Anish Dhar

On-prem infrastructure is a requirement for a lot of large enterprises because the way Cortex works is we integrate with a lot of different tooling. For example, we need to connect with your GitHub or GitLab account. And that means we can process the code or read information from those repos, which is important because then you want engineers to be able to access that in the catalog.

On-prem infrastructure is a requirement for a lot of large enterprises because the way Cortex works is we integrate with a lot of different tooling. For example, we need to connect with your GitHub or GitLab account. And that means we can process the code or read information from those repos, which is important because then you want engineers to be able to access that in the catalog.

On-prem infrastructure is a requirement for a lot of large enterprises because the way Cortex works is we integrate with a lot of different tooling. For example, we need to connect with your GitHub or GitLab account. And that means we can process the code or read information from those repos, which is important because then you want engineers to be able to access that in the catalog.

First customer was this company called 8x8, and they had very strict security requirements. And so they said, the only way we can use your product is if you give it to us in some sort of on-prem package. But it's completely air-gapped, meaning us at Cortex can't access the product or get any information. It's a lot harder to debug. My name is Anish Dhar, and I'm the co-founder and CEO of Cortex.

First customer was this company called 8x8, and they had very strict security requirements. And so they said, the only way we can use your product is if you give it to us in some sort of on-prem package. But it's completely air-gapped, meaning us at Cortex can't access the product or get any information. It's a lot harder to debug. My name is Anish Dhar, and I'm the co-founder and CEO of Cortex.

First customer was this company called 8x8, and they had very strict security requirements. And so they said, the only way we can use your product is if you give it to us in some sort of on-prem package. But it's completely air-gapped, meaning us at Cortex can't access the product or get any information. It's a lot harder to debug. My name is Anish Dhar, and I'm the co-founder and CEO of Cortex.

So Cortex is an internal developer portal that tracks internal services, helps you understand the quality of them, and then also drives this consistent developer experience by consolidating internal tools and workflows. The idea for Cortex really came from my time at Uber. Uber is the classic case of Microsoft. This has gone wrong.

So Cortex is an internal developer portal that tracks internal services, helps you understand the quality of them, and then also drives this consistent developer experience by consolidating internal tools and workflows. The idea for Cortex really came from my time at Uber. Uber is the classic case of Microsoft. This has gone wrong.

So Cortex is an internal developer portal that tracks internal services, helps you understand the quality of them, and then also drives this consistent developer experience by consolidating internal tools and workflows. The idea for Cortex really came from my time at Uber. Uber is the classic case of Microsoft. This has gone wrong.

There were 100 services on my team when I started, and that ballooned to over 3,000. And what that led to was this incredible impact on developer productivity in a really negative way. Engineers will write services named after TV shows and they'll leave the company and then documentation for that service will be scattered across seven to 10 different tools.

There were 100 services on my team when I started, and that ballooned to over 3,000. And what that led to was this incredible impact on developer productivity in a really negative way. Engineers will write services named after TV shows and they'll leave the company and then documentation for that service will be scattered across seven to 10 different tools.

There were 100 services on my team when I started, and that ballooned to over 3,000. And what that led to was this incredible impact on developer productivity in a really negative way. Engineers will write services named after TV shows and they'll leave the company and then documentation for that service will be scattered across seven to 10 different tools.

And so when something breaks, it's practically impossible to triage. And you're often just pinging in Slack, asking who owns the service, which obviously adds time to the resolution MTTR. I saw that this happened frequently across the company.

And so when something breaks, it's practically impossible to triage. And you're often just pinging in Slack, asking who owns the service, which obviously adds time to the resolution MTTR. I saw that this happened frequently across the company.

And so when something breaks, it's practically impossible to triage. And you're often just pinging in Slack, asking who owns the service, which obviously adds time to the resolution MTTR. I saw that this happened frequently across the company.

And not just with incident management, even with new engineers who joined, it was very difficult to get them all the context they need to start being productive. And so I was talking with two close friends of mine. One was an engineer at Twilio and the other at a smaller startup called LendUp. And I was asking them how their company solved this. And the answer was, it was the same at Uber.

And not just with incident management, even with new engineers who joined, it was very difficult to get them all the context they need to start being productive. And so I was talking with two close friends of mine. One was an engineer at Twilio and the other at a smaller startup called LendUp. And I was asking them how their company solved this. And the answer was, it was the same at Uber.

And not just with incident management, even with new engineers who joined, it was very difficult to get them all the context they need to start being productive. And so I was talking with two close friends of mine. One was an engineer at Twilio and the other at a smaller startup called LendUp. And I was asking them how their company solved this. And the answer was, it was the same at Uber.

It was spreadsheets and information living in people's head. That made us realize that if a company as big as Uber hasn't solved this and a company as small as LendUp, which had around 100 engineers, hasn't solved it, there's probably something here in terms of actually building a product that companies can use to catalog their services and understand ownership.

It was spreadsheets and information living in people's head. That made us realize that if a company as big as Uber hasn't solved this and a company as small as LendUp, which had around 100 engineers, hasn't solved it, there's probably something here in terms of actually building a product that companies can use to catalog their services and understand ownership.