 04:57
That's our theme. That's our theme. That's the same. Control minimalist, actually, which tracks
Mary Newville 05:03
because fall, it's all about letting go, just like the trees. Let the leaves die so they can rest in the winter and come back new in the spring of hot minute, and it's a Monday, if you're listening Tuesday. Thing feels like a Monday, Thursday combo, right? Like it feels like it should be Thursday, but it actually feels like a Monday. So we're struggling
Chelsea Lowman 05:34
Not Giving Tuesday. This intro has been interesting. While we were talking about the weather. I was like, I can't believe we're talking about the weather was old, but I in the minute, in the moment we were doing it, I was like, Oh, this is fun and interesting. And then I had a moment of like, you're talking about the weather right now,
Mary Newville 05:56
but that's deep talk. What are you letting go of this
Chelsea Lowman 06:00
fall. Oh, dang it, Mary, I was about to transition to our guests, and now you have me deep thinking, Okay, what am I going to like bring back
Mary Newville 06:10
equilibrium in the sphere with like, some death to our combo?
Chelsea Lowman 06:17
I think this is always a work in progress for me, but I am really. I've had some situations recently and I and so it's top of mind, but I'm going to try to let go of how should I write this? How? Not my expectations of people, but like putting people like I can't even verbalize it. I'm not having, like, set expectations of how I think people are going to react to things, because then when they react differently that, you know, like, then it's like, oh, that's not what I thought they were gonna say or what they were gonna do, or blah, blah, blah. And then it so I can't think of what I'm how I'm trying to verbalize it, but hopefully you get the gist of what I'm trying to say,
Mary Newville 07:06
yeah, like, you're letting go of the outcome, right? Of like, how people respond, maybe
Chelsea Lowman 07:11
yes, or like, Yeah, or like, my expectations of what the outcome is going to be intentional. I feel like I I am not explaining this well, but I feel like the people that will get me will get me, Okay, what about you
Mary Newville 07:33
this fall? I think similar, based on some recent interactions, I think I want to work on just, I mean, so basic, but letting go of what I can't control. Mm, hmm. Like doing my best to show up in a way that feels honorable and true to who I am, but also, just like letting go of the outcome if, like, somebody isn't happy with that, like, if I know I'm doing my best and I'm coming from a good place, like, that's all I can do. And, gosh, other thing on my mind is just school and stats. Currently, it's kicking my butt, and I think I let the overwhelm of knowing I'm like, four out of 12 weeks through really get to me, and I got a let go of, like, being overwhelmed by the whole picture, and just, you know, take one step at a time. So,
Chelsea Lowman 08:28
yeah, because you're gonna do it, you're gonna get through
Mary Newville 08:32
it. Yeah, and I don't need to get I don't need to work on week 12 right now, if I can just get through this week. Week 12 comes. So
Chelsea Lowman 08:43
hey, that was, that was a good segue way to save it, Mary, thanks. On our podcast guest today, yes, I wonder what they're going to let go of. I'm going to write that down so we don't forget to add
Mary Newville 09:00
Alright, we're so excited today to have Matt trucinski joining us on the podcast. Matt has a diverse technology marketing background, including carrier networks, IoT, smart cities, AI and security as the Vice President of Product Marketing for Arctic Wolf, he works with customers and prospects to improve their security operations.
Chelsea Lowman 09:20
Okay, welcome to the podcast, Matt. We're so excited to
Matt Trushinski 09:23
have you. Thanks for having me. Excited to be here,
Chelsea Lowman 09:27
yes, and it's super exciting because you are in studio, which makes it feel so
Matt Trushinski 09:33
official. That's right, probably sound better too.
Chelsea Lowman 09:37
Yeah, hopefully, um, so we also have another little special guest with us here today. Well, he's actually always here with us. You guys just don't get to see him. But we have Alex, our lovely Podcast Producer, say, Hi,
Speaker 2 09:53
Alex, hey. How are you doing?
Chelsea Lowman 09:57
So Alex has been with us since the very. First episode, and he helps us with all things. Well, production, so filming, editing, especially those early episodes, Mary and I would probably have like 50 plus edits between the both of us, because they were a little
Alex Kinsella 10:17
but you're pros now, yeah,
Chelsea Lowman 10:20
now, now we probably need the same amount of edits. We just don't care anymore. We're like, just keep it, makes it, makes it more authentic. Yeah, exactly. Um, but anyway, we have Alex here with us on camera, because Alex and Matt are actually friends and have known each other for a really long time. So we thought it would be really fun to have Alex and Matt just kind of like, talk about your guys's relationship, how you know each other. And then Alex actually helped us with the fun little trivia for the episode. So I don't know Alex Matt, who wants to give us your meet cute, like, how did, how did we come to be friends?
Alex Kinsella 11:04
I know where we met. I don't know if that's the meet cute,
Speaker 3 11:07
though. Oh, okay, yeah,
Matt Trushinski 11:10
remember Alex. Where did we meet?
Alex Kinsella 11:12
It was Ethel's lounge. That's true. Ethel's first, they are very we had a meeting. It was our very first meeting, and that's where, where we met. But I think, like, we all kind of knew KW is a very small town, and everybody kind of knows everybody. So it was just one of those we hadn't met yet.
Mary Newville 11:27
Well, for those of us that aren't kW, Kitchener Waterloo, Canada, for those of you don't know residents, is Ethel's lounge.
Matt Trushinski 11:37
Oh, that's a good question. So, so Ethel's is a bit of a staple here in Waterloo. It's a it's a bar known for tacos and another kind of appetizers. So yeah, Ethel's ethels, if you are going to meet somewhere in town for tacos and beers, like Ethel's is the place to go.
Alex Kinsella 11:54
It's our it's our dive bar. It is not here
Matt Trushinski 11:59
to slander Ethel's, but it's,
Alex Kinsella 12:00
I don't think I think of it as a compliment. Yeah, you're looking for a place to see people. That's the place to go.
Mary Newville 12:10
Haven't been to Kitchener Waterloo looking to see people, but next time I go, you'll
Matt Trushinski 12:16
have to come up. We've got, we've got a great office. We've got great employees up here in Kitchener Waterloo, and it's tech north. There's a lot, there's a lot, there's a lot of talent up here. A lot of our product marketing team is up here in Waterloo. So sing on by. We'd love to host you.
Mary Newville 12:27
Well, I should clarify, I actually have been up several times, but I've never been to Ethel, so I feel like I've okay on the traditional kW experience.
Matt Trushinski 12:35
Well, we'll get we'll correct that.
Chelsea Lowman 12:39
I'll actually be there in a couple weeks. I'll be there the week of the grand opening of our new office, so maybe I need to hit up Ethel while I'm there. Calendar. Okay, so we met at Ethel's, which is known for tacos. Were we meeting for this taco event, or you had tacos, and then that is what led to the taco event.
Matt Trushinski 13:05
So the history of the taco event is my first gig here in town, was for a charity where I did business development for that charity, as well as communications, like we think of like a BDR role, where you call people and try to sell them stuff. I basically did that only for a charity where I call people tried to give us, you know, say, Give us money, and offered almost nothing in return. So it was a really hard, really hard SDR job out of the gate, but it got me familiar with making phone calls and all this kind of stuff. But one of my roles there was to kind of put on events that raised money for the charity I was working working for and at the time, they kind of, you know, thought process around fundraising was that you would, like, host a run, or maybe, like a walk, or like, maybe you'd do like, a dinner where people, like, sat around a table and paid $100 a plate and like, look sad. And that was, like, the way you raised money for charity. And there was a different philosophy we had, which is, well, why don't we just throw like, a really great party that people would want to go to, and then it can be for charity, right? So like, flip it and make like the event first. So, you know, we put out a call to the community, asking for, like, help us kind of create the next big event in town. And taco Fest was the kind of idea that won our contest, and Alex, being community advocate in town, and being involved in fundraising and everything else, got involved in taco fest, and that meeting at Ethel's over tacos, where we kind of invented and came up with the what would become taco fest. What are these first and Premier beer and Taco festival?
Alex Kinsella 14:48
And it still runs today.
Mary Newville 14:51
Wait, so you are the originators of this event,
Alex Kinsella 14:55
one of a group of people, so we, I have to give out a shout out to Cy bull. Shock. But tree who came up with the original idea, and he's a local tech worker. We've worked together as well. Matt knows him. So, yeah,
Mary Newville 15:07
wow. So how much money have you all raised over the years?
Matt Trushinski 15:12
It's over half a million dollars now. I think, I think it's closer to 600 Yeah, my whole philosophy was like, There's if you want, if you want to, like, do something good, you can, like, there's lots of things where you can, like, go on a walk or go on a run and do something good, but there was nothing where you could just, like, sit and eat and drink for charity. So that thought that was like, you know, we should do something that allows anyone to participate and do something for good, and who can't, you know, sit and eat and drink. That's a yes. Right?
Mary Newville 15:44
So, is it always the same charity, or has, does it? Has it changed over the years?
Matt Trushinski 15:48
Yeah, it still supports that same charity I was working for at the time, which is Meals on Wheels. The full charity name is cutie support connections, and they help with lots of kind of services that keep people in their home when they're aging, but Meals on Wheels is one of their programs that we were doing fundraising for. So the food connection as well.
Chelsea Lowman 16:08
Yeah, okay, love Well, we have some trivia for you guys. We have some general taco trivia, but then also some trivia specific to the taco festival to see how good your memory is after all these years, actually, um, what year? How many years have you been doing this again,
Matt Trushinski 16:30
over 10, close to 10. Yeah, 2013 was the first one.
Chelsea Lowman 16:35
Yeah. Okay, that also is wild, that 2013 was over 10 years ago, possible. I'm feeling old. Okay, so, Alex, I think you can participate in some of the general one, general taco trivia too, if you'd like. And then we'll save the festival ones specifically for Matt to see if he remembers, okay, this, we'll start with a softball. Hopefully, which country is credited with inventing the taco?
Matt Trushinski 17:13
Is it? Is it Mexico? I mean, it's got so nervous all my taco credibility is on the line here.
Chelsea Lowman 17:27
Literally, okay, which restaurant won the first golden taco award?
Matt Trushinski 17:32
Oh, that's, that's taco farm. I know that one, correct.
Mary Newville 17:38
And for those of us that don't know what the golden taco means. Does that mean it was like the best taco of the whole event, or what exactly?
Matt Trushinski 17:45
Yeah. So again, super low budget in those days, but I made those trophies like in my garage, and they were like blocks of wood, and I had, like, modeling modeling clay. So I modeled one taco at a modeling clay and spray painted a gold, and that was like the judges choice. And then I made another one, which was like a mannequin holding a taco in the air. Spray painted that one gold, and that was the people's choice. So those are the two awards. There was like the golden taco, which was the as judge the best taco, and the People's Choice taco, which was like by by voting. And yeah,
Alex Kinsella 18:20
they still use those trophies
Matt Trushinski 18:23
they are, yeah, bottling clay held up amazing.
Chelsea Lowman 18:29
Okay, which US city claims to have the most taco trucks per capita.
Matt Trushinski 18:35
Oh, like Austin, I would say, What would you say? Alex, I
Alex Kinsella 18:40
know this. It's Portland. I think it is
Chelsea Lowman 18:42
Portland, but I would say Matt Austin is a really good guest, because they have so many just food trucks in general.
Matt Trushinski 18:50
Yeah, that's where my mind went. Because, like, I know that they don't have like food at restaurants. They just bring a top, bring, like a food truck in Yeah, sorry, I'll take I'll take Portland. Nice. That's
Alex Kinsella 18:58
where I had my Austin is where I had my first chicken and waffle taco, and that changed my life.
Chelsea Lowman 19:05
So good. Austin has such a good food scene. I realized too, as we were asking this question to two Canadians, we're like, what's the US?
Mary Newville 19:13
Well, so I did try to find a Canadian taco deep like fact, but like it, there was less data on that.
Matt Trushinski 19:23
Yeah, it probably just came up with the recommendation to visit taco fest. That's probably it.
Chelsea Lowman 19:30
Okay. What? Which business has won the most vegetarian awards a taco fest. Oh, I it, Alex, I like how you're thinking when you provided us the question.
Alex Kinsella 19:46
I tell you, I read it and then it went right out, like in one ear out the other. I want to say cafe, pirates, but I don't think that's
Matt Trushinski 19:56
right. I would say I want to say proof. Proof.
Chelsea Lowman 20:00
Kitchen. According to Alex, the answer was, white rabbit.
Matt Trushinski 20:09
That's a good one in town too. We're starting to build a full dinner night plan for you when you get here.
Chelsea Lowman 20:17
I know I might be tacoed out. I never thought I would go to Kitchener Waterloo Canada and get taco tacoed out. But okay, okay. Last question, how many seconds did it take for Taco fest tickets to sell out in the second year?
Matt Trushinski 20:37
Oh, sub. Sub one second. I think it was either like one second or less.
Chelsea Lowman 20:46
Oh, Alex and Matt might have a conversation.
Alex Kinsella 20:51
I had four I had 45 seconds. Is what I had in my notes. But maybe that is, maybe I could have been the first year
Matt Trushinski 20:58
that I think the the first year took a little bit longer the second year, I remember I had to call Eventbrite because we sold out so fast that they only reported back in one minute increments. So like, when you put your tickets on sale, they report like you sold out, you know, by the minute. They don't like report out by the second. So I remember having to call Eventbrite and be like, Hey, I don't know how fast we sold out, because you're, you know, it only goes as low as a minute in the reporting. But anecdotally, I was told that people were like, refreshing, and they refreshed like immediately when they came and they still didn't get tickets. So somewhere in that there's a lot of unhappy people sub one minute range. You know, that led me to a pricing and packaging career, because we immediately, then raised the prices. If you got that much demand, you know, your price should go up. Yeah, it was, but it was, yeah, we sold out, you know, nearly instantly, which is a great
Chelsea Lowman 21:52
how many people can go to Taco fest? Like, what's capacity
Matt Trushinski 21:56
back then? I think it was around four or 500 somewhere in there. I think they've got it up higher now, but it was somewhere in that in that range,
Speaker 3 22:03
wow. Yeah,
Matt Trushinski 22:05
that's 1010, years ago.
Chelsea Lowman 22:09
Well, this was so fun. When is Taco fest? Maybe that's the next time Mary and I come up to kW, yeah, usually
Alex Kinsella 22:15
June, July. So they kind of move it around, but I'll let you know, and we'll make sure that we put aside tickets. Wow.
Chelsea Lowman 22:23
We'll have the VIP experience. We won't have to refresh the Eventbrite.
Alex Kinsella 22:28
We can do that. Maybe we can do like a live podcast from there.
Chelsea Lowman 22:36
Wow. Okay, don't put these dreams in our heads, Alex, because we will try to make it happen. Amazing. Okay, well, thank you for joining us. Alex, anything else you want to share about Matt or you or taco fest before?
Alex Kinsella 22:56
No, you know, I just what I really like about, you know, working with Matt is really cares about the community, really cares about the companies he works for, and like anything like, we've been friends now for almost 15 years. And, you know, just a kind of a testament to, you know, his dedication to keeping things going, keeping connected. So appreciate
Matt Trushinski 23:15
you. Thank you, Alex. Yeah, it is, you know, part of the reason I moved, you know, just to say something nice about Alex, to be a reciprocal here, like, you know, I moved to kitchen Waterloo because, you know, at the time BlackBerry was was huge, right? That's why I came to kitchen Waterloo. And when I got here, you know, folks like Alex in the community were huge, right? And they were well known, and they were leaders in the tech space. So I've always, always looked up to Alex for both being a, you know, an awesome figure in the cutie but also in the tech space. So Alex been awesome, and thanks for giving me a target to a matt, Alex.
Chelsea Lowman 23:53
We also love Alex. Yeah,
Matt Trushinski 24:01
all warm and fuzzy, yeah, yeah, very feeling good vibes in here.
Chelsea Lowman 24:06
Seriously, now we want to take you back to your childhood.
Speaker 1 24:09
Matt goes to we're going
Matt Trushinski 24:15
way back. I didn't think we go back further than 10 years, and now we're going even further
Chelsea Lowman 24:19
back. Yeah. Seriously, we thought 10 years was fun. No, we always, we kind of want to hear your career journey, how you got to where you are here today, at Arctic Wolf. And we like to go all the way back, because I think most of us never dreamed of being in cybersecurity. I mean that what didn't even exist for us in our minds when we were young. So what did you want to be when you were little and then just kind of take us through your journey to Arctic Wolf?
Matt Trushinski 24:50
Sure, yeah, I, you know, I grew up my first job was pumping gas outside at my uncle's gas station. And. Always knew that, like my career goal was to work inside, and that was, like the first girl goal that I remember setting for myself was, like, I just want a job where I am inside. So I, you know, I crushed that one. But, but beyond that, like I knew that I always wanted to do something with technology and computers, right? I was, I was the kid that, you know, I play basketball because my friends were playing basketball, but then as soon as the game was over, I was like, inside to go break something or TINKER WITH something, or take something apart, or kind of like, mess around with technology. So I knew I kind of always wanted to do something, you know, surrounding that, just because it felt like so natural to me. And originally, I kind of went into computer science. That was the, my original kind of focus, you know, I love computers. And I thought, well, I better go get, you know, something you know, to do with that in terms of education. Got, got into computer science. Didn't really like, love it, love it. So I switched into journalism. And I thought, well, you know, maybe I'll just do, maybe I'll just like, write about technology. I'll work for wired or I'll, you know, be kind of a tech journalist. So I went and got my journalism and then communications degree, and then realized that, you know, this kind of problem space exists called product marketing, where, you know, you kind of need someone to help articulate the problems that your products and your company solves for people kind of connect, you know, buyers and customers with the problem space, and kind of help them understand what you do, and kind of translate something from being technology to outcomes and solutions that people can understand and therefore, you know, could justify buying or really map onto their problems. So that's how I kind of find brown product marketing is kind of, you know, this idea of, well, maybe, maybe there's skills that I combine Communication, Journalism, marketing and tech into kind of one package, so that that's kind of how I found my way into the space, which was great, and then my way, you know, to Arctic Wolf. You know, Arctic wolf has, like, you're talking about a Canadian office. We've, we've had multiple product marketers up here in Kitchener Waterloo, and got introduced to the company through one of those product marketers that that was at Arctic Wolf and came on board. And it was my first time working for kind of a security company, although I've got experience in security. This is my first, you know, true security company that I was working for. And, yeah, it's been an awesome, great ride. It's been tons of growth, really exciting. You know, new products and stuff we're doing for our customers. It's been, it's been, been really awesome.
Mary Newville 27:33
You can see your product marketer hat in hindsight looking back at your career story, because even from you pumping gas, like you had your problem, and a vision, like, I'm cold, I'm assuming, because it's Canada, you know, and then, like, tinkering, like, okay, computer science, not really feeling this, let's try something new. And I feel like, not that I'm a product marketer, but I know it's a lot of prioritizing problems and kind of finding what is the best solve for problems that makes the biggest impact, because everything's important, right? Just what are you going to assign priority to? And such, so given now your role as the Vice President of Product Marketing. Tell us a little bit about a day in your life.
Matt Trushinski 28:26
Yeah, sure. So it's quite varied, which is one of the things I love about it. You know, in the morning, you might find me talking to partners or to our customers, talking to our advisory boards or our partner boards. You know, after lunch, I might be talking to the finance team about our go to market and our goals and margin and everything else. In the afternoon, I'm probably talking to our product counterparts in engineering about what we're building and launching and why and how we plan to go to market with it. Probably find me talking to the sales team about how we're going to go to market with it and how we're going to pitch it and position it and price it and everything else. So one of the beautiful things about product marketing is that I get to work so collaboratively across so many different domains, with so many different teams. You know, I often, you know, tell my team that we're our goal is to be that orchestrator that kind of makes sure that we're all kind of arriving in the same place, and we have commercial success with whatever we're doing. So, you know, one no one day looks the same. You know, on might be on one product one day, and next product the next day, and monitoring something or acquiring a technology the next day. So it's, it's, you know, a lot of variance, but what is pretty consistent is, you know, making sure that we're ready to go to market, right? Making sure that our go to market successful, making sure that our partners, our customers and our sales teams have what they need to be successful. And, yeah, making sure that we also stand out in the market, right, like we we have a unique vision. We have a new, unique selling point, that we're differentiated, that people understand our unique value and what we're trying to do for customers. That's a, that's a huge, you know, component of what we do. And the more more we can do to make sure that you. Prospects, the market analysts, customers, you know, you name it, understand what our brings, brings to the table. Then you know, we're doing our job to make sure that we're we're all successful.
Chelsea Lowman 30:14
I I've just always thought that product marketing sounds like such like a fun opportunity to use, like your right and left brain, and I'm curious, like, what are some of the top skills you think someone would need to succeed in Product Marketing?
Matt Trushinski 30:29
Yeah, first and foremost. And this might not be the first thing that comes to mind. It's EQ, right? So emotional intelligence. We work with a lot of different kinds of people, right, from finance teams, like I said, to engineers, to product managers, to other marketers and people who might be writing code, to people who might be posting on social media in the span of one day, right? And be able to show up and be able to build relationships like real relationships, with all those stakeholders understand their priorities, right, and how, what, what, what we're trying to do in service of their priorities to make us all successful requires, you know, more listening than talking, more understanding than directing, right? It requires someone to really be able to step back and kind of play that neutral ground where you're just trying to make everyone successful. So you know, when I'm looking at hiring product marketers here at article, if I really prioritize EQ, right, which is like, you know, Can Can you work with all these stakeholders and really help people follow you, you know, and really kind of want to go with you to achieve success? The second one is curiosity, right? So we need, you need people who are just like, always, always curious, right? One of our very best product marketers that we have on the team has a doctorate in film, right? Not, not like what you would necessarily equate with being like a technology marketer, but, but he's profoundly curious, super driven, really high EQ, and he's fantastic about looking at a problem, solving it, learning and being hungry to kind of find out more, right? So that ability, you know, whether it's learning technology or learning whatever else most important is that passion and that hunger and that curiosity, because that will, that will help you kind of dig into and kind of solve any, any other problem. Then the third one is probably creativity, right? Like so how to do you something different? How do you stand out? How do you make sure that you know people really understand and can hear in a world full of a lot of noise, what you're trying to say and why it's different? It requires a lot of creativity, creativity, both in writing and creating and messaging, but also creativity and problem solving, right? Like, if you run to a roadblock where you're trying to get something done, sometimes it requires some creative negotiating to figure out how you can make all your constituents happy. So, yeah, those are, those are the three things, emotional intelligence, you know, curiosity, and then creativity. The top three traits I would look for.
Mary Newville 32:57
I love that I'm curious creativity, obviously, like some people are just naturally more creative per, like, the standard definition what you think of when you think of creativity, but it's also a skill. How do you nurture creative environments where people can fail fast and think outside the box? And, like, twofold. How do you foster those environments where creativity can flourish? But also, how do you foster creativity within yourself and your teams?
Matt Trushinski 33:29
It's good question, and I think it's something that I'm I'm personally still working on. Like, I'm very fast to hop in with my own ideas. I'm very quick to, like, hop in with my own creativity. But what I try to do with my team is try to be the last one to speak, right, and try to give space for ideas, give space for brainstorming. So rather than trying to hop into every problem myself and say, Well, this is how we should do it, or this is how I would do it, you know, let let the teams think, let them suggest some ideas, and you can then coach and say, Hey, okay, have you thought about this? Have we thought about that? But creating that space for creativity, creating the space for them to call up their own solutions, you know, giving space where, you know, in some low risk situations, like, for them to make their own call and then have to, you know, kind of navigate the consequences, even if it's not perfect, having someone know that they're in the driver's seat and able to make those own, you know, their own decisions and exercise that creativity requires us, you know, requires space to be creative, requires some trust to be creative, requires some you know, ability to take a risk to be creative, right? And you know, our job as leaders is to give that space and to kind of make and protect that space, versus hopping in with our own opinions, our own ideas, our own creativity, because that just makes you the only one being creative. And you know, we're not. No one of us is as good of all of us for we're kind of working on these problems.
Mary Newville 34:53
Yeah, that's so good. No one of us is good as good as all of us. And I think I. Think creativity is, like, just inherently a vulnerable process. You have to bring forth new and different that didn't exist before, which inherently just brings about, like, the vulnerability. Like, it could go wrong, it might not work. We might have to, like, learn from this. But like, that's the only way that
Matt Trushinski 35:18
you two are engaged in a creative exercise, right here, and I'm sure there's, yeah, lots of times where you're kind of kicking yourself, maybe it didn't go over quite the way you wanted to, but you learn and you make mistakes, you figure out what works, you iterate, you kind of go from there and you you grow, right that that's, that's kind of all creative endeavor. You know,
Mary Newville 35:36
I have like, one more product manager question while we're on this, like, topic, day in your life, skills on your team that I'm curious about, okay, hypothesis, I feel like a super skill you have to have as a project manager, as an outsider. This is just a hypothesis. I feel like you have to be, like, excellent with boundaries and saying no, but somehow in a like, positive relationship building way. Is that true? And if yes, like, how do you tell you have said many times, like, you know, trying to keep everybody happy and make people happy, and it's impossible to make everybody happy. So how does a product marketer manage driving an event, as for needs?
Matt Trushinski 36:18
It's a really it's a really good, it's a really good question. And I don't know if I've ever, I've ever talked about this outside of my own team before, but I equate that kind of energy, like, the energy to like, want to get something done, or a priority as being like, electricity, right? If you just try to grab, like, a live wire and stop electricity, like, what happens? You just, like, get electrocuted and die, right? Like, you can't stop, you can't stop it, right? It doesn't work that way. Well, you have to do is provide a conduit for that electricity to flow through in a positive way. So it's not about, it's not about saying, No. It's about saying, Well, let me understand what your problem is, right? Like, let's provide a conduit for you to be heard, okay? And then after you're heard, how can we talk about the priority of what you're talking about? So, yeah, I hear it. This is a problem. Here's all the other priorities we're working on. I think that this probably goes here, like, do you agree or disagree, right? And now we're not saying no. Now we're having a conversation about what's important to the business, and that's a very healthy conduit for energy, right? And people can, they generally understand, which is like, I can't do this right now, but if you give me, you know, two months when X, Y and Z are true, then I think we can help you over here, right? Or, hey, I don't think that's a good idea, but let me actually explain the a, you know, X, Y and Z, why that's not a great idea. Because, you know, here's some of the other priorities. And again, you don't got to make everyone happy. Your job isn't to make everyone happy, but you don't owe people a rationalization of why and how they fit into your into your priority list. So, yeah, there's, there's lots of times where I think probably, you know, myself and the team don't necessarily make everyone happy, and that's okay, as long as they understand what we're working on and why, and understand that, you know, and this is also comes down to something that we have to have in kind of the core values of our own team is that, is that, is that we are working on, on behest of the best of everyone, right? And sometimes you know what's best for everyone. Means that, you know it might not be the best for a single team, but what we owe that team is an explanation of what we're working towards and why. So it's got to, you know that it's just, it's just energy that you have to kind of channel into a healthy into a healthy means, but don't try to stop it. That's how you get zapped.
Mary Newville 38:44
Yeah, I love that so much. And I feel like that analogy transfers well to a lot of things, whether it be conflict or anything. And also I just feel like that listening part is really powerful. And even, like, your first step of like, be a conduit, conduit for a place to be heard sometimes, like that itself.
Chelsea Lowman 39:06
Yes, such a great analogy. Seriously. Um, okay, well before we transition to hear a little bit more about your leadership philosophy, because now I'm even more curious, before we transition away from Product Marketing, could you maybe share, like, a recent product launch or campaign that you're like, super proud of, or one that you Yeah, want to highlight,
Matt Trushinski 39:31
yeah, and maybe I'll plug it Yeah. So, you know, we just recently had, like, a pretty big milestone here at Arctic Wolf. We added endpoint security to our portfolio, which for us is a really big deal for what we're trying to achieve for our customers, right? And endpoint security is very close and almost tied at the hip to the rest of kind of our platform of what we do. And the addition. Of what was, you know, the silence portfolio and Arctic Wolf. And now, you know, what we call Aurora, endpoint defense was super critical for our company, for our customers and for the industry. And you know, I was just so happy to see us, kind of, you know, bring the silence product home to a security company, launch it. And so far, the feedback has been, been really excellent. You know, what's cool about, you know, those kind of launches, it's, yes, we're putting a new product out to the market. We've also done some, some pretty innovative things on the go to market, and the pricing and packaging. Right when you buy endpoint security with Arctic Wolf, in conjunction with other products, you can get up to a $3 million dollar warranty for coverage on a breach right, which is almost double the highest in the industry. So, you know, it's, it's cool to launch a product. It's cool to launch an endpoint product, because it's so massive in cybersecurity. It's also really cool that we bring kind of other innovations to the market, like our warranties and kind of being able to couple these things together, where, if you're a customer and you're kind of buying more from Arctic Wolf, we could do way more to protect you. The more that you're protected, the more warranty we can offer you. And you know, just kind of as this positive feedback loop for the customer, where the better protected they are, the more confident we are that we can kind of offer them those things. So endpoint security was was awesome. And then we also recently launched our 360 retainer, which is really interesting. We have analysts give us feedback. They wrote an article, and the title The article was, why hasn't anyone thought of this before? So kudos to the teams here at Arctic wolf for being the ones to kind of burst something new in the industry. But it's a it's a retainer for security services, where, where typically you would buy, like, an hourly set of hours for your retainer something went bad. Like, okay, well, I have 100 hours with my IR team to help me clean up our 360 retainer just covers one incident top to bottom, so you don't gotta think about hours, or how many hours I need, or do I burn down my hours, or do I have enough hours, or how much I pay for it? No, it's just you buy a retainer, and should something bad happen, we got you. That's it, so, and that's the first one in the market. We launched that, and that's been doing really well. Our customers and partners seem to really love that. So again, really cool innovation, right? So launching something that's both interesting but also kind of breaks the mold in the industry. You know, with it, with an industry this mature, it's a real privilege to still get to kind of like, do things that are kind of new and break the mold. Break the mold. So really, really exciting from a launch point of view too, right? You're not just kind of launching, you know, boring old products. You're launching, like, real innovative, disruptive stuff, which is super, super fun to work on,
Chelsea Lowman 42:37
that's so exciting when you're working on a product launch. Like, how far in advance Are you usually working?
Speaker 2 42:46
Well, it depends
Matt Trushinski 42:50
probably, probably three months, something like that. You know maybe longer, if you kind of know something's coming or been in the works for a really long time. But typically, you're probably really in earnest, starting with all the teams, kind of like three months out, maybe, you know, maybe six months, if you're kind of really lucky, and that way, you're, you know, you're fully ready when the time comes right, like everything from the website to your channel to the sales team to analysts, to your customers, they all kind of find about it on the same day, and everything operates super seamlessly. And hopefully, you know that day, you're, you're taking orders, you're you're booking deal.
Chelsea Lowman 43:29
So cool. Another random, maybe silly question, do you ever when? Like, I just, I'm just always thinking about how you have to really understand the product and, like, the technical piece of things. Like, have there been situations where you have just been like, Well, I really need some time to understand not, I mean, just anytime throughout your career, like, oh, I need to, like, sit down and spend dedicated time to understand what I'm even trying to market sell here,
Matt Trushinski 43:59
it's a good question. So, yeah, we talked about my first job being creating a taco festival, right? And then my second job was working and doing marketing in a carrier like that sold to, like, cell phone carriers and like, you know, internet providers and, like, the core network, so, you know, extremely complicated networking technology. And the first, my first, you know, week there, I was like, you know, these guys made a big mistake, like, I'm just like the taco guy. But what was true is, you know, I'm, I'm just like, a total nerd at heart, right? So again, back to my days where I would, you know, pump gas, then go home at night and break stuff. My earliest memories with technology was like breaking my home computer and then needing to fix it. Before my fire, my parents found out that I broke the computer, right? So it's like, in my blood to, like, you know, be breaking and fixing things. So, you know, I kind of carried that into the tech side. So I've got, you know, a whole. Lab at home. I play with everything on my own time, you know, cloud, AI, you know, you name it. I'm in my lab playing with it. So it's, it's, you know, I'm fortunate in that direction, you know, like, it's not, that's not work for me. That's, that's fun. So when it comes to a new technology or something that we're launching, as long as I can play with it and learn about it, and take some time to talk to some, you know, engineers, talk to a product manager, talk to an architect, you know, that's the fun stuff for me, like being able to get in it and play with it, and then my, you know, I have a very fortunate job then is, you know, translating, you know, what I've learned and the value that I see and those conversations into this than something that a customer or prospect or own sales team or partners can talk about. So it's truly a really great experience is to be able to have the the ability to spend time to kind of learn the technology and stay up on it. And it's one of those things that the more you do it right, if like, if you're already trying and leveraging AI the moment it comes out now, years ago, by the time it makes its way to the product or involved, is involved like meaning, I've already been playing with it for a couple of years. So it's, you know, a lot easier than to talk about and educate people about it, because you're, you're just so immersed in in prevalent technologies, anyway, so you know that that's the curiosity piece that we talked about for product marketing, right? You got to be that. You got to have that curiosity that when you hear a new technology is on the horizon, like, I want to be the first to try it. I want to play with it. Like, that's, that's part of, part of what makes a good product marketer.
Mary Newville 46:36
Sounds like you have a growth mindset too. Of like, I can figure this out. Like, that curiosity paired with like, I'm excited to figure it out, but I have to make two comments. One, I feel like a trend of leaders here at Arctic Wolf, based on what we hear in this podcast, is breaking their own their parents computers and like, I didn't know that that's often. And then secondly, I just love that you have a lab at home. Like, I feel like some people have an office at home, and you're like, oh, no, I'm just gonna head to the lab. My lab,
Matt Trushinski 47:11
it's just like a server rack in the corner. I'll put there's like a white trench coat on the wall that never gets used, you know, just, just for esthetic, you know, I glasses.
Chelsea Lowman 47:24
So funny. Okay, well, transitioning a little bit to more of your leadership philosophy, what is some of the best leadership advice you've ever received, and how has it kind of shaped your approach to leadership?
Matt Trushinski 47:39
Yeah, I think this is, you know, what I learned from a leader here in Ontario. His name is Curtis McBride. He was CEO at a former company I worked for, which is, you know, he had this analogy of HERBIE, and Herbie was like, you know, the person in in your like troop, you know that, that you know, is the slowest in the pack, right? So, like, you think about, you're on an expedition, and there's one person who's kind of slowing the whole team down, and our job as leaders is to, like, always be on the lookout for HERBIE, right? This is, which is, like, the slowest part of the business, the slowest, like the thing that's slowing us down. And it turns out, if you get real curious, right? And you go and you find out what's what's going on with Herbie. You find out that the pack's too heavy. You find out that they don't got the right shoes on. You find out that, like, there may be a, like, a fit issue or something, right? But like, our job as leaders is to identify what's not working on behalf of the business, and then genuinely go and try to help that, that or team that's that portion of the business, the team member that's not able to move as fast as everyone else, and 80% of the time, you know, it's something that they can change, or something that they can really do, do differently, or kind of learn and grow from. So that kind of servant leadership, you know, philosophy that, like, we're here, we work for the people that work for us, and our job is to figure out who needs help, and to like, go, go, go, get help, right? Like, the idea that, you know, the you know, the easiest way to kind of spin the organization quickly. It's not like, drive from the top down and like, try to, you know, you know, you drive your managers, the managers drive the people. And it's like, if I just, like, top down enough, then the organization will move fast. It's just proven to not really work. But what really works and makes an organization move fast is going and supporting all the people who are on the hike. We're trying to carry the weight. We're trying to get the work done right. Like you want to get the organization moving quickly. You just get everyone, all those people like running instead of walking on the trail. So kind of having this mindset of, kind of always be on the look for who needs the help. Where can we help? How can we help? What does it look like to have this whole thing kind of work better? And. Is a good approach to teams and to members of the team to figure out who needs help. But it's also good from a business point of view too, right? Like, on a given month, maybe marketing needs the most help, and then you figure out what's wrong in marketing, and you look over it's like, okay, well, now we got to focus on sales and getting them. Okay, we're good on sales now, but maybe finance and pricing and packaging needs work, so like, kind of looking at the business and also teams in that way allows you to figure out where should we be focusing to make sure that we're, you know, if we're only as slow as kind of the slowest member, if we're only as slow as the slowest part of our business, then that's where we need to be as leaders, like going and helping and supporting and growing and offering our support. So that's, you know, the broad philosophy and the broad, you know, leadership that I got from him is like, if you're looking at, you know, you obviously need to celebrate what's going well, but if you're not on the lookout for, you know, the Herbie that's slowing everyone down, there's a good chance you're missing it. And then you're moving. You're moving as slow as it so that's, that's the job of the leader. Analogies.
Chelsea Lowman 51:02
I'm curious, like, what is your what's step number one, if you've identified someone or something that needs help, but you don't know how to provide that specific type of help, like, what's your first move?
Matt Trushinski 51:17
Well, step one is to listen, right and to really understand what what's going on. And it could be that they, you know, they themselves, need coaching. It could be that the systems around them, you know, need help, right? It could be that there's something fundamentally broken about, you know, their KPIs, or their KPIs may be in direct conflict with another person's KPIs that they have to work with. Like, there's lots of reasons why it could be both them, you know, a them problem, but also a more broad problem that kind of is the organization around them. So really understanding, like, what problems there are to solve, and not just like leaning in on one person, or not just leading in the organization, but really understanding what's going on is is really important. And then the, you know, the benefit about working at a company the size of Arctic Wolf, and also having, you know, personal network in town with With friends like Alex. You know, if I can't solve the problem, I know lots of people who can, right. And often it is about connecting, you know, people who are having trouble in a specific space with others who are, frankly, you know, excellent at it. And we've had that inside the building. We have that outside the building. So if I can't help, you know, I know lots of other people who can, and there's lots of things that, frankly, I'm I'm not the best at, and I'd rather if someone you know really needs help in that space, it's probably better that they go to someone that that has that skill set more than me, and that provides me a chance to learn too. So I think, you know, first seek to understand, to really figure out, if you're trying to solve a person problem or an organization problem, maybe both, and if you can't solve it, then, you know, guess what? You've got 1000s of other people at your disposal to help you figure it out. So, yeah, yeah.
Mary Newville 52:57
Love that. I like the analogy as well. And I, what's your How do you I think my question is, certainly, there's part ownership on the individual as well. How do you bring them along for the journey?
Matt Trushinski 53:13
Yeah, I think that's that's really important, right? I think one of the things that makes someone a really good employee in general, is this idea that, you know, they want to be kind of improving over time, right? And the goal is never perfection. The goal is only ever progress, right? So we have lots of lots of times where someone they just need more help, they need more more training, they need more education, they need to think about things differently, and then they need to be accountable for, for that growth, right? And being able, you know, on their part, to genuinely listen to the feedback, right? So it's, it's my job to genuinely Listen, right, and to understand the problem, the space, and then it's, you know, they're accountable, then for, for hearing what comes back, right? So if, if you know, I have advice, or another leader I connect them with, gives them advice. You know, it's it's then on them to really internalize that, hear it, try it and again, not looking for perfect on the first swing. But like to be showing that they can kind of take that feedback and move their own career forward and kind of not get stuck in and leaving. You know that they've kind of reached already the pinnacle of knowledge, or professional, you know, ability and being able to, kind of like, take that, take that forward, and grow themselves. So I think we are, all you know, responsible for our own growth at the end of the day. And therefore, when you know, leaders give us advice, or we seek the advice of others, it's incumbent on us to listen and to implement it and treat it kind of like the gift it is.
Mary Newville 54:46
Yeah, totally, okay, somewhat related to the well being and flourishing of your team, let's switch gears. We always like to ask our guests about well being. We can't pour from a. An empty cup or perform at our best, if we're not coming from a place of health, or at least that won't last very long, be able to do quality work. So tell us a little bit about what well being means to you, and what does it look like for you in practice.
Matt Trushinski 55:16
Yeah, so this is probably one thing that that I probably am on my own journey of working on, you know, I've got, I've got two young kids at home. You know, I love my job, and most of my focus goes to either, you know, making sure that I'm raising two good young boys, or that, you know, I'm doing the job I want to be doing here at Arctic Wolf. So I'd say, you know, I often have, you know, traditionally, put myself third behind those two things, which is probably not the right call. But especially in Product Marketing, we tend to work in ebbs and flows, right? So, like, we'll go into a launch season, or a big product launch, or something major happening, you know, in the market, you know, like your black hat or something, and that becomes, like the ramp up time, right? Like, really, really busy, long nights, late hours, lots of work, you know, chaos. And then typically, those things launch, and you get a little bit of a dip, right? And what I try to do myself, and try to advise my team to do, is, when you can, when you go into, you know that that quieter period, that's your recovery time. So if you think of yourself as being like, you know, you're doing interval training or something where you've got these like, bursts of intensity, like, you know, interval training is interval training because then it's paired with like, a decrease in energy, right? It doesn't work to just be running at full steam, 24/7, you'll just, like, burn out and fall over. So if you're doing if you're sprinting and you're in that interval, you have to then Pair it with with backing you off and getting some time. So you know that that's the philosophy I personally try to take, which means that after a big set of launches, you probably won't find me around the office for a week or something, because I'm kind of recharging the batteries, getting ready to ramp again. And then the same thing with with my team, off the back of a big milestone or big launch, you know, try to kick them out of the office, whether they like it or not, and just say, hey, you need to go recharge, because there's going to be another sprint coming, and you know, you need to be in. You know, you can't. Got to make sure that you're, you know, you're ready for that sprint. So ebbs and flows. You gotta better. Gotta try to write them. Yeah,
Mary Newville 57:25
totally write them and be present where you are. Like, the busy, the push will end, but when the rest is there, like, take it to your point and, like, recharge before Chelsea takes it home with rapid fire. One quick question, because Chelsea and I talked about this at the beginning. So we're curious your answer. It's fall. You know, the leaves are dying. The trees drop off so that the tree can like rest and go into winter and then come back new next year. So what are you letting go of this fall?
Matt Trushinski 57:55
Oh, let it go of Yeah.
Chelsea Lowman 57:58
We're going deep, yeah.
Matt Trushinski 58:00
Yeah. I mean, it's a good you know, I'm, I'm letting go of the idea that that things should be better, right? Like that things should be perfect, that, you know, I think maybe you already said it right, like it's about having the expectations be correct, right? And I feel like there's a lot of professional suffering that comes from this bar where we set like things should be perfect, or things should be better, or like should, should, should, versus accepting kind of where they are and what it could look like next, or what would it look like to get 10% better, not 100% better. So yeah, on a daily basis, I'm looking at things and being like, I want to, like, completely overhaul this, or this needs to be completely different, right? But letting this, you know, doing what I can, to let go of some of that, like, expectation that things should be perfect, some of that bar setting for myself, that things should be perfect, and saying, Well, what if the goalposts looked a little bit different? What if? What if we're just on a on a healthier path, so letting go of those kind of, like, unrealistic, you know, expectations, you know, you know, especially for myself, and embracing the fact that we're, we're on a multi year journey to get better over time, And that's okay.
Mary Newville 59:20
Yeah, I love that. I can take that for myself too.
Chelsea Lowman 59:24
Mm, hmm. Should is a word that should not be in our vocabulary, even though I just said should, should, should not
Mary Newville 59:35
professional suffering terminology, but it's like self it's like self inflicted professional suffering.
Matt Trushinski 59:41
You know, if you wake up every day with this expectation that your day is going to go a certain way, because it should be perfect, like that, like, I don't know where you want to work, in any industry, in any company, where you're going to arrive and like, the birds are chirping and the. You walk into a perfectly air conditioned office, and everyone's happy, and sales are amazing, and there's no like, like, like, where,
Speaker 2 1:00:06
like, where does that like, place exist, like, it does.
Matt Trushinski 1:00:10
So why? So why set the bar there, right, like, right. So, you know, because every day you wake up and be like, oh, man, we're so far from perfect. It says, well, well, yeah, like, of course, right? So, you know, set, set a set expectations that are growth oriented, that still get better, that move the needle for the business, that move the needle for you professionally, that are realistic, achievable. Like, set those as the goalposts, and work towards those. And if you get a little, you know, 10% better, 20% better, every quarter, like, then, then you're winning, because you're you're meeting those versus, like, setting a bar that that truly never actually existed in the first place. So, yeah, so,
Chelsea Lowman 1:00:51
but I think that's also so applicable just to your personal life as well. Like everything you just said, you can remove the professional part of it and take it to your personal as well, because that's kind of where I was coming from for my letting go. But it's the same thing, like, if you think you're going to wake up every day and it's going to be rainbows and butterflies and you're never going to feel sad or hurt or angry or or people aren't going to hurt you or make you feel XYZ, it's gonna be a hard life
Matt Trushinski 1:01:24
for you. Boring,
Speaker 1 1:01:26
yeah, exactly here.
Chelsea Lowman 1:01:30
Okay, well, switching gears to our fun, happy questions to wrap this up. Okay, so we always
Matt Trushinski 1:01:38
palette times at the end. Yeah, I
Chelsea Lowman 1:01:41
like it. So we always like to end with our rapid fire. So Okay, first thing that comes to your head,
Matt Trushinski 1:01:48
oh, she's just the first just, it's like a single, okay, all
Chelsea Lowman 1:01:53
right, I always have a follow up question, so don't worry. Okay, okay, best concert of your life,
Matt Trushinski 1:02:01
Barenaked Ladies in like 2010
Chelsea Lowman 1:02:07
Yeah, oh, okay, favorite word,
Matt Trushinski 1:02:13
oh, my serendipity.
Chelsea Lowman 1:02:18
Oh, that's a good one, a place on your bucket list. Oh, man,
Matt Trushinski 1:02:32
let's say I'm trying to think of Ireland. I've never been
Chelsea Lowman 1:02:38
to Ireland. Ireland. Love Ireland,
Mary Newville 1:02:42
and now you can visit the Ireland office. That's perfect.
Chelsea Lowman 1:02:47
Okay, you gotta get to Ireland. What's something that people often get wrong about you,
Matt Trushinski 1:02:54
that I'm like, 18 years old or like 20, right? I know Dan Larson's probably gonna watch this and make a comment about that. I look like I'm a, you know, teenager, but I'm not. I am a respectable professional age. So just,
Chelsea Lowman 1:03:11
yeah, I would be concerned if our VP was 16 years old.
Matt Trushinski 1:03:15
I often let it slide, because then people think I'm just, like, doing well for my age, when, in truth, I'm like, you know, just standard successful for my age. No, not just like, I'm not ahead of any curve. I'm probably just where I
Chelsea Lowman 1:03:29
could be, okay, okay, all right. Last one, give us a snapshot of an ordinary moment in your life that has brought you joy.
Matt Trushinski 1:03:38
Oh, probably just biking with my kids. You know, my my boys are five and two, but they're all, you know, they're already maniacs on their bicycles. So just your, your average day out on the bikes on a trail in nature with those two guys is best part of my day every day.
Mary Newville 1:04:00
This one is a lovely so much gems, nuggets of wisdom, really interesting to learn about your world and all the ways that your team impacts Arctic wolf success and the direction we're going. Thank you so much for joining us today.
Matt Trushinski 1:04:17
Thanks for having me. This was fun, and we'll make sure to get you here for Taco fest. Yeah,
Mary Newville 1:04:22
taco fest, 2027
Matt Trushinski 1:04:26
that's it. I
Mary Newville 1:04:27
always the fiscal years. Really throw me off. Sorry. 2026
Chelsea Lowman 1:04:32
Okay, alright, thanks so much, Matt. Thanks. Okay, wow. What a great conversation with Matt,
Mary Newville 1:04:42
yes, as always, so interesting to learn about our leaders. And love the conversation
Chelsea Lowman 1:04:50
so good. And you know when this was bugging me, like I just want to come back to our intro question about what we're letting go of, because right before. Where we introduced Matt, I thought of a better way to describe what I was letting go of. But then, you know, we got into the conversation so, but I think it's more so letting people be who they are and not like having like putting my expectations on them and how I think they should act based off what I know about them. Okay, just had to get that out there, because that was bothering me the whole podcast. Okay, okay, so it's October here at Arctic Wolf, which means, as as we talked about at the intro, it's Halloween. So if you are a pack member, make sure to get your costume ready. We'll do our annual costume contest on Halloween on October 31 so make sure you are in the Howler Slack channel to participate in that and also just make sure you're in that channel for all the fun and engagement that we have throughout the packs that you can stay in the now, yeah.
Mary Newville 1:06:08
I mean, I'll also just plug to October hold World Mental Health Day on October 10. This podcast is probably coming out after that day, but we're passionate about our Well, wolves here at Arctic Wolf. So if you're listening, just a reminder to prioritize your mental health and well being and take care of yourself. It matters. You matter. And then also it's national employment Disability Awareness Month, so employers intentionality around accessibility and supporting those with different abilities in the workplace. With that said, thanks for listening. If you want to be part of this one of a kind community that we call the pack, and you're not part of it yet, come join us on our mission to end cyber risk. You can see our open job postings at Arctic wolf com, backslash careers. We will talk to you in November.
Speaker 3 1:06:59
Bye, everyone.
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