Podcasts about secureauth

Joseph Dhanapal, CEO at SecureAuth is our feature interview this week. News from Casa Bonita, SpaceX, Blackpoint Cyber, Lares, Optiv, NCC and a lot more. Support us on Patreon! Fun swag available - all proceeds will directly support the Colorado = Security infrastructure. Come join us on the new Colorado = Security Slack channel to meet old and new friends. Sign up for our mailing list on the main site to receive weekly updates - https://www.colorado-security.com/. If you have any questions or comments, or any organizations or events we should highlight, contact Alex and Robb at info@colorado-security.com This week's news: Join the Colorado = Security Slack channel Casa Bonita documentary comes to Denver movie theater in September Meet the Colorado Astronauts Aboard the Polaris Dawn Mission More than 200 new Colorado laws are about to take effect. Here are several, from gun permit rules to concert ticket fees. Cybersecurity company relocates its headquarters to downtown Denver Guidelines for Integrating LLMs into Systems Securely and Safely Preparing for a Quantum World: Examining the Migration Path of Hybrid Certificates National Cybersecurity Center Completes Another Summer of CyberPatriot Camps - National Cybersecurity Center Burn The Ships, GenAI Is Here and Not Going Away - National Cybersecurity Center Job Openings: Pax8 - GRC Analyst Vertafore - VP, Cybersecurity Denver Water - IT Security Analyst Google Mandiant - Associate Red Team Security Consultant Western Union - Senior Information Security Analyst Micron - Product Security Engineer Bank of America - Identity and Access Management Defense Senior Specialist Commonspirit Health - IT Cybersecurity Sr Engineer RTD - Senior Cybersecurity Engineer, Network Trust Tallgrass Energy - Analyst-Cyber GRC Upcoming Events: This Week and Next: ISSA COS - 14th Annual Peak Cyber Symposium - 9/10-12 Let's Talk Software Security - Are Software Security “Best Practices” Really the Best? - 9/12 Denver OWASP - September Meeting - 9/18 Mandiant mWise Conference 9/18-9/19 ISACA Denver - September Meeting - 9/19 (7 CPEs) ISC2 Pikes Peak - September Meeting - 9/25 View our events page for a full list of upcoming events * Thanks to CJ Adams for our intro and exit! If you need any voiceover work, you can contact him here at carrrladams@gmail.com. Check out his other voice work here. * Intro and exit song: "The Language of Blame" by The Agrarians is licensed under CC BY 2.0

In this episode of TOP CMO, host Ben Kaplan sits down with Mandeep Khera, the Chief Marketing Officer of SecureAuth, to explore the shifting dynamics of the buyer's journey in the digital age. Mandeep discusses how today's buyers are increasingly well-informed and often make decisions long before they engage with sales teams. Learn how SecureAuth leverages this trend by tailoring marketing strategies that meet informed buyers where they are, emphasizing the importance of accurate and accessible information. Mandeep also sheds light on the evolving role of CMOs in shaping business strategy and the impact of AI and personalization on future marketing practices. Dive into a conversation that blends practical marketing insights with broader discussions on the importance of adaptability and innovation in a rapidly changing landscape.

Aruni S. Gunasegaram is a serial entrepreneur and start-up veteran. She consults and speaks on entrepreneurship, customer success, operations, building trust, and managing expectations with strategic stakeholders via Customer Concentric. She most recently worked with SecureAuth in the cybersecurity authentication industry.  Aruni also served as Director of Operations at the Austin Technology Incubator (ATI), where she supported dozens of entrepreneurial CEOs and managed the incubator's internal operations.  She was a cofounding parent of the Magellan International School (a nonprofit language immersion, International Baccalaureate school) and an adjunct lecturer on entrepreneurship at The University of Texas at Austin McCombs School of Business and is currently an MBA+ project coach. She was co-founder/president of Isochron Data, a web and mobile application company targeting the vending and packaged ice industries (aka the “internet of things”), where she coordinated closing the company's first $1 million in revenue, raising $15 million in equity financing, as well as built a team of employees, board members, and advisors. She co-founded Babble Soft, a web and mobile application company targeted at new parents.   Her son attends The University of Texas at Dallas, and her daughter attends George Washington University. Aruni has a BBA (Accounting) and MBA from The University of Texas at Austin.

Innovation comes in many forms, and compliance professionals need to not only be ready for it but also embrace it. One of those areas is telehealth and telemedicine. My guest in this episode is Paul Trulove, CEO at SecureAuth. Paul Trulove is a seasoned cybersecurity expert with a strong background in identity management, currently serving as the CEO of Secure Auth. With 15 years of experience in the field, Trulove is a strong advocate for the evolution towards password-less authentication in cybersecurity. He sees a shift away from traditional username and password authentication towards more secure and user-friendly methods that leverage device-level capabilities and biometrics. Trulove emphasizes the importance of organizations embracing and funding these changes and the need for collaboration across different industries to ensure a comprehensive and secure authentication framework. Join Tom Fox and Paul Trulove on this episode of the Innovation in Compliance podcast to delve deeper into this fascinating topic Key Highlights: Secure Auth: Making Authentication Secure and User-Friendly The Evolution Towards Password-Less Authentication Identity-Driven Zero-Trust Cybersecurity Approach The Rise of Password-Less Authentication Technology The Evolution of Authentication and Access Management Resources: Paul Trulove on LinkedIn SecureAuth Tom Instagram Facebook YouTube Twitter LinkedIn

In this episode, Mandeep Khera, CMO of SecureAuth, joins Maria and Gianna to discuss the market and economy, changing responsibilities for CMOs, and the role of brand awareness from his perspective.   To begin, Mandeep shares the story of his role as CMO. His career began in finance before shifting to marketing and then cybersecurity. He recognized that the cybersecurity industry was here to stay and decided to devote his career to the field. His security work in the areas of email, application, network, and cloud led him to the authentication space where he is today. He highlights that we are going through a period of headwinds in the industry, but that it isn't all doom and gloom. It is a matter of being patient, sticking with it, and continuing to do the right things. He predicts that in 6-9 months, the economy will start bouncing back. With that, he shares the pivots that he believes cybersecurity professionals should be taking to accommodate these budget changes while keeping their team focused and happy. This means eliminating things that don't matter and increasing focus on the most critical areas.   Next, he offers his perspective on brand awareness, which is best done by thought leadership. He believes that brand awareness should be tied into different campaigns to be the most effective. On the other hand, the role of the CMO has become more challenging than ever. Most important, Mandeep reveals, is making sure you as the CMO are in tune with your CEO, CRO, CCO, and CFO. Another important mindset for CMOs right now is to be more quality and quantity-driven, focusing on ROI and thinking and acting out of the box to stand out. One of his main focuses right now is how to improve the website conversion rate. On the subject of edgy campaigns, Mandeep shares a few of his favorite campaigns he has worked on in his career. As a CMO, one of your responsibilities is to encourage your team to be bold in their risk-taking. All ideas are good ideas until ideas start to be filtered, and everyone can come up with a clever idea. Finally, our guest and hosts engage in a fun guessing game to reveal what career Mandeep would pursue outside of the cybersecurity marketing field.   Links:   Follow Mandeep on LinkedIn. Follow Gianna on LinkedIn. Catch up with Maria on LinkedIn. Join the Cybersecurity Marketing Society on our website, and keep up with us on Twitter.

In this rapidly evolving digital world, identity is at the heart of our personal and professional lives. On this week's episode of Innovation In Compliance, Tom Fox and guest Paul Trulove, CEO of SecureAuth, explores the world of digital commerce, specifically delving into the realms of authentication and access management. Paul shares his insights on the evolution of the identity and access management space, the role of authentication in our daily lives, and the Zero Trust Initiative. Paul Trulove is an expert in the identity and access management space, with an illustrious career spanning over 15 years. In his early career, he joined the startup SailPoint Technologies, where he helped the company evolve into a leading figure in identity governance and administration. Paul has seen and contributed to the changes within the industry up to this point where identity risk management has become a core element of our digital lives. Currently, as the CEO of SecureAuth, he oversees the company's focus on authentication and access management. You'll hear Tom and Paul discuss: Paul describes what authentication and access management entails and how it impacts our daily digital interactions. SecureAuth is revolutionizing the authentication landscape, focusing on passwordless authentication and multi factor authentication to enhance security and reduce friction for end-users. Continuous authentication is a new approach that significantly reduces the friction that a user experiences during authentication and offers varied authentication methods based on the level of risk. Tom and Paul discuss the Zero Trust Initiative. This paradigm shift in security is based on the principle of trusting no one and verifying everyone, which has led to identity and access management becoming central to a zero-trust mindset. Next generation authentication will lean heavily towards the principles of zero trust, passwordless authentication, and continuous authentication, Paul says. He predicts that the use of artificial intelligence and machine learning will greatly advance authentication processes, helping process more data in real time and make better decisions regarding access. Paul suggests that authentication and access management has a large role in helping organizations comply with GDPR and other privacy requirements. He views GDPR as a necessary step rather than a barrier to doing business in the EU, emphasizing that protecting consumer data is an essential cost of doing business. Companies need to carefully consider their data collection, protection, and usage practices to maintain consumer trust and comply with regulations. KEY QUOTES: “Authentication and access management is a core discipline on how we let people get access to the things that they need access to in applications, data, repositories, platforms, infrastructure. Really you use authentication probably 10, 15, 20 times a day as you log into various systems... Everything that we do in our digital lives today is kind of bound by authentication. It is just a validation of who I am as a person and what I'm supposed to have access to on the back end." - Paul Trulove "Next generation authentication is going to continue to bind to that zero trust mindset of no longer implicitly trusting someone who says they are who they say they are. We're going back to a model that says every single time you interact with a digital asset, I want to have a high level of assurance you are who you say you are." - Paul Trulove "But between now and 2030, people are going to have to plan ahead for what kinds of data they are collecting, how they're collecting it, and ultimately how they're protecting it and utilizing that. Otherwise they are going to run afoul of not just regulations, but maybe consumer trust. " - Paul Trulove Resources: Paul Trulove on LinkedIn SecureAuth

It's time for your authentication journey! Mandeep Khera, the Chief Marketing Officer at SecureAuth, is our guide in this #SecurityByDesign episode of *Silo Busting.* And Sam Rehman, EPAM's Chief Information Security Officer and SVP, is of course on hand to pepper Khera with questions about the fascinating concept of passwordless. Khera begins with a little history—we move from plain text passwords to hashing to one-time passwords to multi-factor authentication, biometrics, and behavioral—and then concludes: “But guess what, passwords are still around and it doesn't make any sense.” The role of passwordless, Khera says, is to “clear all the friction for users and provide a lot more security.” It isn't, of course, that simple. “A lot of people are claiming [that they are using] passwordless, but it's not quite there yet,” says Khera. The reason—the real reason—we need to evolve to a real passwordless system, Khera says, is that roughly 80% of today's cyberattacks happen because of credentials. Together Khera and Rehman talk about identifying ourselves via our phones and physicality and the annoying friction created by passwords (“Let's just get rid of all the passwords. Let's get rid of all the friction. We just have everything we need”). The pair zero in on the idea that behavioral monitoring and analytics might provide an answer. “I kind of know what you like to talk about,” says Rehman. “If all the sudden you start talking to me about, you know, Amber Heard… I'd be like: Is this Mandeep?” It's a fantastic conversation about how our computing future might operate. To hear it, you need only intone the famed cinematic shibboleth *Klaatu barada nikto.* Just kidding. You need only click Play. Happy listening! Host: Alison Kotin Engineer: Kyp Pilalas Producer: Ken Gordon

The rapid proliferation of cloud services has opened doors to many advancements in the ways we work. Unfortunately, governance of access to those services has not kept pace. As a result, cyberattackers often have a field day once they gain entry to your hybrid identity environment. In this episode, Sean talks with Garret Grajek, CEO of YouAttest and founder and former CTO and COO of SecureAuth about the challenges—and importance—of implementing effective access governance.

The rapid proliferation of cloud services has opened doors to many advancements in the ways we work. Unfortunately, governance of access to those services has not kept pace. As a result, cyberattackers often have a field day once they gain entry to your hybrid identity environment. In this episode, Sean talks with Garret Grajek, CEO of YouAttest and founder and former CTO and COO of SecureAuth about the challenges—and importance—of implementing effective access governance.

Garret Grajeck hated access reviews when he was running technology teams at companies like Cyland and SecureAuth. They were a pain in the ass, took up valuable resources and seemed to take months to complete.  But they needed to be done.  Garret founded YouAttest to make access reviews exponentially easier for risk managers.In this episode, Garret Grajek, the CEO and founder of YouAttest talks about the need for access reviews, the penalties of not doing them and his go-to-market learnings while building the company.If you are a sales leader at a startup, or you're in the sales team, and you're searching for your repeatable scalable sales process to grow sales faster, then please get in touch with me at andrew@unstoppable.do or you can also go to my site at www.unstoppable.do.Sign up for our newsletter (https://www.salesbluebird.com)We want your questions and topic suggestions for future episodes. Send them to  andrew@unstoppable.do or send us a voice/video at https://zipmessage.com/unstoppableYou'll Learn:Consumer barriers to authentication adoptionThe biggest pain points in deploying authentication technologiesHow the landscape is evolving and cloud-based solutions - and dangersConsumer consequences for failing authentication auditsSupport the show

In this month's Investing in Identity series, we break down the latest industry trends including: Movers & Shakers: Socure's $450MM raise at a $4.5B valuation in identity verification, Permutive's $75MM raise in privacy-first infrastructure for advertising, Neuro-ID's $35MM for behavioral analytics, and more M&A Activity: McAfee's going private in a $14B deal and SecureAuth acquires Acceptto to fuel additional action in passwordless solutions Musings of the Month: The internet was built without an identity layer. Will the metaverse? Here are our predictions on how governments, eIDs, and self-sovereign identity will play a role in building verifiable credentials for virtual reality. 

In this episode of Sales Ops Demystified, Tom Hunt is joined by Joe Booth, VP of Sales Operations & Business Development at SecureAuth Corporation. They discuss Joe's journey into sales ops, the key to being an effective sales ops leader, and how his education in psychology helps him become more objective in his job.

Join this interesting conversation with Joe Booth, VP Sales Ops & Business Development, SecureAuth, where he shares some of the best practices he follows to increase the adoption of systems internally within the users. Reimagine Enterprise Sales System is a series of video podcasts where Protik Mukhopadhyay- entrepreneur, author, and podcast host, will deconstruct strategies and tactics and bring you actionable insights from B2B Leaders driving Transformation in their organizations. To know more, visit www.protikm.com

In this episode of the IoT For All Podcast, Inpixon Chief Operating Officer Soumya Das joins us to share his expertise building indoor tracking solutions at Inipxon. Soumya talks about use cases where indoor tracking solutions and indoor intelligence can really boost and support ROI, as well as some of the major considerations companies should keep in mind as they plan or develop indoor tracking solutions for their own operations - including connectivity options, new technologies in the space, and some of the most prevalent trends affecting the indoor tracking space.Known throughout his career for innovative, product, and strategic marketing coupled with meticulous execution, Soumya Das implemented a complete rebranding of Sysorex to Inpixon within his first six months as CMO. Evolving into a COO role in February 2018, he will continue to trailblaze Inpixon Marketing, while also leading the Sales, Program Office, Regions, and Channel Alliance teams to success.Within the last five years, he operated as CMO of multi-factor authentication company SecureAuth, wherein he conducted their re-launch into the Identity Providor (IdP) brand. Prior to Inpixon, his role as EVP and CMO at Identiv fostered their repositioning into a single, consolidated security technology company.Interested in connecting with Soumya? Reach out to him on Linkedin!About Inpixon: Inpixon is an indoor data company. Our Indoor Intelligence™ platform and patented technologies empower users to harness the power of indoor data to create actionable intelligence. We specialize in capturing, interpreting and visualizing indoor data to make indoor spaces smarter, safer and more secure.Our solutions are leveraged by a multitude of industries and disciplines to do good with indoor data. This multidisciplinary depiction of indoor data enables users to increase revenue, decrease costs, and enhance safety. Inpixon customers can take advantage of mapping, positioning, analytics, sensor fusion, and the Internet of Things (IoT) to uncover the untold stories of the indoors.Key Questions and Topics from this Episode:(0:54) Intro to Soumya Das(3:25) Intro to Inpixon(9:41) A Few Inpixon Use Cases(13:23) What kinds of challenges have you come across?(15:52) Differences between major connectivity options?(22:09) Are there any technologies that you think will have a big impact on the indoor tracking space?(23:38) Are there any trends you’ve seen in the indoor tracking space that you think our audience should note or be aware of?

It’s mostly cyberespionage today, with an admixture of influence operations. Google has warned both major US Presidential campaigns that Chinese and Iranian intelligence services are after their staffers’ email accounts, so far apparently without much success. Russia, China, and Iran devote some purposive media attention to US civil unrest. Johannes Ullrich from SANS on malicious PowerPoint add-ins. Our guest is Bil Harmer from SecureAuth on credential carelessness. And Qatar’s rivals in the Gulf continue their information campaign against Doha: this time it’s bogus news of a coup. For links to all of today's stories check out our CyberWire daily news brief: https://www.thecyberwire.com/newsletters/daily-briefing/9/109

SecureAuth Chief Evangelist & CISO Bil Harmer joins State of Identity to talk about the current Identity and Access Management landscape, why adaptability is key when considering IAM solutions, and the fallacy of increased security requiring a compromised user experience. Host:Cameron D’Ambrosi:  Principal, OWI Linkedin Twitter Guest:Bil Harmer: Chief Evangelist & CISO, SecureAuth Linkedin Links:State of Identity Listener Survey SecureAuth

SecureAuth Chief Evangelist & CISO Bil Harmer joins State of Identity to talk about the current Identity and Access Management landscape, why adaptability is key when considering IAM solutions, and the fallacy of increased security requiring a compromised user experience.

Credential stuffing affects J. Crew and Tesco customers. T-Mobile discloses a data breach. Emcor works to recover from a ransomware infestation. Coronavirus-themed emails remain common phishbait--it’s an international problem. US authorities are pleased with how election security on Super Tuesday went, but some local governments are recovering from self-inflicted tech wounds. And there’s more on official US suspicion of Huawei. Mike Benjamin from CenturyLink on Nanocore, guest is Bil Harmer from SecureAuth on nation-state attacks. For links to all of today's stories check our our CyberWire daily news brief: https://thecyberwire.com/issues/issues2020/March/CyberWire_2020_03_05.html Support our show

Joe Booth, Senior Director of Sales Enablement and Competitive Intelligence at SecureAuth, discusses transforming their sales enablement program for sales reps to be more effective through new systems and processes.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space, and we are here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. Today we’re excited to welcome Joe Booth to the podcast. Joe, could you take a minute and just introduce yourself? Joe Booth: Yeah. My name is Joe Booth. I am currently the senior director of sales enablement and competitive intelligence for a company called SecureAuth and we’re in the cybersecurity space, specifically around identity access management. SS: Excellent. So, I want to talk a little bit about key competencies for sales reps. How can sales enablement professionals ensure that their reps are meeting these key competencies before they’re released out into the field? JB: Well, first you have to understand what the key competencies are, and that comes down to the priorities within an organization and the experience that the people who have been successful of achieving those priorities. You can’t just assume that the one size fits all for all sales reps, and that if you have an initiative that you want everybody to go execute that, people are just going to inherently know how to do that. You’ve got to take a look at what has been successful in the past and then build these programs around that. Once you have the key initiatives identified, then you start figuring out the best training modalities in order to get those out the door for those individuals. Now, there are different ways that you can present information and get feedback back. There are a lot of tools out there that are in the ecosystem today, things like MindTickle and SalesHood, where you are able to go in and have your sales reps be able to role play with the computer and actually record themselves giving presentations, and you can provide feedback through those kinds of platforms. You can do role-playing with their managers. I mean at the end of the day; this is all about practice. You have to be able to give someone a safe environment to learn new skills. That way, when they go out into an unsafe environment, the skills are not new anymore. You are taking this type of training mentality where you’re saying we have kind of this circle of trust where you’re going to get to fail as many times as you need, and we’re going to keep giving you feedback and getting you set up for success and eventually, baby bird, we’re kicking you out of the nest. But before we do that, we want to be able to set up things like certifications, mandatory training, role-plays with their manager, things like this. SS: Alright. Let’s flip that around. What are some of the key competencies for sales enablement professionals, in your opinion? JB: You know, I’m a bit skewed. I come from a sales background so the things I feel are most important are what’s going to drive a sales rep to success. There might be a lot of people rolling their eyes saying, “yeah, no duh.” But really, I’ve sat through a lot of sales enablement and training programs myself as a sales rep and I’ve just been scratching my head, wondering when I am ever going to use this in the real world. For example, you might think that it’s important to have your executives come in and talk to the new hires for several hours, and your CFO might really want to do that because they like rolling up their sleeves and meeting the new guys, but really what do sales reps care about the finance department doing? All they care about is when am I going to get my expenses reimbursed, and when am I going to get my commissions on time? Those are the only two things that a sales rep really cares about when it comes to finance. So, you’ve got to be able to, as a sales enablement professional, set your ego aside and say what do sales reps really, absolutely need? And then what’s the easiest delivery mechanism for them? Because typically people don’t want to have to do this extracurricular training. They might not see the value in it, so you kind of have to make this really easy for them to digest, and it’s got to be relevant to their day-to-day job. Otherwise, people just aren’t going to do it. The sales enablement professionals that I’ve met that are really good at this are the ones that spend most of their time talking to sales reps and seeing what the best reps are doing and then trying to just duplicate that and scale it across the board. Then, you’ve got to use tools and put processes in place that are going to make it as easy as possible for your reps to do the job and then hold people accountable, not at the individual level, but at the manager level, because you are not a sales rep’s boss. You’re also not a babysitter, so it’s not your job to chase people down and say, hey, do the training, finish the training. These are adults. Either they’re going to do it or they’re not. But they do have a manager that they technically report to, so if you’re a sales enablement professional and you want to get the best out of people, make sure that you’re leveraging the leadership of that individual’s boss. And you’re going to be helping out that boss out as well, whether they’re regional vice president or whatever it might be. If you’re helping them hold their people accountable by showing them a weekly dashboard that shows the type of training people have completed or have not completed, they’re going to have more visibility in the preparedness of their team, they’re going to be able to act as a leader, they’re going to be able to practice their coaching skills, and they’re going to be able to be a little bit more of a defined figurehead within the organization when they do hold those people accountable. The best sales enablement experts are really the ones that identify influential people within an organization, they leverage the resources that they have at their disposal, and they set their ego aside to figure out what’s the easiest thing that a sales rep can do, and what’s the most information that I can put in it with it taking up as little of their time as possible? And it’s really a balancing act, for sure. SS: Definitely. I have to ask a question now that you brought frontline managers into the conversation. From your perspective, should enablement be focusing more on preparing those frontline sales managers or the actual sales reps? JB: It is both. So, in my experience, the frontline manager can be absolutely worthless, or they can be so significant that they’re the type of person that will change a person’s career trajectory. Now I was really fortunate. I had a boss named Aaron Schilke when I was an early sales rep. He took a chance on me, took me under his wing, he gave me some best practices to follow as a sales rep, and whenever I needed help, he was there for me and he was always willing to give me really good feedback. But a lot of sales reps do not have a manager like that. Their typical interactions with their manager are doing a weekly forecast, talking about a deal, why it might be slipping or why it might not be slipping, and then the manager gives some very obvious recommendations that anybody that’s been doing sales for a little while can give, and they just really act as a point of escalation. So, a good sales rep that has a good mentor is going to be way more productive than somebody that does not, so you have to be able to empower the sales rep themselves with the frontline manager as a supporting role. And in order to do that, you have to give that manager visibility into what your objectives are from a sales enablement perspective, why you’re rolling out the training that you’re rolling out, and then giving visibility into the individuals on their team that either are or are not hitting these objectives when it comes to the training. They will appreciate it because in my experience, the managers that are out there, they want their teams to be successful. The reason they went into management is that they want to have leadership roles. They’re not 100% coin-operated because an individual sales rep can make a lot more money than their manager. I know managers that have made half as much money as their top sales reps, but they are excellent leaders, they’re extremely happy when the people on their team are successful, and they really rely on sales enablement to help provide them with the information so they can give their teams feedback and figure out where the gaps are, so they can show that they can actually mentor and provide the resources that a good sales rep or even a struggling sales rep just desperately needs. SS: Excellent. Do you have some advice on effective ways to deliver sales manager learning and development training? JB: You know, I think when it comes to sales managers, they are often as busy, if not more busy, than sales reps because they have a lot of deals to keep track of. So, I find that less is more when it comes to the sales managers, and it’s more about constant communication than it is about taking a day or two days to sit in a classroom. Most of the people that are out there in sales management roles have been doing sales long enough that they are able to see how the tea leaves lie, but what they’re not really good at is staying up on the day-to-day things when it comes to helping their reps. Let me give you an example of that. We have a lot of sales leaders within our organization that have been in the cybersecurity space for decades, and they’re really good at talking to customers and they’re great at helping the reps understand what the products do, but they’re not necessarily great at being able to roll with the ever-changing process of a new leadership team, a new product roll-out, new sales messaging and all of this. In order to help the sales managers drink from that firehose, we really try and break it down in bite-size chunks. On a weekly call with our CRO where we have our weekly revenue forecast call and all the sales managers are on it, we do take time every week to talk about sales enablement, what the initiatives are for this week, what the priorities are, why they are our priorities; and then we pull up the dashboards at a manager level so they can see how their teams are trending compared to one another, and where some of their individual contributors might be lying in the weeds a bit. Just giving them bite-size chunks and helping them have the visibility I think is going to be more effective than trying to put together big training programs that, frankly, a small organization might not be able to have the bandwidth to support. SS: That’s excellent. I want to ask one closing question on this and then I want us to kind of pivot to a different area of focus. From your perspective, and you mentioned earlier that sales enablement is not just training, I would love to hear from you, what is sales enablement responsible for? JB: Sales enablement is responsible for making it easy for sales reps to get deals closed. That’s the bottom line. Now part of that is going to be training them on the message and what the product does, but another part of that is figuring out what the bottlenecks are internally that you can break. That way a sales rep doesn’t have all the internal friction that makes it hard for them to get business done. We’ve got to figure out how to make the CRM easier to use, how to make our internal processes of getting resources in place more streamlined so it doesn’t take days – which time is money in sales. You have to be able to react very quickly if you want to beat your competition. You have to be able to train sales reps on the message and the process and the systems, all of the things, but you also have to be able to go internally and look from a really strong business perspective and say, what are the operational efficiencies that we can figure out now that are going to make it easier for our sales reps to get their jobs done? And ultimately that’s going to help with things like deal velocity, deal size and also just overall morale when it comes to your sales team because you’re not sitting around waiting or scratching your head on why everything takes so long. SS: Absolutely. Alright, as I said, I want to pivot a little bit because one of the things that we heard from a lot of our members was that they want to understand initiatives. And I know we talked about one with you, but I would love to understand from you may be one of your most impactful sales enablement initiatives to date and why that was and how you went about it. JB: You know, the last company that I worked at, we were up against one of the largest software companies in the world. They were our primary competitor. When we had to go up against them, it was very difficult for us to get over the objection of, “Oh well, we’re already a Salesforce shop so they’re going to throw in this license for free, there’s really no reason for us to want to go buy something like you.” So, what we had to do is figure out on the few deals that we actually did win against this competitor, what did we do? What did the sales rep do on an individual level and then also from a feature function product comparison level, what were the gaps that we were filling for those customers? In order for us to identify that, we had to put all of these catches in place, so whenever a sales rep would either win or lose a deal, we would put these fields in the CRM so they could list certain things that were contributing win or loss reasons, and then those free field notes. So that allowed us to cast a wide net and then we would drill down with individuals to gather more information. Now we started off with just a handful of deals and our win rate was low and over the course of just a few quarters, we tripled our win rate. We got it up over 84% when it came to this particular competitor and the reason that we did that is we just kept refining the process. We kept looking at why we win and lose and then for the deals we knew we could not lose or that were just not able for us to win, we helped reps with confidence to disqualify those deals. That way they weren’t wasting time on deals that they just couldn’t win anymore, and then for the deals that looked perfect for us, we helped identify those for the sales reps so they would have specific qualification questions and then very specific discovery questions that they would ask the prospect. When we knew that we had this perfect profile of a customer, we would see our deal size go up, our sales velocity increase, and just much happier sales reps making a lot more money. But in order to do that, you have to really pull data out of the CRM, coach people on how to plug data in accurately, and then continue to talk to reps on a one-to-one level in analyzing the deals why you’re winning and why you’re losing. And when you do that over time and it could take months or it could take quarters depending on how fast your sales cycles are, you’re going to see a lot of success. But it is tedious, it’s time-consuming, and it takes a lot of attention to detail. But it will produce results and it will definitely propel you within the organization, and your sales reps will start trusting you more and then they’re more likely to do the training when you need them to do them. SS: Excellent. You touched on success and results. I would love to, as a closing question, just better understand from you what are those core measurements and performance measurements that sales enablement should be displaying back into their organization to prove the business impact that sales enablement is having? JB: You know, that’s a really hard one because every organization is a little bit different. But the two that I am most focused on are our win rate and also our sales productivity, and we calculate win rate based on the number of deals that we are winning versus the number of qualified deals that we lose. When I say a qualified deal, we really want to take a look to see how far a deal advanced through our sales stages before we either lost it or before we decided that we just didn’t want to participate anymore. We look at win-loss and then we look at sales productivity, and sales productivity, the way that we define it, is just the aggregate of the entire sales organization as we hit our quota attainment. So, if we have a revenue goal of $50 million and we hit $20 million, then you can see that our sales productivity is less than half. Those two are the big ones that we look at: sales productivity and win rate. And then you can slice and dice that pie in a million different ways when it comes to things like deal velocity, increased order size, cross-sell up-sell, all sorts of different ways. SS: Excellent. Thank you so much, Joe. I really appreciate your time today. This has been an amazing chat with you, so thank you so much. JB: Yeah. You bet. SS: Thanks for listening. For more insights, tips and expertise from sales enablement leaders, visit salesenablement.pro. If there is something you would like to share or a topic you want to know more about, let us know. We would love to hear from you.

Shawnna Sumaoang: Hi, and welcome to the Sales Enablement PRO podcast. I am Shawnna Sumaoang. Sales enablement is a constantly evolving space, and we are here to help professionals stay up to date on the latest trends and best practices so they can be more effective in their jobs. Today we’re excited to welcome Joe Booth to the podcast. Joe, could you take a minute and just introduce yourself? Joe Booth: Yeah. My name is Joe Booth. I am currently the senior director of sales enablement and competitive intelligence for a company called SecureAuth and we’re in the cybersecurity space, specifically around identity access management. SS: I’m so glad that you were able to join us today, Joe. I would love to understand what sales enablement looks like within your organization. The competitive intelligence portion of your title is relatively unique. JB: Sure. I think the reason that competitive intelligence really lines up nicely with sales enablement is it all comes down to why we win and lose. I think a lot of times there is this misconception around sales enablement which is that we’re just facilitators for subject matter experts to come in and we build training for them and then we distribute it and we sort of sit casually by and hope that people do the training. But really at the end of the day, sales enablement is all about helping sales reps close deals. I mean, that is where the rubber meets the road. So, if you’re not able to put together a program that’s producing results, then there’s no reason for your program to be in place. And competitive intelligence takes a close look at why we win and lose against the competition and then we take those reasons of why we win and lose, and then we build programs around that, and then we pull in the specific subject matter experts when necessary. But we really have to do a lot of digging and research on our own to understand who we are winning and losing against, why we are winning and losing, and then take the reasons why we lose and for what we can do to help qualify deals more effectively, we want to be able to do that. And then for the reasons we win, we want to say how do we scale this and make sure that all the reps are able to take these best practices. So competitive enablement and sales enablement really do go hand in hand with helping reps be successful in the field. SS: I love what you just said about doing the analysis to understand why we win and then how to scale that across the rest of your sales reps. Are you able to talk to me about maybe an example of an initiative where you were able to do this successfully across your reps? JB: Yeah, sure. Sales enablement really encompasses the people, processes, and systems within an organization. So, you have to think about who are the people that we need to work with as subject matter experts and then who is our target audience? And our target audience is our sales reps, and those come in different forms. They could be your business development reps, your sales engineers, your channel account managers, your account managers. Every organization has different titles, but really when I think of sales reps, they are people that are selling either a meeting to a customer or an end product to a customer. So, our internal clients as a sales enablement team are our sales reps, so we work with subject matter experts to build content for our end user, which is the reps, right? But we can’t just take information that we think the sales reps are going to be able to find helpful. We really have to understand what challenges they’re facing in the field, again, why they’re winning and losing against certain competitors, and then be able to take that information back in this loop. Essentially, it’s this feedback system that you have in place, and that encompasses not only the people you work with but the systems that you have in place such as your CRM. So, most sales reps do not like putting information into the CRM. I know that for the many years I was an enterprise sales rep selling software, I did not like having to keep all the data in the CRM up to date. I didn’t understand the value that it added to me as an individual, and I certainly didn’t have any visibility into the downstream processes that the CRM had in place. Well, now that I’m over here on the dark side of operations, I understand how much we leverage data in the CRM and the importance of having clean data to pull from. So, when we think about a very specific initiative around why we win and lose, how we pull the information out of the CRM, and then taking it to subject matter experts to help us put together better programs that we then put back to the sales rep, we see how these things all start to work together. So, let me give you a specific example: In the CRM, we are very much interested in capturing who our primary competitor is when we’re winning and losing against a deal. We also want to know why we won or lost. We have things like primary win-loss reasons, supporting win-loss reasons, and these can just be dropdowns in your fields in the CRM. There are different ways to capture this. And then you have a freeform text field where you are able to put specific notes. Whenever we see a deal come in either won or lost, then what I’m looking at is who is that primary competitor, then what are the reasons that we won or lost, and then I look at that free-field text to see what sort of quick sentences or blurbs did the sales rep then add for additional detail. And if it’s vague or if it’s confusing, I will just reach out to that rep directly and it’s a five-minute phone call or it can be just a really quick email to get some very specific nuggets that we can then use to consolidate all the information over the course of a month or over the course of a quarter, and then we say here’s why we are winning or losing, here’s who we are winning or losing against, now let’s take this back to marketing or the product team or sales operations to figure out which knobs we need to twist in order to overcome these obstacles or scale this up. We’ve taken the information from the sales rep that they’ve put into the CRM, we take that back to the subject matter expert internally, and then we produce programs as a sales enablement team to get the sales reps even more enhanced on being able to compete more effectively. So that’s kind of just one of the examples of ways that we use people and systems and processes in one. SS: That’s amazing, and yes, I applaud you for being able to get your reps to put that information in the CRM. You mentioned a couple of things, a) that you come from a sales background, and b) the importance of sales reps understanding the value of the information they are providing. Can you give some advice to other sales enablement professionals that might be struggling? How do they articulate the value in the right way to their reps so that they can get that level of information from them? JB: Let me take it on in two chunks. The first one is getting people to buy into the reasons that they’re going to be successful. I mean at the end of the day; people are inherently selfish. We all come to work for very specific reasons that we have that might not be shared with our colleagues. There is this conception around salespeople that we’re all coin-operated and that might be true for some people. Yes, the money can be very good, but there are a lot of other jobs you can get in corporate America that are paying you well over six figures, so not everybody that is in sales is operated by cash. A lot of people love the customer service aspect of it. They love helping people. They like solving problems. And then there are other sales reps that really just like getting in the weeds and understanding business processes and then helping customers be able to overcome those challenges that they are facing internally. So, there are a lot of different reasons why people get into sales in general. In order to get them to be bought into sales enablement, you have to figure out what’s driving this individual and then help show them the value that your team is going to be able to provide to them. Now maybe it’s a training program that’s going to take them two hours to complete. You’ve got to make it in a deliverable content that works for them so they’re not just overwhelmed sitting in front of a boring video for two hours. Break it down into bite-sized chunks, use gamification, make it relevant to them, use different aspects of media. If you make it entertaining and compelling, people are going to be more likely to complete the activity and then also to participate in your next one. So that’s on you to figure that out. Who’s your target audience, how do you really reach them? But when it comes to helping salespeople understand good data in the CRM, or maybe just sales enablement in general, this comes down to helping people understand what it is like to operate a business. Because a lot of the times, sales reps, in particular, are very focused on the thing that they need to do, which is to close new deals or up-sell, cross-sell existing customers. So they’re really focused on this one aspect of their little business but they might not be, if they haven’t held operational roles or cross-functional roles in the past, they may not be as savvy when it comes to understanding how important one thing is for one department that is going to relate to all the other aspects of how a business is operated. Now the cool thing about sales ops, which is the department within my organization that sales enablement falls under is it’s this cross-section of sales, finance, legal, product marketing and then, of course, I’m part of that subset of sales enablement and competitive intelligence. So, we see on a day to day basis how important it is for information to flow from one department to the next, but a sales rep might not necessarily have that visibility. Being able to show them how one thing that they’re doing is going to impact the downstream processes, and it’s not just about impacting downstream processes, it’s about impacting the people that they work with. Helping other peoples’ jobs be easier or be more streamlined if they’re putting in the appropriate information instead of having people always follow up. So, if you show people the big picture, I think that they are more likely to act in the way that you want them to act, which is all about transparency within an organization and that comes down to communication. And really sales enablement is all about a communications role. Figuring out what motivates your individual, building training programs that fit their learning style and are compelling, and then giving them visibility into the broader organization I think is really going to help somebody do the things that they need to do within the CRM, or if it’s just processes that they need to follow that might be outside of a system. SS: Excellent. I want to touch on two things that you said. I want to talk a little bit about learning style because I feel like you sound well versed in this and I want to understand kind of your thinking around how do sales enablement professionals come into an organization and really get to know their sales reps’ learning styles and then deliver against those? JB: You know, learning styles can be hard to figure out and it’s never just one thing. We always have a blend. I will use a personal story. After college, I got into snowboarding instruction, I was in the snow sports industry, the snow sports education industry, for about ten years. We have a strong emphasis on understanding your students’ learning styles and then teaching to them. A very specific example of that is what we call EDPF, so this is “explain, demonstrate, practice, and feedback”. So, you explain something to somebody, and the people that are a little bit more on the auditory learning style are going to be able to pick that up. Then when you demonstrate something to somebody, the visual learners are going to be able to pick that up. And then when you allow them to practice it, the kinesthetic learners are going to be able to use that. Now, they all need feedback, and that feedback should also be delivered in that learning style. You’re not just giving somebody one type of information depending on the learning style that you think they might have; you’re understanding that we are all a blend of different learning styles and depending on the content that we’re receiving, one presentation might be more appropriate than another. For example, we’ve all experienced workshops where you’re hands-on, whiteboarding in front of your peer group and you walk away and you feel like you’ve learned a lot. And then there are other times when it’s more appropriate to actually just sit down and listen to a subject matter expert sort of preach to you for a little bit so you can soak in that information. Once you identify the fact that you have to tailor your teaching style to the learning styles of people and you have to mix those up, then you can start getting creative with your training programs. For example, our new hire training is a mix of classroom style where we have subject matter experts coming in, we have quiet time for workbooks when an individual is allowed to sort of take a break from the group and just focus on themselves and their own thoughts for a little bit. Then we have group whiteboarding exercises where they’re up, they’re moving, their blood is pumping, they’re talking, they’re using their bodies on the whiteboard, so you’re really trying to hit all the different learning styles for all those different individuals. And then as you are working with the group and you start talking to the individuals and seeing how they present information and the type of questions that they ask, then you are able to start picking those things up. And it’s not super hard to do. It just takes a little bit of practice and definitely paying attention, and every student’s going to be different and every teacher is going to be different as well. SS: Thanks for listening. For more insights, tips and expertise from sales enablement leaders, visit salesenablement.pro. If there is something you would like to share or a topic you want to know more about, let us know. We would love to hear from you.

In a world not-so-long-ago, CISO’s fought for people to understand what they did and why it mattered. Fast forward to today, and the modern CISO faces a dizzying variety of challenges everywhere from the boardroom to explain 3rd party risk management to product design sessions where they might be debating anything from data anonymization to SOC2 compliance. Our guest in this episode, Justin Dolly, stands apart as a no-nonsense CISO who has covered a truly broad spectrum of problems such as negotiating consumer privacy trade-offs for fitness wearables while at Jawbone or diving headlong into the ransomware problem at MalwareBytes. During this episode, Justin weighs in on the future of identity, the death of passwords and whether moving to a ZeroTrust model is more aspirational than practical. This episode has something for everyone with the notable exception of people who love VPNs. Justin’s fiercely pragmatic approach and gift for storytelling make this one of our favorite episodes so far.

Building successful products, the most important startup question, and updates from McAfee, Slack, ThreatStack, JASK, and more startup security news! Full Show Notes: https://wiki.securityweekly.com/SSWEpisode56 Visit http://securityweekly.com/category/ssw for all the latest episodes!

Building successful products, the most important startup question, and updates from McAfee, Slack, ThreatStack, JASK, and more startup security news! Full Show Notes: https://wiki.securityweekly.com/SSWEpisode56 Visit http://securityweekly.com/category/ssw for all the latest episodes!

Learn More About These Middle Market Business Leaders Tom Stewart CFO, SecureAuth Which industry is currently having the greatest impact on the evolution of the finance function? Join us when CFO Tom Stewart of SecureAuth adds his voice to the innovative clan of “Subscription Economy CFOs” who are determined to recast the mission of the finance function for generations to come. Bob Hammer, CEO Commvault Bob Hammer springboarded Commvault into the middle market by creating products to address data management challenges that would reside years into the future. However, even he was caught off guard by the speed with which Cloud computing solutions gained acceptance with Commvault’s customers. The digital blind spot would trigger a major restructuring for the data management firm. Join us as Bob recalls the decision-making that put Commvault back on an impressive growth trajectory.  Anil Chakravarthy, CEO, Informatica For most high-tech firms, migration to a cloud computing business model is no longer a question of if, but when. For Informatica, this migration was put into high gear last year when the provider of data management solutions was taken private as part of a deal north of $5 billion. Join us as Informatica CEO Anil Chakravarthy exposes the firm’s transformational path and the structural milestones designed to open a new chapter of growth. Kathy Crusco, CFO, Epicor When Activant and Epicor were acquired by Apax Partners and later merged into a new $800 million software company Kathy Crusco was named CFO of the newly merged firm that retained the name Epicor.  Join us when Kathy reveals her CFO mindset and revisits the appointment that brought opportunities as well as challenges to a seasoned finance leader.

SecureAuth aims to protect mobile users, Gurucul receives an award, Palo Alto Networks automates cloud security deployment on AWS, the cybersecurity skills shortage (and what you can do about it), and the industry’s first multi-account, single sign-on solution for AWS access management. Learn more in this week’s Enterprise News! Full Show Notes: http://wiki.securityweekly.com/wiki/index.php/ES_Episode24 Take the Security Weekly Survey: www.securityweekly.com/survey Visit http://securityweekly.com/esw for all the latest episodes!

SecureAuth aims to protect mobile users, Gurucul receives an award, Palo Alto Networks automates cloud security deployment on AWS, the cybersecurity skills shortage (and what you can do about it), and the industry’s first multi-account, single sign-on solution for AWS access management. Learn more in this week’s Enterprise News! Full Show Notes: http://wiki.securityweekly.com/wiki/index.php/ES_Episode24 Take the Security Weekly Survey: www.securityweekly.com/survey Visit http://securityweekly.com/esw for all the latest episodes!

SecureAuth aims to protect mobile users, Palo Alto Networks automates cloud security deployment on AWS, the cybersecurity skills shortage (and what you can do about it), and more. Our topic for this week is defending against attackers and pen testers. Stay tuned!

SecureAuth aims to protect mobile users, Palo Alto Networks automates cloud security deployment on AWS, the cybersecurity skills shortage (and what you can do about it), and more. Our topic for this week is defending against attackers and pen testers. Stay tuned!

 Tom Stewart, CFO, SecureAuth