Podcasts about sourcefire

What's up everyone, today we have the pleasure of sitting down with Moni Oloyede, Founder at MO Martech. Summary: Your buyers can't remember why they bought from you, our brains physically can't store that information correctly. But we've built elaborate attribution systems pretending otherwise. Moni helps us understand why we need to stop crediting random touchpoints and start measuring how effectively each content piece performs its specific job in moving people through your funnel. We also cover why not all marketing activities need to drive revenue, why you shouldn't ditch ideas just because you can't track them and why GTM engineering is just job title inflation. About MoniMoni started her career at Sourcefire, a cybersecurity company where she dabbled in everything from Eloqua, Salesforce and AdwordsShe shifted to the agency world and joined a revenue marketing agency and later a growth consultancyShe went back in house in cybersecurity where she would spend the better part of 5 years becoming a Director of Marketing InfrastructureToday Moni (moo-nee) is the founder of MO Martech where she teaches and runs workshops to help business that struggle with marketingMost Tech Stacks Are Stitched With Duct TapeBorn in the prehistoric age of marketing automation, Moni witnessed marketing technology evolve from early concept to tablestakes. Her first employer, a cybersecurity company, maintained such intimate ties with Eloqua that they earned a literal place in the vendor's office. "I cut my teeth in the early days of lead scoring and nurturing, like all those concepts were new," she recalls. While most marketers today inherit established systems, Moni helped build the prototype.Those early days bristled with raw technological potential. Her CMO burst back from a conference, wide-eyed about "this new thing called the Cloud." Marketing teams fumbled through uncharted territory, concocting solutions with no rulebook. Moni found herself repeatedly cast as the test subject for nascent concepts:* Early lead scoring algorithms that barely understood buyer intent* Rudimentary nurture campaigns that seem prehistoric by today's standards* Primitive ABM approaches before the category even existed* First-generation dynamic content that barely qualified as "dynamic"Her technical immersion might have continued indefinitely, but a pattern emerged across agencies and client engagements. The technology consistently underdelivered on its promise. "We seem to get to a point and then we can't ever get to the promise," she explains. The gap between vendor slideware and actual results remained stubbornly unbridgeable regardless of budget size, team composition, or technical architecture.This revelation propelled Moni toward the marketing roots beneath the technology. She uncovered the industry's dirty little secret: nobody has their marketing technology working smoothly. Not even close.> "Everybody always thinks that other people's tech stacks are perfect. You attend webinars and listen to podcasts and think, 'oh my gosh, that brand has it all figured out. Why don't I have it figured out?'"Pull back the curtain on these supposedly perfect marketing technology implementations and you'll discover chaos. That Fortune 500 company presenting their "integrated customer journey orchestration"? They can't even track basic lead conversion properly. That unicorn startup showcasing their "AI-powered personalization engine"? Most of their segments contain default content. The larger the company, the more chaotic the implementation. "The bigger the company, the more mess it is," Moni confirms. "It's more duct tape and glue and just hobbled together things."Marketing technology works as an amplifier, not a miracle cure. "Technology is not automagical," Moni states bluntly. "It can only do so much, and if the marketing's bad, the technology is not going to fix that." Her journey from tech specialist to marketing strategist stems directly from this understanding: fix the foundation first.Key takeaway: Stop comparing your messy marketing stack to the sanitized versions presented at conferences. Even the most sophisticated enterprises run on cobbled-together systems and manual workarounds. Focus first on creating marketing that resonates with real humans, then apply technology selectively to amplify what already works. You'll save yourself the frustration of trying to automate broken processes while building something sustainable that actually delivers results.The Marketing Ops Identity ParadoxMarketing operations professionals inhabit a peculiar career limbo. You build the systems that power modern marketing, yet find yourself trapped by your own expertise. Moni, a 16-year marketing veteran, captures this frustration perfectly: "For at least 10 years I've been doing my damnedest to try to run away from marketing ops, and it won't let me go."> "No matter what I do, I can't get away from it even though I've tried forever."This career quicksand pulls you back each time you attempt to climb out. Your specialized knowledge becomes both your superpower and your career ceiling. While executives strategize future campaigns in boardrooms, you transform their whiteboard sketches into measurable reality. The truth? Marketing strategy without operational execution amounts to wishful thinking on a slide deck.The operational brain works differently. You see systems where others see individual campaigns. You spot integration failures where others blame the platform. Your value comes from this unique perspective—connecting dots across the marketing ecosystem that others don't even know exist. Moni describes this experience viscerally: "There's so much nuance into making it work that they don't get or understand unless you're in it or have that historical knowledge."Marketing ops professionals often bear the weight of accountability without corresponding authority. When campaigns fail, executives look to you for answers. As Moni explains, "Since you're responsible for the results and the analytics, you feel like it's on you. When it doesn't happen, they come to you." This creates immense pressure: "You feel that pressure and it's like, 'but you gave me a crappy campaign that doesn't have good messaging and doesn't make sense to anybody. I'm not a magician.'"Rather than fighting this identity, Moni transformed it into something bigger. She embraced her role as a "marketing educator" focused on teaching fundamentals to a generation that reduces marketing to:* Getting attention* Creating content * Generating leads"That's the result," she argues. "That's not what marketing is." This educational perspective allows her to leverage her operational expertise while addressing systemic issues in marketing practice.Key takeaway: Your marketing operations expertise gives you unique system-level insights nobody else possesses. Stop trying to escape this identity. Instead, use your operational knowledge to command respect by translating technical realities into business language executives understand. Create clear boundaries around what technology can and cannot solve. When handed unrealistic expectations, respond with specific prerequisites for success. Your value comes from connecting strategy with execution; making you the bridge that transforms marketing from theory into measurable results.Stop Crediting Random Marketing Assets For ConversionsThat gnawing feeling you get when reviewing complex attribution reports should be trusted.. Your instincts know something your dashboards don't. Moni cuts through years of marketing dogma with a refreshingly brutal assessment: "I thi...

In this episode, we sit down with Marty Roesch, founder of Sourcefire. Sourcefire led the intrusion detection and protection (IDS/IPS) wave, raised four rounds of financing from leading VCs like NEA, Sierra Ventures, and Sequoia, and went public, later to be acquired by Cisco for $2.7 billion.Founders often believe that their first few customers cannot be large enterprises. Marty took the contrarian path. Sourcefire's first few customers were all six-figure deals - PWC, Intel, SAIC, and International Paper. In addition to that, Sourcefire was incredibly successful in working with industry research firms like Gartner and organizations like SANS in developing a new category. In this podcast, Marty shares what happened behind the scenes and provides founders with advice on how to work with enterprises and gain the interest of industry analysts.Almost two decades after starting Sourcefire, Marty has gone back full circle to being the CEO of Netography, a network security startup. Marty shares stories from both his Sourcefire and Netography journeys, discusses how he navigated the M&A landscape and explains where we should be excited about AI in security, and where it's wise to be cautious.

Tim Guleri has had a remarkable run at Sierra Ventures since 2001. He has invested in transcendent companies including Sourcefire and MakeMyTrip which both went public. Before that, Tim had a successful career as an entrepreneur and exec at companies like Scopus and Octane which was acquired by Epiphany in 2000.Sierra has one of the strongest future of work and AI portfolios that includes companies like Paro, Krisp, and SupportLogic which acquired Emtropy Labs which was founded by great former guest Harish Batlapenamurthy. In full disclosure, Sierra and I are both investors in ArmorCode.Listen and learn...Why the most successful venture investors were previously entrepreneursTim's thesis for investing in gen AI customer journey company SimulateHow Tim identifies "gen AI whitewashing" when hearing pitchesWhy gen AI is more than just another platform shiftHow gen AI startups can beat Big Tech incumbentsWhy all companies are ultimately "financial products"Sierra's primary data from CIOs: "...they're spending money on use cases that unlock employee productivity"What Tim means by "build horizontally but execute vertically"Which jobs AI will eliminate vs. augmentTim's "one that got away" pitch from his early days at SierraReferences in this episode...According to CNBC, 69% of U.S. adults are uncomfortable with AI that can mimic human thinkingAshu Garg from Foundation Capital on AI and the Future of WorkRory O'Driscoll from Scale Venture Partners on AI and the Future of WorkSierra Ventures

It's another holiday week, so enjoy this episode from the ESW archives!   The cloud and SaaS were supposed to make things easier, simpler, more scalable. Arguably, they _have_ done all those things, but traditional, legacy networks linger. Migrations are messy and take time. Nearly everything is encrypted in transit by default. Today, we interview Marty Roesch, the creator of Snort and founder of SourceFire, to discuss how things have changed and what defenders can do to catch up and restore some order to the madness. We'll step through some history along the way - listeners might be surprised at how much our current situation mirrors the reasons behind why Marty created Snort in the first place.

It's another holiday week, so enjoy this episode from the ESW archives!   The cloud and SaaS were supposed to make things easier, simpler, more scalable. Arguably, they _have_ done all those things, but traditional, legacy networks linger. Migrations are messy and take time. Nearly everything is encrypted in transit by default. Today, we interview Marty Roesch, the creator of Snort and founder of SourceFire, to discuss how things have changed and what defenders can do to catch up and restore some order to the madness. We'll step through some history along the way - listeners might be surprised at how much our current situation mirrors the reasons behind why Marty created Snort in the first place.

Marty Roesch is the CEO at Netography. Before Netography, he founded Sourcefire which sold to Cisco for $2.7b in 2013.

Cloud computing's velocity and dynamism make it hard for security teams to monitor and protect workloads in the cloud without impeding the agility of dev teams. ExtraHop Senior Principal Data Scientist Edward Wu joins ESW to discuss practical deployment approaches and scenarios to facilitate gathering and utilizing network data in cloud environments for improved visibility, detection, and response capabilities. This segment is sponsored by ExtraHop Networks. Visit https://securityweekly.com/extrahop to learn more about them!   The cloud and SaaS were supposed to make things easier, simpler, more scalable. Arguably, they _have_ done all those things, but traditional, legacy networks linger. Migrations are messy and take time. Nearly everything is encrypted in transit by default. Today, we interview Marty Roesch, the creator of Snort and founder of SourceFire, to discuss how things have changed and what defenders can do to catch up and restore some order to the madness. We'll step through some history along the way - listeners might be surprised at how much our current situation mirrors the reasons behind why Marty created Snort in the first place.   This week in the Enterprise News Adrian & the gang discuss: With Technology, there's no such thing as “Magic”', Cyber M&A Expected to Remain Robust Into 2023, Former NSO CEO and ex-Austrian Chancellor found startup, Field Effect raises USD $30M in Series A funding  led by Edison Partners, & France-based TEHTRIS raises €44M to help companies fight cyber threats in real-time!   Visit https://www.securityweekly.com/esw for all the latest episodes! Follow us on Twitter: https://www.twitter.com/securityweekly Like us on Facebook: https://www.facebook.com/secweekly   Show Notes: https://securityweekly.com/esw293

Cloud computing's velocity and dynamism make it hard for security teams to monitor and protect workloads in the cloud without impeding the agility of dev teams. ExtraHop Senior Principal Data Scientist Edward Wu joins ESW to discuss practical deployment approaches and scenarios to facilitate gathering and utilizing network data in cloud environments for improved visibility, detection, and response capabilities. This segment is sponsored by ExtraHop Networks. Visit https://securityweekly.com/extrahop to learn more about them!   The cloud and SaaS were supposed to make things easier, simpler, more scalable. Arguably, they _have_ done all those things, but traditional, legacy networks linger. Migrations are messy and take time. Nearly everything is encrypted in transit by default. Today, we interview Marty Roesch, the creator of Snort and founder of SourceFire, to discuss how things have changed and what defenders can do to catch up and restore some order to the madness. We'll step through some history along the way - listeners might be surprised at how much our current situation mirrors the reasons behind why Marty created Snort in the first place.   This week in the Enterprise News Adrian & the gang discuss: With Technology, there's no such thing as “Magic”', Cyber M&A Expected to Remain Robust Into 2023, Former NSO CEO and ex-Austrian Chancellor found startup, Field Effect raises USD $30M in Series A funding  led by Edison Partners, & France-based TEHTRIS raises €44M to help companies fight cyber threats in real-time!   Visit https://www.securityweekly.com/esw for all the latest episodes! Follow us on Twitter: https://www.twitter.com/securityweekly Like us on Facebook: https://www.facebook.com/secweekly   Show Notes: https://securityweekly.com/esw293

The cloud and SaaS were supposed to make things easier, simpler, more scalable. Arguably, they _have_ done all those things, but traditional, legacy networks linger. Migrations are messy and take time. Nearly everything is encrypted in transit by default. Today, we interview Marty Roesch, the creator of Snort and founder of SourceFire, to discuss how things have changed and what defenders can do to catch up and restore some order to the madness. We'll step through some history along the way - listeners might be surprised at how much our current situation mirrors the reasons behind why Marty created Snort in the first place.   Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw293

The cloud and SaaS were supposed to make things easier, simpler, more scalable. Arguably, they _have_ done all those things, but traditional, legacy networks linger. Migrations are messy and take time. Nearly everything is encrypted in transit by default. Today, we interview Marty Roesch, the creator of Snort and founder of SourceFire, to discuss how things have changed and what defenders can do to catch up and restore some order to the madness. We'll step through some history along the way - listeners might be surprised at how much our current situation mirrors the reasons behind why Marty created Snort in the first place.   Visit https://www.securityweekly.com/esw for all the latest episodes! Show Notes: https://securityweekly.com/esw293

Network security pioneer Marty Roesch takes listeners on a trip down memory lane, sharing stories from the creation of Snort back in the 1990s, the startup journey of building Sourcefire into an IDS/IPS powerhouse and selling the company for $2 billion, the U.S. government killing a Check Point acquisition, and his newest adventure as chief executive at Netography.

Oliver Friedrichs is the Founder and CEO of Phantom Cyber, a four-time successful entrepreneur who has exited companies to McAfee, Symantec, Sourcefire, and Splunk. On today's episode, Jon Sakoda speaks with Oliver about the lessons he has learned along the way, including how to cultivate partnerships that lead to successful exits and avoiding valuation traps as a first-time founder.  Your Advantage Is Your Speed [17:47 - 18:39] - Many startups think they are smarter than big companies. Oftentimes their greatest advantage is their ability to execute and focus when a large company might be distracted by other priorities. Listen to hear why startups should not act like they are smarter than everyone else, but should act with speed and certainty when building their product. Don't Overshoot Your Valuation [22:41 - 24:24] - If you have a high valuation, it may take years for your company to grow before your investors believe they can exit a company. Having the flexibility to exit is important and a high valuation can limit and restrict the M&A possibilities for your company. Listen to hear why Oliver believes optionality to exit at the right inflection point is a founder's best friend.  Build The Right Partnerships For A Successful Exit [24:47 - 26:19] - Oliver subscribes to the idea that companies are bought not sold, and has cultivated valuable relationships throughout all of his startup journeys. To create an exit strategy that makes sense, work with companies to integrate your products and increase customer engagement. Listen to learn how to leverage your existing partnerships into successful exits. 

  “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.”  —Steve Jobs   “I skate to where the puck is going to be, not where it has been.”    —Wayne Gretzy   “If everything seems under control, you're not going fast enough.”  —Mario Andretti   Sometimes our show has very eloquently prepared blogs that would bring a tear to Shakespeare's eye… sometimes we offer Shonda Rhimes level quippy thoughts that should get us a spot writing for Inventing Anna   How bout for today we go with straight up statistics • The Small Business Administration (SBA) defines a "small" business as one with 500 employees or less. • In 2019, the failure rate of startups was around 90%. Research concludes 21.5% of startups fail in the first year, 30% in the second year, 50% in the fifth year, and 70% in their 10th year.   Courtesy of Investopedia   Who the hell would even want to do this?   Who the hell would leave a comfortable position in the corporate world complete with benefits, an expense account and really REALLY good coffee in the breakroom? Beyond that… what kind of lunatic keeps doing it over and over again? Well friends… I your lunatic right here…Today Matt Stephenson welcomes Greg Fitzgerald, co-founder of Sevco Security and sereal startup CMO. Our man isn't that interested if a company has over tons employees. He's here to build, not maintain…Dig it.   About Greg Fitzgerald     Greg Fitzgerald is the Chief Experience Officer and co-founder of Sevco Security. He is a veteran IT and Security executive with successful tours at TippingPoint, BMC Software, Fortinet and Sourcefire. Fitz was the founding CMO at Cylance and JASK.    About Matt Stephenson     My name is Matt Stephenson (@packmatt73) and I have hosted podcasts, videos and live events all over the world which put me with experts on every corner of the cybersecurity landscape. pm73media is my first solo endeavor. On this platform and others to come, I will continue to expand upon the tradition we started with the Insecurity podcast as I seek out the leading minds in the tech industry and beyond. I am always looking for fun people who may break things every now and again.    In 20 years in the ecosystem of Data Protection and Cybersecurity I have toured the world extolling the virtues of Artificial Intelligence and Machine Learning and how, when applied to information security, these technologies can wrong-foot the bad guys.    Whether in person, live virtual events or podcasting, I get to interview interesting people doing interesting things all over the world of technology and the extended world of hacking. Sometimes, that means hacking elections or the coffee supply chain... other times that means social manipulation or the sovereign wealth fund of a national economy.    Wherever I go, my job is all about talking with the people who build, manage or wreck the systems that we have put in place to make the world go round...   If you tuned in to any of my previous podcasts, there's great news…! pm73media is here! I will be bringing the same kind of energy and array of guests you know and love. Best part? We're still at the same spot. You can find it at Spotify, Apple, Amazon Music & Audible as well as Google, Gaana, Himalaya, I Heart Radio and wherever you get your podcasts!   Make sure you Subscribe, Rate and Review!

Martin Roesch, CEO of Netography and creator of Snort and former CEO of Sourcefire, joins Dennis Fisher to talk about why he decided to come out of retirement and what the big challenges are for security right now.

2+ years to interview Alfred Huger wasn't too long to wait. After spending 8 years at Cisco following the acquisition of SourceFire, Al recently departed the networking giant to do his 4th startup in as many decades. Unbound from the usual PR police, Al candidly speaks on a wide range of topics from why he has stayed at companies long past acquisition and how to distinguish between a miserable and a winning acquirer. Having raised venture capital funding in the 90s until now, Al's experience charts a timeline of what's happened to cybersecurity funding over the last 4 decades. From hardscrabble early days to today's megarounds and eyepopping valuations, Alfred explains how he's raising funding for his new company and why even a successful entrepreneur is not likely to bootstrap their business on their own funds alone.Al shares his playbook for spotting the right product ideas along with some blunt words of caution for those excited about the latest industry analyst report. While cybersecurity veterans critiquing reviews and analysts is by no means novel, we go beyond an explanation of the negative implications to a new development from an unexpected place that is improving transparency and the industry in general. And that marketing plan? Al explains how it starts with your product and not your website.If you've ever thought about starting a cybersecurity company and wanted to sit down with a “been there done that” serial entrepreneur for a clear-headed, no nonsense dialogue, this episode is for you.

Some of what Dina talks about: Finding a way to connect with your team in a way you haven't before Building safe spaces to allow people to be heard All slack channels are public Create a culture committee to have employees be a part of the solution Break down assumptions that have been made Time and space introduce attribution error Meet: Dina Bruzek has over 31 years of experience in technology with more than 23 years of experience leading teams in the development of market-leading cybersecurity products. At Huntress Labs, Dina is Senior Vice President of Product and Engineering and is responsible for guiding the execution of the company's product strategy across the engineering and product management groups to bring enterprise-grade solutions to Mid-Market and SMB partners. Prior to joining Huntress Labs, Dina was also the SVP of Product and Engineering at NSS Labs and The Media Trust. Prior to that, Dina led Cisco's Network Threat Defense (NTD) group, where she was responsible for a $1.5 billion product portfolio. Dina joined Cisco through the 2013 acquisition of Sourcefire for $2.7 billion. At Cisco, she led the company's strategy to deliver the first threat-focused next-generation firewall. In addition, she led the integration of the Sourcefire and Cisco development teams and the agile transformation of the development and test organizations to form the NTD group, which consisted of more than 800 engineers. Before joining Cisco, Dina was the Vice President of Product Development at Sourcefire, where she was responsible for software and hardware development for Sourcefire network security products. She has also held various technical, strategic, and management roles in Internet security at Secure Computing Corporation and Network Associates. She started her career as a communications systems engineer at the Johns Hopkins University Applied Physics Laboratory. Dina holds a BS in Electrical Engineering from Purdue University and an MS in Engineering from Johns Hopkins University. If you have any questions for Dina, please feel free to reach out via: https://www.linkedin.com/in/dina-bruzek-997941/ https://twitter.com/dbruzek I hope you enjoyed the episode, the best place to connect with me is on Linkedin - https://www.linkedin.com/in/amirbormand (Amir Bormand). Please send me a message if you would like me to cover certain topics with future guests.

We speak with Adam Denyer-Hampton, International Lead for the Pre-Sales Engineering team at SecurityScorecard. We discuss the key security metrics and the basis for developing a Security Strategy for the Board to Monitor. We also discuss what to measure or what can be measured, as well as real-time versus intermittent monitoring. Adam has 15 years of experience in successfully delivering large and complex IT security solutions for major global companies, across Europe and APAC, including the defence and government agencies. Prior to joining SecurityScorecard, Adam held key technical roles at companies such as SafeNet, SourceFire (part of Cisco Systems) and IT Security Experts, where he managed solution deployments and technical consultations/trainings to meet customer requirements and successfully onboard them to new solutions. For further information and insights, attend a special virtual event with MySecurity Media & SecurityScorecard on Thursday 10 February, 1:30pm SGT - Presenting the Cyber Security Strategy to the Board of Directors - Key Metrics | Third Party Risk | Cyber Insurance - REGISTER HERE https://www.eventbrite.com/e/presenting-the-cyber-security-strategy-to-the-board-of-directors-tickets-251046265137MySec.TV version visit https://mysecuritymarketplace.com/av-media/key-security-metrics-measuring-monitoring-the-cybersecurity-strategy/ #cybersecurity #securityscorecard #securitymetrics #cyberinsurance

Marty Roesch is the founder and CEO of Sourcefire, one of the very first commercial open source companies, that was acquired by Cisco in 2013 for $2.7 billion. On today's episode, Jon Sakoda speaks with Marty Roesch on his journey to CEO, including how laser tag became his foray into cybersecurity and why he considers himself a “particularly good benevolent dictator”. Have Empathy For Your Users [14:19-15:19] - Marty got the motivation to continue developing Sourcefire alongside his 9-5 from the direct interactions he had with its users. Later on, his business model relied on the understanding he had of the actual problems users deploying Sourcefire had and creating solutions that go above and beyond. Sometimes You Have To Call BS On Yourself [15:39-16:39] - When you become encumbered by success, it's easy to lose sight of yourself. As Marty scaled Sourcefire, he had to re-examine his beliefs and have moments of introspection. If you're a founder experiencing rapid growth, remember to tether yourself to your fundamental values. Ask For Help When You Need It [25:59-26:55] - Marty created the success that is Sourcefire with a bachelor's degree in computer engineering. When he decided to branch out on his own and build a company, he had to be honest with himself and the people around him. Listen to learn how asking the simple questions got him to where he is today. Don't Try To Be The Smartest Guy In The Room [26:45-27:15] - When Marty was starting to understand how to turn his idea into a business, someone told him that the sole key to running a successful business is hiring good people. Listen to hear why he believes the strength of your organization is the strength of your people.

Mark Fernandes is Managing Partner at Sierra Ventures, an early-stage VC firm that specializes in Enterprise & Emerging Tech Companies. Mark hit a homer in his first at-bat when his first-ever investment in Sourcefire paid off big time when it was acquired by Cisco for $2.7B in 2013. If you want to understand what separates a good entrepreneur from a great one and how the high stakes venture business works, you don't want to miss this episode.

In this episode we cover:Finding early-stage companies across the country and being the bridge to Silicon Valley  Having a great idea is different than building a successful companyThree things necessary to build a great company: the capital, the people, and the playbookResources & People MentionedScopus Technologies, went public in 1995Octane Software, aquired by E.piphanyTwo Sierra portfolio companies that went public under Tim, Sourcefire and MakeMyTripCintrifuse in Cincinnati, OHRenaissance Venture Capital in Ann Arbor, MichiganShared portfolio company of Sierra and Refinery, Astronomer in Cincinnati, OHTreasure Data in Tokyo, Founded by Kaz, sold to SoftBank’s ARM groupVC research databases: Pitchbook, CrunchbaseMichael Driscoll, CEO - known by Tim and Scott Yara from GreenplumSierra’s CXO Advisory BoardTim’s motoring adventure in Endurance Rally, 2019 - Peking to ParisConnect with Tim GuleriFollow Tim Guleri on Twitter: @timguleriConnect with Tim Gueleri on LinkedInSierra Ventures WebsiteConnect with Tim SchigelFollow Refinery Ventures on Twitter: @RefineryVCConnect with Tim on LinkedInFollow Refinery Ventures on LinkedInSubscribe to Fast Frontiers

What is up? Thank you for hanging out with us. Once again. It’s money night. It is time for the it in the D show. This is episode three 58 broadcasting live from our quarantine homes. This is Bob, the sales guy that is Dave. The geek Randy. I do the Twitters is doing the Twitter, his finest online it in the D dot comma. Do us a favor. Give us a like on the socials and subscribe to us everywhere. Fine. Podcasts are sold. Yeah. So, Hey everybody, I’m again, this is usually where we talk about our events and we’re still not having any, so moving right along Chicka boom, Chicka, boom. He’s a looking, I do not anticipate in August of any, even if it is outdoors.     Yeah. It’s yeah. I mean, looking at everything going on. I mean, I’m keeping an honestly, I’m keeping a closer eye on what’s going on, what door what’s going to go on with schools right now, more than anything else. Um, but it’s uh, yeah, I I’m, let’s just say, yeah, it’s not looking good. No, but the show must go on. And now we are joining where luckily joined. We were, we had him scheduled out right. When the suitors were still open. We had to come. I think this was back in March or April. Oh, that’s right. Yeah. Yeah. And he’s shot me a note and said, Hey, I still want me on. I said, yeah, it’s not a bad time. So, uh, we’re joined by the, uh, the illustrious one. Mr. Pat Garrity. How you doing, sir? Great. Thanks for having me on the show today. Yeah. Thanks for joining us. Appreciate it now. Um, before we get into it, now, you’re the VP of engineering at blue Mira operations, operations. I oversee product marketing sales. Got it. I mean, do everything, whatever needs to get them Every, uh, every once in a while we run into, I run into someone at an event. They basically takes over my LinkedIn feed and I like to congratulate you on my LinkedIn feed. That’s great to hear. Hey, it’s not, you can attribute that. Not to me too, is a amazing, she does content marketing for, for a, I almost said duo, but blue Mira. Um, and, uh, yeah, it’s been amazing. The work that she does and also like our security team is creating a ton of the content as well, and trying to make useful stuff for people, uh, in the security industry. So, so you’re just putting it all out there, trying to look important and smart is what you’re saying. You’re not actually creating any of it. You’re just, Yeah, I can’t, you know, some bit idea wise, um, pointing people in the right direction, but yeah, the team, the team is truly the ones working on that and publishing some cool stuff and some free tools and whatnot. That’s awesome. So one of the reasons I was intrigued about having you on the show is a, that I think blue mirror is doing some very cool stuff. And B you kind of have a long history with, uh, you know, with duo, which is kind of a, one of the big, big wind stories. And, you know, and see, I want to talk about what everyone is. Is there a shift in security focus with, with everybody working from home now and, you know, you can kind of reassess your place in the world. So I guess let’s start there if your, your, your company X, and you’ve got half your company or all your company working from home, and you can kind of sit back and look at your, I guess, security strategy. Are you changing right now? Or are you simplifying, are you getting more complex? What what’s on everybody’s mind right now? Yes, sir. Certainly simplifying, um, is one of the big themes. I think everyone had these ideas of three to five year cloud migrations, um, moving from on premise to cloud. We see that everywhere. Uh, it’s essentially accelerated adoption of all of that. And the reality is, is, Oh man, we didn’t have security controls in place. And any on any of those things, we weren’t set up for remote work. And now all of a sudden our VPN, you know, has a thousand people on it concurrently smoke. Yeah. Yeah. So, so even, you know, I look at it, it’s like even a lot of people still don’t have two factor authentication deployed. I mean, as simple as that, uh, very effective control, right? So it’s accelerated a ton of the security market. That’s set up to address a lot of those needs. What’s the, uh, just real quick, like to IFA, whatever, if somebody wants to jump in and you know, what are you gonna look at? You’re gonna look at Microsoft. You don’t look at duo. What’s a, I mean, that’s kind of, what’s on my top of mind. What’s on yours. Yeah. So, so being former duo, um, I could say that, that I might be a little bit biased, but I can tell you, yeah, I can tell you as well, now that I left you, I’m using a lot of other products. Um, and what I can tell you is they work effective, but they’re not as reliable or user friendly. And so I, you know, there’s some products, I’m not gonna name names that like they’re inconsistent and popping your log in up. You get frustrated as a user. Um, and so I can, I can with confidence, say like duo by far has user experience down on the MFA side. The other thing I’d say from an access security side is they have some really strong controls around access control, as it relates to corporate owned devices and BYOB devices, where now they have an agent that can be installed to posture that device. That’s a really important thing to make sure things are up to date encrypted. And that there’s a screen lock, especially when we’re talking about someone using their home computer and making sure it’s not windows XP. Cause the reality is there’s still a lot of people running windows XP. Um, so yeah, those are the things I think of from an access security perspective. And then what’s interesting is I spent most of my time on the two FAA side and, and protection, right? Preventative security measures. The other side is, well, how do we detect someone at bypasses? Those which happens everywhere. Um, in, in, you know, the detection response market is one, if you look at SIM, for example, it’s complicated, it’s difficult to deploy. And to be honest, most organizations don’t have a good working detection response capability. So, uh, yeah, for me, I just saw the opportunity to actually extend some of the, you know, philosophy of what I learned and did at duo with Doug and Jonno and others and apply it to a different part of the market that really hasn’t solved. Um, what I consider to be democratizing security or bringing it to be accessible to organizations of any size. Right. Yeah. I was just gonna say, I mean, you know, and I know Bob touched on this a little bit, but I think that’s probably the biggest, I would think the biggest concern that people have right now, at least from a corporate security perspective is okay. We, we have completely stood everything on its ear and now you’ve got, you know, more and more of the workforce working at home. How, how do you, you know, make that shift? I mean, I know there are a lot of companies that, you know, we’re kind of banging their hands and chews on the table saying, you know, we’re, everybody’s coming back to the office and now they’re kind of leaning, you know, they’re kind of laxing off on that a little bit. Um, you know, you’re seeing, you know, the, just the ripple effect of, you know, Hey, the, the court, the, uh, excuse me, the, um, commercial real estate market is already starting to feel it a little bit as businesses are giving up their office space and looking to sell buildings cause they don’t want them or need them anymore. Uh, so I mean, what are, I guess, you know, what are the quick hits from a, from a corporate security standpoint, as you know, they get pushed into that scramble. Yeah. So first off, I would say from a shift in market perspective, one thing to consider is people’s preferences now that they’ve worked from home is to work from home. So work from home is not, is not going away. I’m not going into a office, whether there’s covert or not, I’ll tell you, you know, maybe I might consider every once every other week or a few times a week, but yeah, we proven that out. And another thing is, as people realize they’re more productive working from home and corporations realize that as well for good or bad. Right. Um, uh, and so yeah, there is the aspect of making sure that your people have enough time to take care of themselves. They get offline, all those sorts of things. Um, but yeah, really from a security perspective, it’s making sure that they have a secure connection in a secure device. Our number one, um, you know, so I, when I look at that, it’s, it’s, Hey, let’s make sure we have certificates in place. We have encryption in place from a connectivity perspective. Like you shouldn’t be already peeing into, uh, your company’s, um, windows servers directly, but you know, how many people, But a lot of people are. Yup. Yeah. If you have already, you know, windows already, peer SMB enable, then it’s accessible publicly. Like that’s a bad, no, no, that’s the number one way ransomware is deployed. Um, and so yeah, just getting the fundamentals of like making sure that you have secure access, whether it’s to a, uh, or whether it’s to a cloud application and then layering on number one, uh, user controls and then device controls to make sure you have that. So, uh, two factor authentication, absolutely key, no questions asked, um, pro preferably you use a hardened credentials. So something like YouTube, Fido, web authen push based authentication. Let me, let me take a step back just for, you know, cause we do, we do get our demographic. Isn’t always as techie as we think it is. Um, so, so for those of you who are watching, listening, whatever, and aren’t familiar with two factor authentication, so that’s, you know, it can be as simple as, Hey, I’m logging into my Facebook account and Facebook shoots me a text message that I then have to, you know, with a code that I then have to enter, you know, this is okay. Yeah. This is me. Um, there are other apps, you know, like the ones that duo hat or that a lot of other places have where, you know, you try to, you know, log into your Gmail account and an app pops up on your phone and says, Hey, is this you, you know, you’ve already verified that this device is yours. The phone that you’re on, you know, is this you attempting this login on this other device? Yes or no. And you can block it that way. So that’s that two factor authentic. That’s, that’s, what’s meant by two FAA or two factor authentication. Sorry. Yeah. Hey, thanks for telling me, you know, sometimes I overlook, uh, uh, you know, I’ve been in this industry a long time. Oh dude, we all, we, all, all of us turned into Charlie Brown’s teacher at one time. We were all want, want, want, want, want, want, we all do it. Yeah. And then when you have like engineering or product teams, right. That’s where I’d say Harding credential, which is still doing two factor, but using something like a physical hardware key that you take into your laptop, um, that, that, you know, really can’t get stolen. And isn’t fishable is, is a key thing. And those RSA keys, I miss those, those, Oh God, the rolling, the rolling six or what was it? An eight to eight or nine digit. Yeah. I, our RSA is why I went to duo. I had to deploy it for customers and it was so difficult. And when Doug, I met him at a meet up one day and he shows me this push based authentication, then I go home and I’m an account executive at that time. And I installed it on my windows, computer, and it’s done. And So Pat, Pat, let me ask you a question. This has been driving me nuts. Dave, you can attest to this for probably, probably as long as you’ve known me for as long as MFA has come out. Okay. This is gonna be the, uh, the, the debit card conversation. Yes. Hasn’t visa and MasterCard enabled MFA because how many purchases you make a day, maybe four or five. Right. And if I’m at the gas station, I’m buying $55. Why can’t I get a push note to my phone saying, is this you, or do you authorize this and say, yes. And then you just eliminated the entire credit card stealing industry overnight. Like why? Yeah. I, I assume there’s somebody smart in those companies that have, that are looking at this shit, but I can’t imagine why they’re not doing well. And like you said, we’ve about this on the show before, You know, what do you do if you’re in a place where, you know, you have no connectivity or, you know, the cell connection’s bad. And so you can’t get that pop up when you’re trying to make the purchase at the grocery store, by the hunting cabin up North that, you know, has one cell tower, every a hundred miles. You know what I mean? It’s there’s, there are practical that you bring cat. Oh, but they don’t want you to have cash anymore. Ooh. You see where I’m going with this? Okay. Yeah. And I have a lot of experience in the space, so I moved to Europe for a year. Right. And that’s what they do is chip and pin for everything. It’s more about government regulation than anything. Number one, the government mandates in Europe because they know that that eliminates fraud. Um, the, the tough thing in the U S right, is like, well, now I got to switch out all my point of sales systems. I gotta switch out credit card processing. So naturally the, you know, the, the companies push back on it. But I think what we saw with home Depot and their breach and target, that was really the start of the shift where it was like, Oh wow. This stuff just makes sense. Right. Like, And at least one of those, I think at least the target one didn’t they come through the point of sale system. Yeah. They ended up fault. It was default passwords. There was one of two default passwords. Yeah, yeah, Yeah. A combination of a POS. And then I think they originally got in through the OT system, like the HVAC system into the environment. Right. Which is so crazy. I mean, that’s stuff that nobody even thinks about. Like, Hey yeah, my nest cam is on my wireless network and it might be vulnerable who knew. Yep. And that was, you know, in 2012 I joined duo that was in 2013 and the CEO got fired. And literally if you go into target state and you buy a target and you get a target credit card chip and pin, every single one of them. Right. Like Interesting. Someone in Wyoming right now is looking, is watching you right now through your nest cam, just so you know. Uh, no, no, they’re not, well, actually they’re well through my Logitech cam. Yes. But not through my nest cam. Those are the studios, those almost always watching you and that well, and that’s, and that’s the funny thing, you know, and you know, I, I don’t, I don’t, I don’t want to get into a huge political thing about it, but like, everybody’s all, you know, conspiracy theory about, you know, there’s going to be a chip in the vaccine that comes out and all that stuff. And it’s, you know, dude, what, like, what do you think, what privacy do you think you still have as you’re posting your rage on your cell phone, that tracks you everywhere. You go to Facebook, which track not only tracks, but sells all the data they have about you everywhere you go. It really, what, what, what would that even matter? Like what I like the meme, it is, I hope the chip has a Doritos. Cause I like exactly. I’m pulling for Doritos. If everybody has to get a chip, I want it. And not even cool ranch. I want fiery nacho that’s that’s what I want. So I guess talk to me why the move to blue Mira, I guess duo obviously duo got bought by Cisco, Uh, to, to either fanfare or to booze. Um, you don’t have to say which side you were on. That’s I understand. Oh, no, I’ll talk about it openly. Um, no, I didn’t, you know, Cisco is a great company. Um, what I think is really cool is that acquisition at duo, um, was a great thing for, I’d say all of the employees, um, it opened up a ton of opportunity for everyone, uh, even myself. Right. Um, I got to go lead Cisco’s zero trust, got to go get a us landed, uh, top rate in the quadrant for that. Um, at Forrester, you know, they’re, they’re wave stuff Quick. Do you hear the, you hear that? That’s the phone ringing, that’s your Cisco rep calling? Cause it’s the end of July. I need their quarter last weekend. That’s why my buddy’s on vacation. All right. I was wondering maybe I, maybe I said that and no. Um, but yeah, they’re, they’re an incredible company, right? And you, you know, they typically grow by acquisition is the reality, right? Um, in duo was a great fit. They’ve made a ton of great acquisitions in the cloud space. Not only insecurity, but umbrella, you know, starting with Sourcefire then umbrella, uh, then duo those are going to be the bigger note, more notable ones, but they also acquired companies like Meraki a WebEx, um, like it or not. That’s always a joke. Um, uh, Yeah, it works. It’s a very usable tool is the reality. And it provides a service that, that, um, that people love. And so, you know, you look at Cisco and what they’ve done to transform from this like networking switch company. Right. Um, and I, and I went through CCNA Academy in high school. I sold Cisco when I was a sales rep back in the day, Hubs and routers and blinking lights, man. That’s that’s, that’s what they were the one thing that gets me about Cisco though, to this day, that route and switches 50% of their, their sales and an 80% margin. And they like don’t want to acknowledge it anymore. Cause they want to call themselves a software and a security company. It’s like, I can see you won’t, you know, I work for Cisco too. So it’s like, you know, that was half of our life was routing switch, but like no one wanted to call us around switch company by mine. Well, I think they’re, you know, they’re optimizing for future where that’s not the case. Right. Uh, and it’s still gonna make up a large portion of their revenue is the reality. But the other, yeah, the other side, I would say with Cisco is genuinely there’s, there’s a lot of great people, a great leadership. You’ve seen a leadership turnover and it’s a completely new leadership team. That’s from SAS companies. And I see that with my friends at duo, they’ve all kind of moved in and slotted into other positions and helping Cisco transform. And so you look at people like Pete Baker, head of creative at duo now taking on brand for Cisco security and simplifying it down so people can understand, uh, and buy and consume more easily and effectively. And that, you know, when, when you look at Cisco and see them number of line, they have, it’s really hard to navigate. That’s why you need a full time se that just builds bonds, bills of materials, right. Duo praying that Cisco treats them like Dell treated VMware kind of like let them do their thing. Yeah. They, they they’ve let both led duo do their thing as well as has embraced. Like you guys have a great culture, let’s insert you in even at a much higher level. Um, and so yeah, that’s, you know, really, really exciting to see. And everyone I know there, you know, everyone that I know there is really happy with the opportunities that they’ve been able to get from that acquisition. So it’s good. So Talk to me about blue marrow, where did, uh, where did you guys all come from? Yeah, so, um, the original founders, um, Matt and Steve, um, they spun out a networks group, a small, um, boutique security provider out of Ann Arbor and essentially like what they were, what they realized after doing red team testing and blue team and all this fun stuff, which I’m not, you know, that’s not my background, but red team is basically penetration testing. Trying to break in blue team is essentially trying to detect what’d I say, Oh, sorry. Oh man. Um, so much, so many jokes in security. Um, but yeah, the, the, you know, so they, they were like, well, every, every pen test is pretty much red in the major area was detection. People don’t have detection capabilities. So they started by creating, um, a platform to do effective detection of basic attacks. Right. And then started building on that. And what ended up happening is their focus was detection and response, but in reality, it ended up also being assumed. Um, and so it wasn’t, it wasn’t like let’s go build a SIM. It was, let’s go build effective detection response. That’s really easy and effective to use that scales. And then it also ended up collecting logs, uh, and, and, uh, being the centralization SIM function as well. And so by nature, the way that, that evolved ended up into this really easy to use and deploy product that did actually the function that it was supposed to do. And then as a result and ended up meeting this requirement of log aggregation and sin, um, in, in reporting and all that fun stuff that you get into when you get into compliance. And so, yeah, at first I was looking at, from an investment perspective, I’m like a managed service provider, reseller into building a SAS product is a really tough pivot. Most people don’t do that well or effectively. Uh, and so I spent time about a year with Steve and I’ve known Steve for 10 years just getting to know the company from an investment perspective, advising them for no cost, no investment. And that’s normally how my relationships developed with companies, uh, whether I’m investing or considering making, uh, making a move. Um, and yeah, I saw this opportunity where I was like, Oh, wow, well, your is you guys have a great engineering team and great product. And you have customers that love you, but nobody, absolutely nobody knows who you are. Uh, and so that’s, that’s kind of the function I came on and go to market is how do we tailor the product, the message, um, and the go to market. So people first off know who the company is and what they do. Um, and that that’s, you know, for me, it was an opportunity to go build again, which I love doing. Um, uh, that’s really where my passion is in there, that I saw that opportunity there and, uh, to kind of bring a lot of what I learned from duo. Um, and then I get emotional. Um, but then yeah, be able to, to make the impact and build this into something that essentially democratize a security and another area of the security in it space is, you know, is just where my passion is. So, uh, yeah, it’s, it’s been amazing and fun. I mean, COVID certainly throws a rent, you know, threw a wrench for a little while. Uh, I joined in January. And so when you build all your pipeline, for instance, in sales, higher education, or I’m sorry, healthcare higher education and, um, government in Michigan, like in Michigan, uh, that was, that was like the first to get hardest impact, right. Pivot. But that allowed us to spend the time. We literally just stopped focusing on sales at that point and just honed in on let’s get our marketing right. And our go to market. And that’s why you see us on your LinkedIn feed every, every two minutes, Two and a half minutes. Yeah. So the, I mean the SIM space is to say it’s convoluted. It’s kind of an understatement. You’ll have you have, you know, bear log vendors, like alien vault that get bought by 18 T you have the [inaudible] vendors that think that their shit don’t stink because they do machine learning. And then you have the Splunks that charge throw 14 kazillion dollars just for a POC. I mean, where, where did you guys see that you fit into this whole mess of a, of a vendor space? Well, yeah, first off I’m no different than when I went to duo. Everyone was like, why wouldn’t you go to a two factor authentication company and security, nobody cares about security. That’s this was 2012. Right. Uh, wow. That changed. Um, but two factor authentication. You had RSA Vasco, Jamal. I mean, I could name 50 vendors at the time. Why would you go into the payer space that saturated? Well, the reality is, is like, yeah, nobody uses it because it’s a barrier and it’s hard to use and it’s difficult. Yeah. Cause if nobody’s doing it right, why not try to make it right? Yeah. Yeah. And so, so what I saw with Doug was a minimum viable product with customers. Right. Uh, and, and I can’t attribute to what Doug and John own built, um, from a foundational perspective. Right. A big part in helping them scale. Uh, but, uh, yeah, it was a shift in market and everyone told me, don’t go to this company. You’re like, you’re, you’re stupid. I mean, CEOs, advisors, friends, I, I don’t know a single person that said do this. Um, I think, um, similarly with Lumira everyone’s like, why would you get in the SIM space? Like everyone hates him. There’s a hundred different vendors out there. Nobody does it really, that well, or effectively requires tons of tons of expertise and tons of it and the security resources to deploy it effectively. Yeah. And it’s expensive. And so, um, I’m not going to say that some of these products don’t work really well, but they only work really well. If you have the team resources and expertise to actually get them deployed. And in what I saw in blue mirror is, Oh, wow. An it guy that was here for a year, um, maybe has two to three years of experience just deployed in about four hours, uh, without any support or help, like that’s democratizing security. Oh. And we can deliver it at a cost point. That’s reasonable. I’m not going to say we’re cheaper necessarily. Most, some products, you know, it is commoditized. But so it was two factor when I joined duo. Um, and so that’s, that’s really the, the play here in joining blue Mira in our go to market. And what we’re doing is really helping organizations of any size. And typically our customers, you know, end up in the range of between 520 500 employees. We have some that are more than that. And we have some that are less than that, but yeah, to be able to, in a couple hours have full detection and response capabilities, um, without having to go to training or hire someone who has expertise, like that’s just not something in the market today. And I, you know, that kind of dovetails in with, you know, the, the conversation we were getting into a little bit where it’s good, that you don’t need to try to find somebody with a lot of skills and expertise available because well, there are none in the market right now. They’re, they’re all booked. Yes. And the other thing with that is the reality that yeah, most of the people in these roles now are coming in junior. They have some it skills and no security experience. And so even, even from a product perspective, we provide the detection alert, right. So, Hey, this is the problem. And then we provide a playbook on what to do. Here’s the PowerShell script to go run on this host, here’s the information you need to do. Here’s how to do the blockbuster automatically do it. So that’s the thing is actually servicing of what to do, helps those people actually learn a new skill as well. Uh, which is pretty unique if you think about it, cause you’re actually training your people through product, um, which is pretty, pretty impactful and useful to most organizations. Yeah. I mean, and you’ve seen, you’ve seen that model come up a lot lately where, you know, whether it’s, uh, you know, our buddies over at Detroit labs that couldn’t find app developers the way they wanted to. And so they started, you know, their apprentice program, uh, you know, to basically grow their own talent, uh, you know, CBI, uh, and a couple other Security companies started doing the exact same thing because of this shortage of talent. All right. Let’s just go ahead and start bringing in people that might be green and don’t have the skill set, but then we can build them and mold them exactly how we want them to be. Yup. And that’s I, and that’s a great approach because then you can’t, you also can make them into what you need. Right. And you have to reward them over time. Right. But, um, it’s, it’s great. I think also from a people perspective, I’m a, I’m a big fan of bringing people in with lower skill sets and, and upleveling them essentially, and molding them in, into what you need from an organizational perspective. It’s kind of supposed to be your job as an organizational leader. That’s, that’s what you’re supposed to be doing. But most, most, most organizations, that’s just not right. So quiet. This is outside of my wheelhouse for sure. It is too. I am more, uh, I’m a BI my day job is a e-learning developer. Okay. So you’re a coder. Uh, yeah. And I would say more client and customer support and documentation and heartsy technical writer, Randy. That’s not a bad thing. Yeah. But when I say technical writer, people think I write like RFPs or spectrum, things like that. And I write customer documentation. So yeah. Documentation is valuable. The other thing I say, No, those developers aren’t going to write it. Yeah. Yeah. The most important thing about that. So I can really appreciate what you do. Like number one, I got to the company and all their documentation was behind Zendesk and I’m like, you’re immediately creating a barrier to entry. Right? Let’s get all this on the website and publicly accessible. Number one, it makes it easier for customers to access number two, all the benefits of SEO from all your documentation. So when someone Google searches for something like Apollo Alto SIM, even though one doesn’t exist, guess who they find, it’s not rocket science. Right. So things, things like that from, um, a tweak, you know, perspective technical writing is, uh, is highly underrated. Um, uh, you know, from my perspective. So how soon before a, so everybody realized cloud the word cloud was, was marketing bullshit about just someone else’s someone else’s computer. Yeah. Zero trust gonna take that same, uh, get kicked to the curb because if you look at it, what zero trust is, it’s, you know, identity access with two factor authentication. It’s, it’s really this isn’t rocket science. Right. Well, did we, you know, we talked about that, you know, Oh, it’s, it’s the cloud. So it’s shared web hosting from the early nineties. Right. And going in and going back even further. It’s, it’s, it’s getting time booked on the that’s that’s all I kind of laugh because, you know, zero trust, depending on who you asked means a hundred different things. And my, when I was building the go to market, but joke was like, we might as well just insert the word security. Right. Uh, that’s really what zero trust is, is it’s a modern security model. Um, and so it’s applying controls, like access control with two factor authentication. Um, depending on how deep you get into it, though, some of the things get really complicated. Like micro-segmentation, um, it’s not, and there’s products that are starting to even make that a little bit easier, but like, yeah, most organizations I interact with on a daily basis still aren’t segmenting their network, let alone doing micro-segmentation at an application level. Right, right. I see that face. It’s like, what’s, what’s micro-segmentation um, and that’s kind of, the point is zero. Trust has all these principles that are pretty complicated in, in difficult to comprehend or understand what I’m supposed to do. Um, and so it’s all about making those things simpler and easy to understand. Well, cause when we got introduced to it from the guy that invented F five or that founded a fi, and then we started seeing, so he built a called tempered networks. He started built, he built the zero trust product. And then we started seeing, like, Cisco says, we’ve got zero trust in. Then they say, we’ve got zero trust. And all of a sudden it’s like, everyone is kind of glommed onto that, that phrase. And it’s like, and everyone was doing it different. And then finally it was like, all right, put up all the breaks through that. What the hell is it now? It’s all about the enterprise paradigm spot. That’s that’s that’s, that’s what it’s all about. And synergies don’t forget synergies. They pivot, they pivoted you have to pivot. You have to pivot the synergies to, to change the enterprise paradigms. Yeah. That’s why it’s like insert the word secure zero trust is at its core. There’s two things. There is real zero trust. And then there’s the marketing term, zero trust. And essentially the whole market. If you went to RSA conference or black hat, every single booth said the word zero trust on top of it. Yeah. Look, we’re differentiating ourselves. Just like everyone else. Yeah. Great. That’s why I used to wear Hawaiian shirts to the punk bar. All you guys were in black, your conformance, I’m the one that’s. And fundamentally like there are some things you can look up. John kinder VOC originally was, is known as like the founder or, you know, I don’t know what you call them with zero trust. Um, Wendy neither, uh, is, is a great promoter of zero trust and talks about it in simple terms. Um, uh, chase Cunningham at Forester and Forester has a framework for zero trust, which is pretty pragmatic. Um, uh, they do a pretty good job and the Gardner has zero trust for networks, which is a component. Um, cause zero trust came out of Forester. So there’s a little bit of a budding heads in regards to analyst as well. Um, but yeah, those are some different resources like to learn more about zero trust in general, that is pragmatic. And under more understandable, I’d say I’m just happy. A fog computing never took off. I heard it. I cringed and I cringe all the way through until it’s. I think it’s inevitable death. Um, if you, you never heard it I’d take it. No. Is it on the blockchain? No. Some engineer at Cisco was like doing a tweener product. That was, it was, it’s not quite, it’s not quite on ground or on prem. It’s not quite in the cloud. So it’s the fog. No, I think it was just hybrid it like, you know, it was a mixture of, I think that’s what it was. I’ll have to Google it afterwards. It’s like completely lost frame of, but thank God. It never took off. Like they were trying to push it for like a quarter and then it died because everybody like said, I need a couple people mentioned it on sales calls and they got the middle finger. So I’m like, all right, yup. Not doing that. That’s talking about that. Yeah. The number, you know, the number one thing that people in product marketing, marketing and building companies do is they don’t talk to the customer. And so they end up building things that don’t make sense to them. They end up building technology that doesn’t work within their environment. It’s not rocket science, I’ll talk to sales. They don’t talk to the sales guys either. They just look at sales data. Okay. This shit sold. We must’ve worked. Yeah. And that is, that’s one of the keys and why duo was so successful and similar a blue Mira is like all our engineers and our product teams and our leadership team and sales. Like we’re all working together, interacting with customers on calls. And when you get that, when you get that synergy going, is that one of your words? It really changes that dynamic because like the engineering team’s like, Oh wow, sales actually is valuable to us. You know? And then the other thing I’d say is the power of saying no. Um, you know, I’m, I’m acting as se right now for our sales team and in a ton of different roles. Right. Um, but we’re okay with saying, Hey, we don’t have integration for you right now. We’re going to do that down the road. We’ll come back to you. But focus on the customers, you know, you can drive and be helped be successful in that’s another, you know, another thing that more product companies need to do is focus more on what’s aligned with what they have today versus just selling stuff. That’s not on the truck. Yeah. And that was always, everybody got excited about, you know, Ooh, this is a, you know, all of the problem was too, you would talk to customers and they want to know your roadmap. Right. So as soon as they see something, 2024, and they’re like, I want that. And you’re like, well, shit, that’s not on the truck, you know, but then that’s what they want. And God knows it would never get delivered until you can have it then maybe right Guy now, and then you can refresh then. Right. So that’s, that’s the first thing I do in any conversation about futures. Hey, here’s when we plan to deliver, but I can’t promise that, uh, and I, at duo, we, there was only one contract we ever signed in lifetime of the company that was pending on doing a feature and it was strategic to our business. Right. It ended up being our Epic integration and that’s it, nothing else. Um, and so the, you know, being able to stand by that and live by that is, um, uh, you know, pretty important principle to build a good product. Sure. So what have you been watching? Uh, during the, during the quarantine? Uh, my wife liked to watch like tra trashy reality TV. Uh, sometimes it’s good to, you know, watch other people. Um, yeah, I’m trying to think anything else. That’s Things are weird, but at least I’m not them. Supermarkets. Sweet kind of changed my life. I am not Joe exotic. I am not anybody affiliated with him. My life as weird as my life gets I’m I’m doing all right. I’m good. Yeah. My, my hair doesn’t look like that. Marcy Darcy chick from a supermarket sweep, right. I’m not fighting international customs over my 90 day. Fiance. What I find about the security industry though, is like companies have tried to like get those commercials almost of those people. And I think that’s sometimes funny. It’s like, what does Joe exotic have to do with like endpoint detection? Right. Um, it’s kind of crazy. I can relate to it and go, I know that guy, that must be a good, that guy uses a Cisco router. I hope that’s not how people are making product decisions. Holy, how that’s almost, almost exclusively how that’s going. I’m quite sure. Michael Jordan eats McDonald’s so that must be a good dude. I can’t dude. I used to subscribe to, I used to keep a subscription to CIO magazine just because I knew my CIO subscribed to it. And so I wanted to be ready for whatever dumb ass article he’d read that month. That was going to be the flavor of the week that I was going to have to be prepared to shoot down, you know, in the next meeting that we were going into. Yeah. It is some, a lot of it is pay to play. Right. Um, a lot of those publications, it’s like, that’s essentially what you’re doing for viewers. Yeah. Hey, you buy a big enough ad you. Yeah. We’ll do a seven page spread on how phenomenal your product is. Sure. What did I have? The one thing that blew our mind, Dana and I got, it was like a top 10, whatever. And you got to go to Vegas and go on the stage. You get your award, but it was like 2,500 bucks a head or something. It was like five grand. And it’s like, wait a minute. So all these hassles that put this little trophy on their website, they just paid for it. Like, And it’s like Silicon Valley review. Like these are like, did you, uh, did you, did you just get the one on via LinkedIn the other day? That’s I wanted to, I wondered if you got that too. And it was bringing yeah. Yeah. It was like, I like the email I got today from the sales guy at one of the magazines. He’s like, Hey, we’re going to do an article on blue Mira. We really like what you’re doing. Uh, Oh. And by the way, we have this offer where if you want to pay you, can, you have rights to publicize that you were in the article. Right. And I was like, Hey, that’s great. We’ll be in the article. But like, I don’t have the budget and I’m not going to pay for this. Right. And immediately he’s like, Oh, sorry, have a great day. He responded back. I’m like, You have to pay to publicize that you were in this article. How does, how does that work? Like, wait, what do you, how many people read? So I give you the content. And then I have to pay you to tell people that I gave you the kid. They did. JTFO if you realize that how many publications in town are by full page ad three months later. Oh, Hey, no rhymes with train. So, I mean, I was going to make a joke about that earlier, Patrick. I’m like, you know how soon before you guys cut the $300,000 check the gardener to get in their quadrant. Oh. So at duo, we never did the quadrants. And the reality is, is you don’t really feel like there is a newer space. I think with one of them, like XDR, which has extended detection and response. That’s, that’s probably more the area we’re in. So you don’t fit in like as an, as a company, that’s doing something different. You don’t fit in quadrant, old technology fits in quadrant. Right. So, uh, the desire to be in quadrant necessarily in a lot of cases, isn’t that high at this stage, because you’re just saying I copied everyone else and I’m not as good as them. Um, it is essentially, and I’m not really innovating. So like, yeah. I think there’s a balance, right? Like yes. In my, do I have conversations at times? Yes. Uh, actively. Yeah. Um, we’re not in the pay to play game. Um, uh, right now at a later stage, you get into that, uh, when you, you know, when you go raise a hundred million dollars, I think people are wise to it though. I think people are wise to it. Um, I worked for a SAS vendor that was in the [inaudible] space and, uh, they were, they were the farthest rights, but they weren’t top. Right. So like all their marketing was, you know, and how much did you pay for that? You know what I mean? And, uh, and everybody would, that’s the first thing they say, like, I’m farthest, right? They’re like, yeah. So what everybody pays, you know, it held no credence at the customer site. You had to prove out your POC and have a decent price. And then they, you know, What I, what I can tell you is like, uh, chase Cunningham, run on the Forester, zero wave. He runs a legit program, like, uh, the best I’ve seen from an analyst perspective, um, uh, where he’s really getting hands on and diving in pretty deep. And most analysts really reality is, is they never get hands on product, never touch anything. And they have, you know, they have some expertise, but like not, not necessarily deep hands on. And so they’re not necessarily the best to say what product actually is the most effective either. Um, uh, from my experience as well. That’s not reflective of all analysts, but I think a significant part of them. Right. Yeah. Yeah. So I guess let’s paint a picture who your perfect customer, obviously you gave us the, the seat size, right. 500 seats to 2,500 could be a little bigger. It could be a little smaller. Um, do they have SOC analysts on site? Are they hiring a third party to monitor the log files? I guess paint me a picture of, uh, you know, are they, are they fed up and overpaying on, on vendor X or are they new to this game? Like what’s the, is there a perfect, is there a perfect vendor? Perfect. Yeah. That’s yeah. That’s a great question. Um, typically, you know, it’s going to be an organization that might have anywhere between one and 20 people in it. And believe me, I, you know, I was, there’s a company that has 150 locations and has two people on it. That’s, that’s crazy. Uh, I don’t know. I don’t know how they do it. Right. Um, they have it titles, right. And then we have customers that might have anywhere from zero to five people in it, security, um, uh, are security focused. Right. Um, and so, you know, that’s really the demographic of where we’re playing most. What I see is we’re starting to go up market now into these larger customers because the tools are too complicated. They’re overwhelming. It’s not giving the analysts what they need, and they’re spending tons of time tuning and tweaking the existing products. And essentially like, you know, some of my friends have teams of people that have literally are sitting there three or four people responding to false positives all day long. Um, and so that, that’s a real reality. So by nature, what’s nice. And it’s organic for us is we’re getting pulled into larger size companies that do have SOC, uh, that have a more established or sophisticated SOC because those people go and leave because they can make a ton more money somewhere else. Cause that’s the security industry, um, likely a bigger company or a tech company or something of that nature. And now I don’t have anybody to do the work they did before. And the existing tool set doesn’t work for the team that they brought on. Um, and so, yeah, that, that’s one interesting thing. And it happened at duo duo. His target market was zero to 500 when I started. And then we got pulled up to the point where we had 50% of the hospital systems in the U S using the product and every higher, higher education across the U S um, so yeah, that, you know, that’s, you know, where we, where we fit in right now and where we’re best is that, you know, 500 to 5,000, in some cases to even a hundred, a hundred a user organizations. Um, and then in some cases into the five to 15,000 companies, depending on the environment need Cool. Anything else you got for us? We’ll uh, if not, we’ll, we’ll cut you loose, but yeah, this has been a, there’s been a great convo. We’ve been, uh, we’ve been typically just talking about COVID for like the last three months. So it’s, it’s nice to talk about geek stuff again. Well, I was laughing because I think earlier you were talking about like, uh, the school aspect. Um, and I don’t know if you know this, my dad’s a teacher, uh, while you wouldn’t know that, but I think that unions are actually gonna force the issue and shut down the schools, regardless of what they want to do. Uh, teachers don’t want to be a sitting duck and put their lives Sarah’s um, Well, not only that, but just liability. Sure. Yeah. Um, and so I think the reality is, is like most kids are not going to go back to school. So, um, you know, enjoy the time with them. I’m trying to plan ahead for winter right now, because all this stuff you’re going to want when it gets called, it’s going to be sold out. Uh, so you probably should start thinking about that now Paper by all the toilet paper. Well, I’m insulating my garage putting a heater in, but that’s not like heaters are probably going to be out of stock. Went through. It would be my guess. Yeah, Well, no. I mean, that’s, that’s, I mean, that’s, that’s a huge thing. I mean, like, you know, my niece is a teacher and I’ve got a bunch of buddies and friends that are teachers and, you know, as confused and worried and, you know, freaked out and feeling uninformed as parents are, don’t have any illusions that they are not in the exact same boat, if not worse than you are, because you’re worried about your kid or kids. And going back to school, they’re worried about how am I going to handle a classroom full of kids? You know? I mean, it’s, yeah. It’s imagine the first week of parent drop off and then times that by about 35 million and that’s what it’s going to be like, I’ve always said, hell is an elementary school parking lot. So yeah, there’s no always, always Patrick Oracle, where can we find you online? Obviously Patrick Garrity at LinkedIn. And unless you want your, uh, hit the unfollow button, unless you want your feed filled with all your Oh no, I connect to almost everyone that seems reasonable. Uh, Patrick M Garrity on LinkedIn, you can connect to me, uh, blue mirror.com. Uh, yeah. PLU and my RA. Yes. Blu M I R a. You guys ready to start? Blu E M E R a Oh, Oh. There’s like a hundred different spellings. And this is one of the things when I was looking at coming to the company, I was like, Hey, what are you guys willing to change the name of the company? Um, and the founders were, um, however reality is, is like, Hey, the name works, uh, it’s combination of blue team and Mira, which is, um, vision and stance. Um, and so the idea is right, uh, you know, vision into real, real threats within your environment. So, uh, we decided to roll with it. Uh, I’m embracing it. And it’s a, it’s a lot of fun, but yeah, you, haven’t got to, I think a lot of the domains already registered, um, from what I’ve seen, but there’s about a hundred different variations. Oh, for sure. You gotta have the.co you gotta have the.com. It’s where it’s at Or the.io these days. Anyway, Patrick has been a great convo. We’d definitely love to have you back in the, in the future, but we definitely appreciate shedding some light on the, uh, security industry and about a blue mirror. So, yeah. Thanks for, uh, appreciate hanging out with us if you want. We usually hit, uh, topics of the week. If you want to hang out, you’re more than welcome to chime in. Uh, we usually all our pop culture, crap and all our stories we read. So you’re more than welcome to hang out or, or you can drop off and we’ll, uh, we’ll see, on the other side, Yeah. I’ll stick around for a little bit. Awesome. So, um, the bomb got dropped Dave, and that you can mock me till the year to the C I like admitting things when I’m wrong. And this was, I couldn’t have been more wrong. My whole life is flipped upside down. And see, I thought, I thought you were trying to claim that you were having a Mandela effect a moment with this one. So I sat and watched, um, Randy, I sat and watched Saturday night, Rocky, one 76, Rocky. And if you ever sit and watched it today, it’s kind of a trash film and throw it absolutely is it’s garbage polys. It makes no sense. It’s kind of weird with poly going you ball and my sister, which the weird movie, take it to the zoo. Yeah. I thought Rocky one at the end, and then he didn’t win. And I was like, what kind of bullshit is this? Like my whole, like, literally for my adult life, I thought Rocky one at the end. Cause, cause if he had one, there wouldn’t, there would be no need for Rocky to rematch. But like, literally I’m watching this and I’m like, you just yelled at Adrian and I’m like, wait a minute, lady. Literally, I was like, and I couldn’t go to bed for like another hour after that until like three in the morning, because I was freaking dumbfounded about that stupid movie. Now I’m going to get mocked for the rest of my life about that one godfather. I mean, that, that, that was a damn shame that you made it as old as you did and had never seen the godfather. I mean, that’s, I still don’t understand how you made that work. Uh, if it wasn’t for what’s going on. I think in Portland and Seattle and Chicago and Baltimore, we would, the whole news would be freaking out about UFOs. Um, it’s, it’s it, if you’re looking for it, it’s UFO galore. Like they have the, the one is the GI Joe cube that keeps going in and out of the sun. So yeah, the Borg, uh, that, that are apparently coming at us out there, we’re coming at ya and I’m still, I’m still half convinced. That’s like a burnt out pixel in one of the telescopes that’s pointed out it. But, but I mean, it’s, it’s a better story if it’s the Borg coming to get us. Cause you know what, at point in 2020, why The hell? Not because, I mean, if you look at the photos and the way they look, I mean, it does, it looks like the Borg cube coming out of the sun and they said it’s what 350 something times bigger than the earth. Uh, I lose my geek red. What is the word? I didn’t Google the Borg D start trying to watch star Trek the next generation. No, thank God I did. All right. I’m I’m glad I asked that question. No. Okay. So yeah. Corner of your gift card. That’s fine, Dude. I’m not even a star Trek fan and I know who the Beauregard like, but With me it was the GI Joe energy cubes or, or Transformers, the energy on cubes. Yeah. Same thing. Yeah. But yeah, so there’s that, I mean, you know, the Pentagon says they’re declassifying stuff and throwing it out there. And all I know is what a great time for Hulu to have just added all the seasons and the movies of the X files. Cause you know, now who needed sleep, why not? Do you watch the Fourcade videos from Mars? Yes. For the 4k pictures. And one of the ones I watched, it was interesting because they’re like, well, you know, a lot of people ask us why not videos? Why send pictures? It was like for one, cause we can only transmit in 32 K and we can only transmit to two megabit per second. Um, like for two hours a day or something when it lines up properly. Um, and for one the other one is they don’t change the pictures. Don’t change, nothing changes. So like what video wouldn’t matter. Cause the picture is the same. Right? Well, so, and it’s funny cause now I’m envisioning a whole bunch of nerds at like mission control and NASA kind of like us on like a 1989 dial up waiting for like Pamela Anderson’s boob to load like that’s, that’s kinda cool. The one, the funny thing was, is they showed the two dead rovers. One of them fell into like a sand trap and got stuck in died. And then the other one got hit with like a sand storm and literally froze to death. And so like there’s showing like the carcass of these rovers and like taking pictures of it. Um, It’s a thing, but I dude, I’m, I’m here for it. You know? I’ve I’ve I, I hope that the, you know, maybe somebody, they finally come out, just go, yeah, they’ve been here the whole time. They we’ve known the whole time. That’s how it’s going to be. Cool. I’ve watched each and ancient aliens enough to know that they’re here. They’ve been here forever. I’ve I’ve always said, if you, you know, you just, just do the math. It is an extremely egotistical point of view to think that with all the stars and all the planets and all the, everything across the entire universe, that we’re the only ones that, that showed up that had a brain. I can do it. And like I said, people it’s just been, it’s been an avoidance thing. Like we, I truly believe like we are the Jehovah’s witnesses of the universe because we keep like knocking on people’s doors going, Hey, are you home? Hey, do you have a minute to talk? Hey, we’re here. We just like to have a word with you and say, I would avoid us too. Did, um, Did you see, uh, the meme of the week, by the way? Uh, that, uh, the next Halloween movie is, is going? Yeah. So the next Halloween movie is going to be about Michael Myers being confused that no one’s on the streets to kill and then meeting some angry black lady yelling at him for wearing a mask. Yeah. I think that’d be a, if you’d call that Halloween 20, 20 Kenny powers, if you’re listening, you wrote the last one that was kind of a trash. That should be a South park. That should, that should be the episode. South park comes back with Dude. And I don’t want to talk about masks anymore. Cause I’m so tired of it, but what the hell is wrong with people? But like if it gotta be, where do you want me to start? Some guys stabbed somebody because they told him he wasn’t like, is this how far we got like people, people don’t understand that private businesses have private. I have rights. Yeah, no, absolutely. This is they think, they think Menards is a public park. Yeah. Yeah, no, you, you, you do not have a right to go into a store. You don’t, that’s not how that works. Get me is even the employees don’t understand it because like, if you’re filming me and I work at dairy queen and like I have every, you can’t, I can’t ever right to film you and the employees don’t even understand it. Or like actually no, you don’t. This is private business. Yeah. Okay. Well, and one of the points, like one party recording is only permissible. If you believe that there is the commission of a crime happening. Yeah. And that’s only in like half the States, like most States are Michigan. Michigan is like that. Yeah. There’s a lady that was wearing a mask at a dog park. There was a couple having lunch without masks. So we’re eating and she walks over and maces them in the face and then walks away. And like people think that this is, Well, then people wanted to yell at Rick flair because he wasn’t wearing a mask while he was driving, driving. Like I thought you’re not supposed to, you don’t need to like, I don’t, I don’t get it. Like I, I’m not gonna, I’m not gonna, I look cyanide at people that are wearing masks while they’re driving by themselves, in their car with a mask on I’m like, are, are you that worried about making yourself sick? Like what, what what’s going on? We saw a guy today with one driving and I was like, come on, man. Like, I guess good on you. But I mean, I get it. And maybe, maybe, I mean, if that’s your way of never forgetting to put it on, is that you just don’t take it off. Good for you. You know, me personally, I, you know, do they’re not, especially what like hot, humid days like today. Um, no, they’re not comfortable to be wearing, so yeah. As soon as I get in the car that effort’s coming off, um, you know, and I’m breathing in as much nice cold freezing areas. Again, I did buy one, by the way, I found it on Etsy. Um, somebody’s making crown Royal bags and putting a filter in them and making BA masks. Oh dude, that started the bartending memes page. Somebody was selling those like the second week of March. Oh, crown. Cause it was like, Oh my God. Yeah. I finally found a use for all these damn crown Royal bags that I’ve got laying around. Speaking of buying stupid shit on the internet. Um, for some reason, you know, how my feed comes across and like, I need to have that shirt. So I go and buy that shirt and it was like an eight, $9 tee shirt. And I was like $4, $3 shipping. Right. And my wife goes, you got something from Poland today. And I go, what? And it’s an envelope and it’s all in Polish, every everything that’s written and transcribed on the, on the envelope. And I open it up and it’s my guy named t-shirt from Facebook. And I go to like, maybe Dude, a lot of them, a lot of them are coming from overseas printing companies. Like, and, and that’s sort of like, that’s one of the things to keep in mind because I’ve clicked through a few of those t-shirt ads and be careful and make sure you’re reading the ad or the pages that you land on after you click the ad. Because a lot of them are saying basically, Hey, this is the equivalent of a Kickstarter. And if we get enough orders, we’re going to print these. Not that, you know, we actually have them in, they’re in stock and they’re ready to ship. And our estimated ship date currently is like two months from now. If, if I had to do a Kickstarter for a super friends, t-shirt, I’m going to send them a better my shit. I swear to God. Um, by the way, um, I’m so mad at trader Joe’s right now. I don’t know whether to laugh or cry. Like, is it not, is it funny or is it not funny? So like, if you don’t know what I’m talking about, trader Joe’s has like some, some, uh, some Mexican food, frozen food, You know, they have like, you know, Asian food and it’s, you know, their brand, their in house brand is trader Ming’s. Uh, their, their, their Mexican food is trader Jose. Uh, and then what’s the other one, uh, trader Giotto, uh, for the Italian, for the Italian section. Um, and, and, and they’re changing them all or just eliminating them, But who looked at those and got angry to everyone, like, Oh, they thought it was either cute or they didn’t care. Like as chef Boyer, deacon The chef with the Mo like, is it like, is that going to have to go away now? Cause, cause it’s spelled not right, because it’s a stereotypical Italian guide, whatever I Cracker jacks named after a person though, it doesn’t matter. So as aunt Jemima was named after her person. Oh, and you know what, we did not shoot this did not make the list. Cause I forgot to email it to you, but I totally want to talk about this whole thing at Blake’s. Um, so Blake’s, uh, the, the place up in, I think it’s our made up, um, got all lit up. Oh yeah, I do. They’re phenomenal. Um, you know, and you know, you go Apple picking. I mean, it’s like a fall, you know, cider and donuts. I mean, like that’s a tradition around here got all lit up, uh, because they canceled, uh, an or requested somebody cancel an event on them. Um, social media then blew up, um, all over them, uh, because they were like, Oh, well you just hate Trump and she’s a Trump and that’s why you canceled the event. And I’m never shopping there again and rubber era without reading, of course, without reading anything. Uh, yeah. And so, you know, one of the, one of the family members actually put out a video, uh, that described the situation. So basically this lady wanted to hold. She told them she wanted to hold like a private, uh, event, like a private little fundraiser thing and everything was going to, you know, it was going to be small, tight, whatever, and then started posting on Facebook. Uh, she creates the event, you know, basically makes it look like Blake’s as a sponsor of the event. Um, and announces that it’s going to be a public rally with speakers and it’s going to be this, that, and the other thing. And so, no, Blake’s, didn’t cancel the event because it was a, a Republican holding the event. Blake’s canceled the event because you told them you were having a small event and then announced that you were having a huge event. And that is not something Blake’s is comfortable supporting or hosting at this time. I honestly hope people read and, and realize that that was the story because obviously, you know, I’m going to point in my life now where I’m, I’m looking at eight different sources of five before I even make an emotional judgment. It’s take, you know, the analogy that I gave somebody I’m like, look, dude, like, you know, Know, cause we do, you know, we’ve got a couple of the studios open now. Um, and I said, you know, I said, if I tell somebody and they agree that, Hey, there’s the capacity in the studios right now is for period. End of story. Anything above that, you’re bringing people in

Cybersecurity startups are providing excellent opportunities for people who want to create and bring to market new products. They can also be financially rewarding. How do you decide if working for a startup is right for you? Do you understand the real risks and the benefits from a financial and career point of view? Join us as we talk with Jared Hufferd. Jared has made it a job in picking the right startups to work for as a cybersecurity account manager. Jared has had successful exits at Netscreen, Sourcefire, and several other successful organizations. We will discuss with him what he looks for in a cybersecurity startup and what he avoids.

James McNab, Director, Cybersecurity Marketing, (EMEA, Asia Pacific) at Cisco talks about his experience of being acquired by Cisco and how the art of simplicity made  Sourcefire an attractive acquisition for them.Read our Empowered Workforce Report here

The History Of Cisco Welcome to the History of Computing Podcast, where we explore the history of information technology. Because understanding the past prepares us to innovate (and sometimes cope with) the future! Today we're going to talk about the history of Cisco. They have defined the routing and switching world for decades. Practically since the beginning of the modern era. They've bought companies, they've grown and shrunk and grown again. And their story feels similar in many ways to the organizations that came out of the tail end of the grants tossed around by DARPA. These companies harnessed the incredibly innovative ideas and technology to found the companies who commercialized all of that amazing research and changed the world. These companies ushered in a globally connected network, almost instantaneously transmitting thoughts and hopes and dreams and failures and atrocities. They made money. Massive, massive truckloads of money. But they changed the world for the better. Hopefully in an irrevocable kind of way. The Cisco story is interesting because it symbolizes a time when we were moving from the beginnings of the Internet. Stanford had been involved in ARPAnet since the late 60s but Vint Cerf and Bob Kahn had been advancing TCP and IP in the 70s, establishing IPv4 in 1983. And inspired by ALOHAnet, Bob Metcaffe and the team at Xerox PARC had developed Ethernet in 74. And the computer science research community had embraced these, with the use of Email and time sharing spurring more and more computers to be connected to the Internet. Raw research being done out of curiosity and to make the world a better place. The number of devices connected to the growing network was increasing. And Stanford was right in the center of it. Silicon Valley founders just keep coming out of Stanford but this one, they were professors, and early on. They invented the multi-protocol router and finance the startup with their own personal credit cards. Leonard Bosack and Sandy K. Lerner are credited for starting Cisco, but the company rose out of projects to network computers on the Stanford campus. The project got started after Xerox PARC donated some Alto workstations and Ethernet boards they didn't need anymore in 1980, shortly after Metcaffe left Xerox to start 3COM. And by then Cerf was off to MCI to help spur development of the backbones faster. And NSFnet came along in 1981, bringing even more teams from universities and private companies into the fold. The Director of Computer Facilities, Ralph Gorin, needed to be able to get longer network cables to get even more devices connected. He got what would amount to a switch today. The team was informal. They used a mother board from Andy Bechtolsheim, later the founder of Sun Microsystems. They borrow boards from other people. Bosack himself, who had been an ARPAnet contributor, donated a board. And amongst the most important was the software, which William Yeager wrote, which had a little routing program that connected medical center computers to the computer science department computers and could use the Parc Universal Packet (PUP), XNS, IP and CHAOSNet.. The network linked any types of computers, from Xerox Altos to mainframes using a number of protocols, including the most important for the future, IP, or the Internet Protocol. They called it the Blue Box. And given the number of computers that were at Stanford, various departments around campus started asking for them, as did other universities. There were 5,000 computers connected at Stanford by the time they were done. Seeing a potential business here, Bosack, then running the computers for the Computer Science department, and Lerner, then the Director of Computer Facilities for the Graduate School of Business, founded Cisco Systems in 1984, short for San Francisco, and used an image of the Golden Gate Bridge a their logo. You can see the same pattern unfold all over. When people from MIT built something cool, it was all good. Until someone decided to monetize it. Same with chip makers and others. By 1985, Stanford formally started a new project to link all the computers they could on the campus. Yeager gave the source to Bosack and Kirk Lougheed so they could strip out everything but the Internet Protocol and beef that up. I guess Yeager saw routers as commercially viable and he asked the university if he could sell the Blue Box. They said no. But Bosack and Lougheed were plowing ahead, using Stanford time and resources. But Bosack and Lerner hadn't asked and they were building these routers in their home and it was basically the same thing as the Blue Box, including the software. Most of the people at Stanford thought they were crazy. They kept adding more code and logic and the devices kept getting better. By 1986, Bosack's supervisor Les Earnest caught wind and started to investigate. He went to the dean and Bosack was given an ultimatum, it was go the wacky Cisco thing or stay at Stanford. Bosack quit to try to build Cisco into a company. Lougheed ran into something similar and quit as well. Lerner had already left but Greg Satz and Richard Troiano left as well, bringing them up to 5 people. Yeager was not one of them, even though he'd worked a lot on the software, including on nights and weekends. But everyone was learning and when it was to benefit the university, it was fine. But then when things went commercial, Stanford got the lawyers involved. Yeager looked at the code and still saw some of his in there. I'm sure the Cisco team considered that technical debt. Cisco launched the Advanced Gateway Server (AGS) router in 1986, two years after the Mac was released. The software was initially written by Yeager but improved by Bosack and Lougheed, as the operating system, later called Cisco IOS. Stanford thought about filing a criminal complaint of theft but realized it would be hard to prosecute, and ugly especially given that Stanford itself is a non-profit. They had $200,000 in contracts and couldn't really be paying all this attention to lawsuits and not building the foundations of the emerging Internet. So instead they all agreed to license the software and the imprint of the physical boards being used (known as photomasks), to the fledgling Cisco Systems in 1987. This was crucial as now Cisco could go to market with products without the fear of law suits. Stanford got discounts on future products, $19,300 up front, and $150,000 in royalties. No one knew what Cisco would become so it was considered a fair settlement at the time. Yeager, being a mensch and all, split his 80% of the royalties between the team. He would go on to give us IMAP and Kermit, before moving to Sun Microsystems. Speaking of Sun, there was bad blood between Cisco and Stanford, which I always considered ironic given that a similar thing happened when Sun was founded in some part, using Stanford intellectual property and unused hardware back in 1982. I think the difference is trying to hide things and being effusive with the credit for code and inventions. But as sales increased, Lougheed continued to improve the code and the company hired Bill Graves to be CEO in 1987 who was replaced with John Mordridge in 1988. And the sales continued to skyrocket. Cisco went public in 1990 when they were valued at $224 million. Lerner was fired later that year and Bosack decided to join her. And as is so often the case after a company goes public, the founders who had a vision of monetizing great research, were no longer at the startup. Seeing a need for more switching, Cisco acquired a number of companies including Grand Junction and Crescendo Communications which formed like Voltron to become the Cisco Catalyst, arguably the most prolific switching line in computing. Seeing the success of Cisco and the needs of the market, a number of others started building routers and firewalls. The ocean was getting redder. John Mays had the idea to build a device that would be called the PIX in 1994 and Branley Coile in Athens, Georgia programmed it to become a PBX running on IP. We were running out of IP addresses because at the time, organizations used public IPs. But NAT was about to become a thing and RFC 1918 was being reviewed by the IETF. They brought in Johnson Wu and shipped a device that could run NAT that year, ushering in the era of the Local Area Network. John T. Chambers replaced Mordridge in 1995 and led Cisco as its CEO until 2015. Cisco quickly acquired the company and the Cisco PIX would become the standard firewall used in organizations looking to get their computers on the Internets. The PIX would sell and make Cisco all the monies until it was replaced by the Cisco ASA in 2008. In 1996, Cisco's revenues hit $5.4 billion, making it one of Silicon Valley's biggest success stories. By 1998 they were up to $6B. Their stock peaked in 2000. By the end of the dot-com bubble in the year 2000, Cisco had a more than $500 billion market capitalization. They were building an industry. The CCNA, or Cisco Certified Network Associate, and CCNE, Cisco Certified Network Engineer were the hottest certifications on the market. When I got mine it was much easier than it is today. The market started to fragment after that. Juniper came out strong in 1999 and led a host of competitors that landed in niche markets and expanded into core markets. But the ASA combined Cisco's IPS, VPN concentration, and NAT functionality into one simpler box that actually came with a decent GUI. The GUI seemed like sacrilege at the time. And instead of sitting on top of a network operating system, it ran on Linux. At the top end they could handle 10 million connections, important once devices established and maintained so many connections to various services. And you could bolt on antivirus and other features that were becoming increasingly necessary at various layers of connectivity at the time. They went down-market for routing devices with an acquisition of Linksys in 2003. They acquired Webex in 2007 for over $3 billion dollars and that became the standard in video conferencing until a solid competitor called Zoom emerged recently. They acquired SourceFire in 2013 for $2.7B and have taken the various services offered there to develop Cisco products, such as the anti-virus to be a client-side malware scanning tool called Cisco AMP. Juniper gave away free training unlike the Cisco training that cost thousands of dollars and Alcatel-Lucent, Linksys, Palo Alto Networks, Fortinet, SonicWall, Barracuda, CheckPoint, and rising giant Huawei led to a death by a thousand competitors and Cisco's first true layoffs by 2011. Cisco acquired OpenDNS in 2015 to establish a core part of what's now known as Cisco Umbrella. This gives organizations insight into what's happening on increasingly geographically distributed devices; especially mobile devices due to a close partnership with Apple. And they acquired Broadsoft in 2017 to get access to even more sellers and technology in the cloud communication space. Why? Because while they continue to pump out appliances for IP connectivity, they just probably can't command a higher market share due to the market dynamics. Every vendor they acquire in that space will spawn two or more new serious competitors. Reaching into other spaces provides a more diverse product portfolio and gives their sellers more SKUs in the quiver to make quotas. And pushes the world forward with newer concepts, like fog computing. Today, Cisco is still based in San Jose and makes around $50 billion a year in revenue and boasts close to 75,000 employees. A lot has happened since those early days. Cisco is one of the most innovative and operationally masterful companies on the planet. Mature companies can have the occasional bumps in the road and will go through peaks and valleys. But their revenues are a reflection of their market leadership, sitting around 50 billion dollars. Yes, most of their true innovation comes from acquisitions today. However, the insights on whom to buy and how to combine technologies, and how to get teams to work well with one another. That's a crazy level of operational efficiency. There's a chance that the Internet explosion could have happened without Cisco effectively taking the mantle in a weird kind of way from BBN for selling and supporting routing during the storm when it came. There's also a chance that without a supply chain of routing appliances to help connect the world that the whole thing might have tumbled down. So consider this: technological determinism. If it hadn't of been Cisco, would someone else have stepped up to get us to the period of the dot com bubble? Maybe. And since they made so much money off the whole thing I've heard that Cisco doesn't deserve our thanks for the part they played. But they do. Without their training and appliances and then intrusion prevention, we might not be where we are today. So thank you Cisco for teaching me everything I know about OSI models and layers and all that. And you know… helping the Internet become ubiquitous and all. And thank you, listener, for tuning in to yet another episode of the history of computing podcast. We are so very lucky to have you. Have a great day!

In this episode of the Cybrary Podcast, we sit down with John Czupak the CEO of ThreatQuotient. Speaking with Cybrary CEO Ralph Sita and Myself Thomas Horlacher the Head of Creative Services, John discusses being at Sourcefire during the creation of the SNORT technology and how now at Threatquotient they are working to help with the issue of Alert Fatigue for security teams.

Snort creator Marty Roesch is leaving Cisco Feb. 1 for a new adventure, parting ways for the time being with the one of the true success stories in the information security industry. Snort, the ubiquitous open source intrusion detection and prevention system, is a mainstay in many homegrown and commercial security products. It was commercialized in 2001 when Roesch founded Sourcefire, which was acquired in 2013 by Cisco. In this conversation with Flashpoint Editorial Director Mike Mimoso, Roesch talks about the early days of Snort when it was a nights-and-weekends passion project for him. Roesch explains how his faith in the product and community supporting it guided him past early skeptics who doubted it could be commercialized. Sourcefire was ultimately acquired for $2.7 billion in 2013, and Snort's open-source roots remain a crucial part of the the software's legacy as it has been integrated into many mission-critical products at Cisco. 

Advancement in technology has created a "disrupt or die" notion among large enterprises. To remain one step ahead of their competitors, leading CEOs understand that they need to bring in new technology and seek out partners who can help them achieve that goal. In this episode of Greymatter, Delphix CEO and President Chris Cook and Greylock Partner Asheem Chandna discuss how to lead during times of company uncertainty, what to look for in a new hire and how startups can effectively partner with large enterprises.    Both Chris and Asheem know what it takes to scale enterprise startup companies. In 2016, Chris began as CEO and President at Delphix, whose mission is to free companies from data friction and accelerate innovation. Today, Delphix has nearly 400 employees in nine offices around the world and has grown the number of customer deals of more than $500,000 by 26% year over year. Prior, Chris served as President and COO of New Relic, a software analytics leader, where he spent over four years scaling the company's operations through a successful IPO. Asheem has helped create and grow multiple technology businesses to market-leading positions. He has served on 20 technology company boards including three public companies (Palo Alto Networks, Imperva, Sourcefire), and multiple companies that have been acquired in strong M&A outcomes including AppDynamics and Skyhigh Networks.

On this episode of Bootstrapped, we interviewed UMD alumnus, serial entrepreneur and President and CEO of ThreatQuotient, John Czupak. Before ThreatQuotient, John worked at Sourcefire in a variety of roles from 2002 to 2013, until he ultimately engineered a $2.7 billion acquisition with Cisco, the 3rd largest pure play cybersecurity acquisition ever. In this episode, John discusses the approach, mindset and key factors that cybersecurity startups must implement to be successful in a competitive environment.

Martin Roesch is the VP and chief architect, Security Business Group at Cisco.A respected authority on intrusion prevention and detection technology and forensics, he is responsible for the technical direction and product development efforts for Sourcefire's commercial and open source product offerings. Roesch, who has nearly 20 years of industry experience in network security and embedded systems engineering, is also the author and lead developer of the Snort® Intrusion Prevention and Detection System (www.snort.org) that forms the foundation for the Sourcefire Next-Generation IPS.

Episode 1 - Introducing a new alliance.  The first in a series of podcasts aimed at security professionals.  Introducing the Alliance, news stories covering the Adobe breach and arrest of Paunch, Kotters 8 step plan for change and the Sourcefire aquisition.