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Rip That Non-Value Add Out – BSW #221

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1. Making the Case for Supply Chain Behavior Transparency – Ben Higgins, Ted Driggs – BSW #221

The Biden Cyber Executive Order includes a Software Bill of Materials that is a critical and necessary first measure for protecting the software supply chain. To defend against cyber attacks, such as the ones that impacted SolarWinds and the Colonial Pipeline, organizations also need transparency about the behaviors of the software in their supply chain––how, and with whom, they are engaging in and outside of their networks. Ben Higgins and Ted Driggs of ExtraHop join Security Weekly to explore how behavior transparency can give organizations an advantage by distinguishing between expected noise and indications of compromise.

Segment Resources: https://www.extrahop.com/behaviortransparency

This segment is sponsored by ExtraHop Networks.

Visit https://securityweekly.com/extrahop to learn more about them or visit https://www.extrahop.com/behaviourtransparency to learn more about behavior transparency!

Sponsored By

ExtraHop Networks

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Guests

Ted Driggs
Head of Product at Extrahop

Ted Driggs is the Head of Product at ExtraHop. He is passionate about building security solutions that give defenders the upper hand. Before ExtraHop, Ted was a PM for Windows at Microsoft. He is regular on tech and security podcasts, including Risky Business, Security Weekly, and DM Radio. In his free time, you can expect to find Ted on the side of a mountain––zipping through powder or hiking up rocks.

Ben Higgins
Distinguished Software Engineer at Extrahop

Ben Higgins is a Distinguished Software Engineer at ExtraHop with 15 years of experience in cybersecurity. He has extensive experience in systems engineering and protocol parsing, fingerprinting, and encryption. Ben is an experienced speaker, with recent appearances on Risky Business and Security Weekly. He holds a degree in Computer Science from the University of Washington.

Hosts

Chief Product Officer at CyberSaint
Principal Researcher at The Defenders Initiative
Chief Operating Officer at Envision Technologies

2. CIO Succession, Hidden Costs, 10 Leadership Habits, & 5 Key Ingredients – BSW #221

This week, In the Leadership and Communications section, What is the hidden cost of maintaining legacy systems?, 10 Leadership Habits of Highly Effective Leaders, 5 Key Ingredients to Finding Satisfaction and Fulfillment in Your Work, and more!

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Hosts

Chief Product Officer at CyberSaint
  1. 1. CIO succession: Preparing for the next generation of tech chiefs
    Given the relatively brief CIO tenure, training the next cadre of leaders is crucial for the continuity of technology strategy.
  2. 2. What is the hidden cost of maintaining legacy systems?
    One of the main factors when deciding whether to keep or replace legacy systems is determining the cost. Here we dive into five of the hidden costs CIOs should be aware of today, icluding: 1. Maintenance 2. Environmental costs 3. Staff costs 4. Technical debt 5. Opportunity costs
  3. 3. How technical debt piles up
    With engineer turnover and a growing number of languages and frameworks, organizations can end up with a soaring IT backlog. The recipe for CIOs guiding their companies through growing IT complexity is to assess the backlog and focus on what improvements can most readily impact the business.
  4. 4. 10 Leadership Habits of Highly Effective Leaders
    You can’t lead without mastering these 10 habits: 1- Define Your Vision 2- Communicate Clearly 3- Build Your Team 4- Deliver Results 5- Document Every Process 6 - Run Efficient Meetings 7 - Create a Sense of Urgency 8 - Delegate 9 - Create Healthy Culture 10- Solve Problems
  5. 5. How to build a strong crisis communications team
    A crisis communications team works best when all members are fully aware of their responsibilities. Here are some tips on building a highly effective response team: 1. Assign the right roles 2. Delegate based on skill set 3. Action plans for smaller teams
  6. 6. 5 Key Ingredients to Finding Satisfaction and Fulfillment in Your Work
    Knowing the “who”, “what”, “when”, “why”, and “how” of your work. #1 —[Mindset] Know Who You’re Working For #2 — [Direction] Know What You Want From Your Work #3 — [Balance] Know When to Work and When Not to Work #4— [Meaning] Know Why You Work #5 — [Discipline] Know How to Work
Principal Researcher at The Defenders Initiative
Chief Operating Officer at Envision Technologies

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