Rebuilding analyst visibility around an established security business.

A recognised name needed a current story.

NetWitness had a long history in cybersecurity and established relationships with industry analysts. Its technology served organisations with complex security environments, combining network visibility, log analysis, investigation and incident response.

Changes in ownership and organisational structure had disrupted the continuity of Analyst Relations. Following its operational separation from RSA, NetWitness lost access to corporate AR resources and went through a period of limited activity. Familiarity with the name no longer guaranteed an up-to-date understanding of the business.

The task was to explain NetWitness as a business in its own right: its priorities, its product direction and where its capabilities fitted within the markets analysts covered.

Restore continuity and research visibility.

NetWitness wanted a planned programme that connected its business priorities with the analysts covering its portfolio. That meant rebuilding relationships, extending its reach and giving analysts the evidence needed to assess its capabilities.

The programme covered several related areas, including security information and event management (SIEM), network detection and response (NDR), and incident response. Each required relevant expertise, a clear explanation of the offering and sustained follow-up.

Research participation was an important objective. So was creating a regular exchange in which senior leaders could explain the company’s direction, hear market perspectives and bring specialists into the discussion.

An AR partner that became part of the team.

NetWitness initially engaged Kea to help restart analyst outreach. The relationship developed into an ongoing partnership, providing the preparation, coordination and follow-through needed to sustain the programme.

Kea helped the team develop its analyst story and briefing materials, identify relevant relationships and prepare for research processes. Advice also covered where analyst subscriptions and content could support the company’s priorities.

Senior leadership and specialist expertise.

The engagement began with Tod Ewasko as Chief Product Officer; he later became Chief Strategy Officer. Participation extended across senior leadership, with Arthur Fontaine, Director of Product and Solution Marketing, closely involved in the programme alongside product, technical and customer-facing specialists.

Senior leaders brought the strategic perspective. Colleagues working directly with the technology and customers supplied demonstrations, operational detail and evidence. Kea coordinated these contributions so that analysts could explore both the direction of the business and the substance behind it.

1. Map the relevant analyst community

   Review existing relationships and research coverage, identify gaps and build a programme across major firms and specialist cybersecurity researchers.

2. Prepare the story and the people

   Develop briefing content around the company’s direction, enterprise use cases and product capabilities, bringing the appropriate leaders and specialists into each conversation.

3. Sustain the exchange

   Coordinate introductions, update briefings, demonstrations and follow-up so that product developments and analyst questions were addressed over time.

4. Support research participation

   Organise questionnaires, evidence, demonstrations and factual reviews, helping teams contribute across the areas being evaluated.

A turnaround seen across the team.

The team’s G2 reviews describe the change from different perspectives: Tod Ewasko highlighted the turnaround in analyst engagement, Arthur Fontaine the ongoing partnership, and Ryan McKee the preparation that supported stronger positioning and multiple report placements.