COMMAND DASHBOARD
Revenue decline in core business: Legacy delivery/CDN revenue declining at -5% FY2025 to $1.257B (Q4 -2%) due to customer in-housing strategies from major clients including TikTok/ByteDance, Netflix, and Apple.
Rising infrastructure costs: Capex increasing to 23-26% of revenue in 2026 driven by infrastructure and memory costs, while Q4 restructuring resulted in $55M workforce cuts indicating margin pressure.
Sales efficiency breakdown: Negative CAC payback with sales and marketing spend outpacing revenue growth, indicating fundamental GTM execution issues requiring systematic overhaul.
Competitive pressure intensifying: Losing CDN share to hyperscalers (AWS CloudFront 22%, Azure/Google CDN) and DIY strategies. Cloudflare gaining security/DDoS market share (82%) with faster growth rates.
Market position paradox: Maintains #1 CDN position with ~34% market share but legacy business drag slows overall growth versus security-focused rivals like Cloudflare, Fastly, Imperva, and F5.

Akamai's revenue organization is optimized for legacy CDN sales while the market shifts to security and edge computing. No systematic approach exists to convert existing CDN relationships into security upsells, and sales operations lack the AI-driven efficiency needed to compete against cloud-native rivals with superior CAC economics.

Days 1–90Q1 — FOUNDATION
Days 91–180Q2 — BUILD
Days 181–270Q3 — SCALE
Days 271–365Q4 — OPTIMIZE
Conservative

$85M incremental security ARR

Target

$125M incremental security ARR

Stretch

$180M incremental security ARR (assumes 3 Fortune 500 platform security deals above $5M ACV)

Strategic Summary

Core Opportunity

Akamai holds #1 CDN market position with deep customer relationships but faces declining delivery revenue (-5% FY2025) as hyperscalers and in-housing strategies erode the legacy business model.

Execution Thesis

Deploy AI-powered revenue infrastructure to systematically convert CDN customer relationships into security revenue, achieving $85M–$180M incremental ARR while defending market position through strategic transformation rather than competitive retreat.

Production systems, not theory. Revenue captured, not demos given.