IN RE TUFIN SOFTWARE TECHNOLOGIES LTD. SECURITIES LITIGATION

CourtDistrict Court, S.D. New York
DecidedFebruary 25, 2022
Docket1:20-cv-05646
StatusUnknown

This text of IN RE TUFIN SOFTWARE TECHNOLOGIES LTD. SECURITIES LITIGATION (IN RE TUFIN SOFTWARE TECHNOLOGIES LTD. SECURITIES LITIGATION) is published on Counsel Stack Legal Research, covering District Court, S.D. New York primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
IN RE TUFIN SOFTWARE TECHNOLOGIES LTD. SECURITIES LITIGATION, (S.D.N.Y. 2022).

Opinion

aUNITED STATES DISTRICT COURT DOC #: _________________ SOUTHERN DISTRICT OF NEW YORK DATE FILED: 2/25/2022 -------------------------------------------------------------------X : : IN RE TUFIN SOFTWARE TECHNOLOGIES : 1:20-cv-5646-GHW LTD. SECURITIES LITIGATION : : MEMORANDUM OPINION & : ORDER --------------------------------------------------------------- X

GREGORY H. WOODS, United States District Judge:

This lawsuit arises from the April 2019 initial public offering (“IPO”) by Defendant Tufin Software Technologies Ltd.’s (“Tufin” or “Defendant”). Lead plaintiff Mark Henry (“Plaintiff”) alleges that the registration statement Tufin filed in connection with that IPO included materially misleading misstatements related to, among other things, the length of its sales cycle and as well as its training practices. Because of those alleged misstatements, Plaintiff brought this putative class action alleging that Defendant, as well as various of its directors and officers, violated Sections 11 and 15 of the 1933 Securities Act. Defendants moved to dismiss. Because Plaintiff sufficiently alleges that statements regarding the length of Tufin’s sale’s cycle were materially misleading to investors, Plaintiff states a claim under Section 11 and Section 15. I. BACKGROUND1 a. Factual Background

1. Tufin’s Software Tufin develops and sells cybersecurity software designed to help its customers guard against cyber-crime. Dkt. No. 55 (“FAC”) ¶¶37, 41. To prevent cyber-crime, companies generally use multiple third-party tools and products, such as firewalls. Id. ¶ 38. Companies rely on in-house

1 The following facts are drawn from the Amended Complaint. Dkt. No. 55. The Court “accept[s] all facts alleged in the [amended] complaint as true and draw[s] all reasonable inferences in the plaintiff’s favor.” Burch v. Pioneer Credit Recovery, Inc., 551 F.3d 122, 124 (2d Cir. 2008) (per curiam). employees to manage manually the numerous policies governing those third-party tools and products. Id. ¶ 39. According to Plaintiff, such manual policy management “increases the risk of human error and cybersecurity vulnerabilities and delays the pace of application releases.” Id. Tufin’s software consists of a “suite of five interrelated instances of software” that is intended to “unif[y] and automat[e]” its customers’ policies governing the third-party cybersecurity- related products and tools. Id. ¶ 43–44. Defendant represents that this software—the “Tufin Orchestration Suite”—is an “effective, comprehensive way for [its customers] to manage their additional firewalls, endpoint security, identity and access management, and other solutions.” Id. ¶ 40.

2. The Length of Tufin’s Sales Cycle Plaintiff alleges that “many customers were indifferent” to Tufin’s software, viewing the Tufin Orchestration Suite as a “nice-to-have, not a must-have product.” Id. ¶ 43. Confidential witnesses (“CWs”)—all of whom are ex-Tufin employees—reported, among other things, that “only large companies with at least 200 firewalls would need Tufin’s products,” and that “Tufin’s pricing was out of line with the market,” leading to “low demand and exorbitant costs.” Id. ¶ 43. In addition, CW7 noted that selling Tufin’s software could require “years of meetings and navigating other companies’ procurement systems.” Id. ¶ 56. CW11 reported that many customers required approvals from their networking and security teams “and in many companies[,] th[ose] divisions were competing for budget dollars,” which could extend the sales process. Id. CW1

observed that it would take “six to eight months just to get a meeting scheduled with the right person” in order to “demo the product.” Id. As a result, CW2 stated that “deals took eighteen months to two years to close,” and CW1 reported that the sales cycle for Tufin software was “typically at least a year.” Id. ¶ 55. CW11 believed that a “six-month close was only achievable with luck.” Id. Plaintiff alleges that Tufin’s salespeople “consistently reported” that the length, technicality, and complexity of the Suite’s sales cycle “was not understood,” because Tufin did not “explain the complexity and length of the sales cycle to new hires.” Id. ¶ 54. CW1 believed that “new salespeople needed at least six months to understand and sell Tufin’s products” and CW2 believed that it could “take up to a year.” Id. ¶ 60. 3. Tufin’s Sales Practices and Salesperson Turnover CWs reported that Tufin salespeople felt Tufin did not allocate sufficient resource to its sales

force. While salespeople received training consisting of “learning about the Suite at Tufin’s corporate headquarters,” CW10 stated that new salespeople “were left to handle sales calls on their own, without any on-the-job training by experienced salespeople.” ¶ 54. CW2 remarked that Tufin kept its salespeople on half salary during “their initial ramp-up,” and also complained that Tufin “had a policy disfavoring expense spending” and that “if salespeople took a client out for drinks, the salespeople were expected to pay for the second round out of their pockets.” Id. ¶ 60. CW2 also reported that “after less than a year of insufficient sales support, many salespeople would either give up or be forced out.” Id. ¶ 63. Other CWs noted that Tufin had high employee turnover. CW10 reported that “Tufin would routinely hire thirty to forty people, and then terminate all but one of them after a short amount of time due to low production.” Id. ¶ 64. CW1 added that Tufin regularly terminated new salespeople “after a year’s employment if they had not closed a deal.” Id. ¶ 64. According to Plaintiff, “after terminating 96% of its new hires, Tufin would start over again with fresh hires who

had to get up to speed on Tufin’s products.” Id. 4. Tufin’s Forecasting and Data Management According to Plaintiff, the company put “excessive pressure” on its salespeople, which led to “inflated sales prospects.” Id. ¶ 57. Tufin’s salespeople recorded their potential sales in “Salesforce,” a customer-relationship-management software. CW8 opined that “Tufin’s management micromanaged the sales process through incessant Salesforce-generated reports.” Id. ¶ 46. CW1 reported that Tufin’s vice president of sales of the Americas required salespeople to update Salesforce with the next three steps for each of their prospects every time they had contact with a potential customer, which could “create a misleading expectation of sales because . . . not every prospect had three next steps.” Id. ¶ 57. CW9 also complained that “Tufin required its salespeople to assign a value to every potential sale, even if the sale was unlikely,” and CW3 observed that “salespeople were routinely pressured to forecast sales prematurely” and that “many of Tufin’s salespersons routinely forecasted sales closings even before they had been approved by the customer’s decisionmakers.” Id.

Moreover, even though Tufin’s sales cycle could allegedly take between one and two years, Plaintiff alleges that “new salespeople were expected to produce results in short time periods of three to four months.” Id. ¶ 55. Indeed, according to Plaintiff, salespeople were “judged” on weekly progress. Id. ¶ 58. Seemingly as a result of that pressure, CW2 admitted that most of their recorded sale leads “did not exist or were otherwise bogus.” Id. ¶ 57. Two CWs reported instances in which managers had altered Salesforce data to make a sale seem more likely to close than it actually was. CW7 recounted an instance in which he did not believe that a grocery store chain was likely to purchase a product “by December 2019,” but a manager “changed the grocery chain’s status in Salesforce to ‘commit’ which falsely indicated to others in Tufin that the grocery chain had committed to close by December 2019.” Id. ¶ 59.

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Bluebook (online)
IN RE TUFIN SOFTWARE TECHNOLOGIES LTD. SECURITIES LITIGATION, Counsel Stack Legal Research, https://law.counselstack.com/opinion/in-re-tufin-software-technologies-ltd-securities-litigation-nysd-2022.