Access the full text logs of this transmission for compliance and review purposes.
00:00:01:06 – 00:00:07:19
Actual
Welcome to Status Secure, the weekly Cyberthreat briefing for executives who refuse to operate in the blind.
00:00:07:21 – 00:00:20:08
Actual
Hosted by the watcher six collective, uniting former Army Special Forces and Naval Special Warfare communications operators alongside an industry leading CISO nominated for cybersecurity. Woman of the world.
00:00:20:10 – 00:00:27:05
Actual
We cut through the noise and give you the operational intelligence you need for mission success in a hostile digital environment.
00:00:27:07 – 00:00:28:10
Actual
The enemy is listening.
00:00:28:13 – 00:00:32:03
Actual
Is your status secure?
00:00:32:05 – 00:00:51:19
Actual
Welcome to State of Secure. Today we’re doing something a little different. We’re talking about the one skill that determines whether a security program lives or dies. And it has nothing to do with technology. We’re going to talk about communication, specifically how you can pitch security to the people who control the budget, but maybe don’t speak the technical security language that you speak.
00:00:51:21 – 00:01:07:02
Actual
CISO you’ve been in these rooms for years. The ones where a great security case gets killed because it was pitched, let’s say, the wrong way. So let’s start there. Why do so many technically brilliant security people fail? The moment they walk into the room with the executives? Yeah.
00:01:07:02 – 00:01:37:19
CISO
And I, I’ve seen it quite often, and I’ve seen really successful CISOs, so I can’t, you know, and I watched. So I think the core failure is that, you know, if the security person comes in and only wears the security hat and talks about threats and vulnerabilities, and I mean, executives love graphs and charts and images. If you come in with a vulnerability scan, hey, and you say, look, we have a thousand vulnerabilities.
00:01:37:20 – 00:02:04:06
CISO
Neat. It doesn’t mean anything to them. Think executives make decisions in revenue, risk and reputation and and you’re talking to them about vulnerabilities and threats. It doesn’t it it doesn’t line up with them. I think there’s a whole here because it’s true. There’s a thousand vulnerabilities, but it’s useless to those executives because what does it really mean? How can they make it?
00:02:04:08 – 00:02:31:00
CISO
They can, you know, how can they make a decision? Hey, so, you know, the other thing that I see is that, you know, now the security person is, you know, is talking, is trying to explain the vulnerability scan. He and they’re going into too much detail. They’re in the weeds because that’s where they’re comfortable. And it becomes frustrating for the executives.
00:02:31:02 – 00:02:57:11
CISO
Right. Because they can’t make a business decision on, you know, on a list of vulnerabilities that have this, you know, that have a, score that doesn’t really mean anything to them, right? So, you know, so the security leader has to understand it is not the executive’s job to understand your job. It’s not their job to understand your language, play your terms.
00:02:57:11 – 00:03:13:22
CISO
I had I’ve had executive boards actually ban acronyms from there. From from their, from their meetings. So that should tell you something right. You know that’s not their language. They don’t know what it means. Hey you’ve got to speak to them in their language. Yeah.
00:03:13:23 – 00:03:32:20
Actual
You know, it’s a you made me think of this. It’s a basic analogy, but I feel like it. It kind of plays in here. I’m thinking about, let’s say you got you have someone that wants to play basketball and let’s say, for example, you’re you’re kind of you’re coming in to help train this person to be the best basketball player they can be.
00:03:32:20 – 00:03:49:07
Actual
And you’re and you’re giving them like this, these very, you know, you walk into the gym and you’re like, look at all this equipment. So we’re going to focus on on bench press and chess. And we’re going to do this chess exercise and all these exercises. And the person maybe is going why. They’re like why? Why am I doing this chest exercise?
00:03:49:08 – 00:04:06:10
Actual
I don’t understand it. And I think kind of what what you’re saying is what we’re getting at is maybe if we take a step back and we go, okay, the person, let’s say, for example, the person playing basketball is going, I need to get better at basketball. I need to jump higher. It’s one of my weaknesses. I need to jump higher.
00:04:06:13 – 00:04:24:07
Actual
So my goal in my training program is to do things that help me jump higher. And maybe this basketball player who’s doesn’t really understand training, maybe they saw a really cool YouTube video about insoles that go in these fancy shoes and all. You got to do is buy insoles and shoes, and now you can jump an extra foot higher.
00:04:24:11 – 00:04:40:18
Actual
And so they’re coming to, let’s say, the trainer and saying, what if I just buy these shoes and these insoles. That’s all I need right. And so it’s the trainers job to kind of take a step back and go, what’s your goals? What are you trying to accomplish? And now how I how can I curate an exercise program around your goals.
00:04:40:18 – 00:05:00:00
Actual
And so part of that is going to be saying no, let’s not read into the hype. You know, these viral videos about, you know, $50 insoles that are going to make you jump an extra foot higher, like they don’t work. What works is this curated program I’m going to put you on. And that’s then, you know, it’s going to have some details, but this is going to get you where you want to go.
00:05:00:04 – 00:05:13:04
Actual
Right. And so kind of in the beginning of this analogy, it’s we started without a goal and we just looked into a room. It’s all a bunch of equipment. And then we said, we’re just going to put you on this machine and really focus on chess, which if you don’t know the goal, you don’t even know what you’re accomplishing.
00:05:13:04 – 00:05:31:21
Actual
And you if you look at that, it sounds weird, because if I’m trying to increase my vertical jump as a basketball player, I don’t know of a bunch of chess exercises is going to get me there. And so I feel like that’s kind of what I’m hearing from you. A little bit in terms of this, maybe as like a security person, you’re seeing this gym full of equipment and you get really excited and you’re like, I could do this.
00:05:31:21 – 00:05:47:03
Actual
We could do that, and this needs to happen, and that needs to happen to the other person. Let’s say the player in that scenario that their, their, their, their mindset is looking at things a different way. And they’re saying, I want to accomplish this goal. I want a company to be better. I want it to be able to be able to do these things.
00:05:47:05 – 00:06:01:19
Actual
And so how can you as the trainer, as the expert technician, how can you curate this program, this custom program that’s going to get us to where we’re trying to go? Because if you just come in and talk about a bunch of chess exercises, you’re going to confuse everybody, I would imagine.
00:06:01:20 – 00:06:26:02
CISO
Well, I, I’m going to take your analogy and actually change it a little bit. Hey, so you’re, you’re you’re basketball player is the security engineer. Your trainer is the security leader, and you’re missing the owner of the basketball team. Okay? The owner of the basketball team is your executives. Hey, you senior leaders that the basketball player knows that.
00:06:26:02 – 00:06:46:11
CISO
Hey, I, I see these inserts, and and when I wear them, I know I can jump higher. And you tell us security, you know, you tell the trainer who’s your security, you know leader. Right. And the security leader says, okay, I get you because I understand you’re saying that if everybody on the team gets these inserts, they’re going to perform better, right?
00:06:46:16 – 00:07:03:22
CISO
And now you go to the owner of the company and say, hey, let’s get the entire team these inserts because they’re going to jump higher. That owner is going to be like, well, just work them harder, do a different training program. You said if they do chest exercises, they’re going, I’m going to get the same result. Why do I have to spend money then paint on these.
00:07:04:04 – 00:07:26:04
CISO
Right. And these inserts, what you see with the trainer and the security leader needs to come and say is, look, if we if we invest in insoles like these inserts for the team and there is 50 players, I’m just making up numbers because I don’t know basketball with that ball. We have 50 players right. And each of these inserts costs like $10.
00:07:26:04 – 00:07:31:20
CISO
What does that come out to that comes out to about what 5000. Is it $5,000. Hey something like it was 100.
00:07:32:00 – 00:07:32:08
Actual
Yeah.
00:07:32:10 – 00:07:56:18
CISO
Okay. I’m okay. So let’s say that to make it easy, you know, hey, we spent $5,000, but I know we can score, like, 30 more points in a game. And that 30 points is in previous games that we played that and we lost. We lost by 20 points. So if we buy these inserts, I can’t you know, these players are going to get 30 more points games that we’re going to lose.
00:07:56:18 – 00:08:15:09
CISO
We’re we will we will be able to win. You see what I mean. So you have to talk. You have to talk in like the business times, hey, we’re going to win games, which means we’re going to generate more revenue. You know, our you know, our fans are going to come to more games. I mean that’s what the executive that’s what the you know, that’s what the team owner cares about.
00:08:15:11 – 00:08:35:22
CISO
More fans are going to come. They’re going to buy more things, right. They can buy more swag. They’re gonna buy more like that’s going to generate more revenue for it, for the team and for the team owner. Hey, see, that’s what they care about these insoles that like I said, you know, like they’re going to be like, well yeah, but you said you could train them better okay.
00:08:36:04 – 00:08:58:10
CISO
That’s why that’s why I’m paying you. You’re my you’re my trainer. You’re my security leader. You figure that’s your job to figure that out? It’s not my job. Right. And so you’ve got to explain it in a way that, you know, makes sense to them that it’s like, oh, it’s a business decision. It’s a revenue generating right way to, you know, to win games and get more, you know, get more, more fans.
00:08:58:10 – 00:09:00:23
CISO
Okay. I don’t know how that help. Right.
00:09:00:23 – 00:09:21:05
Actual
Because that’s yeah, it’s it’s a different analogy. But I like it. Right. And and it works and it makes sense I guess I was trying to move away from the shoe insole because that doesn’t ever work. But you know, just as like a placeholder of something that does work. That makes a lot of sense right now. It actually reminded me of, you know, so we had to do this when I was in the military.
00:09:21:05 – 00:09:36:15
Actual
We, you know, we had to pitch for resources and, you know, so it’s funny because we’re talking about the shoe thing. So I was on a, a dive team. And, you know, the part of the that’s doing a dive operation is you come in underwater, but then eventually you come out of the water and you and you infill on onto land.
00:09:36:19 – 00:09:55:09
Actual
Well, so typically the shoes that you would wear, the dive booties, they are not really the best to walk on land with. And so a lot of guys would wear like a Chuck Taylors, because they actually fit in the dive boots. But those also maybe aren’t the best. They’re not necessarily made for water, and they will fall apart over time.
00:09:55:11 – 00:10:14:01
Actual
And so when we were doing some of this training and these things, one of the resources we pitched for was these special boots that were good tactical boots, but they were made specifically for water operations, and they were made to fit into the dive, the the fins, and they had drain holes and all this stuff. So they were perfect.
00:10:14:01 – 00:10:36:08
Actual
You can you can swim with them. You can infill in with them. And then because what we would have to do a lot of times is we’d have to go somewhere and change out our shoes right before we could actually hit the target. And so this was a pitch. It was a pitch saying if we get everyone on the team, these boots, our ability to be effective, once we actually get get out of the water, it dramatically increases, like the success rate of the mission.
00:10:36:08 – 00:10:59:03
Actual
You know, the element of surprise. All of these things go up, right? So the outcome of the operation, well, we’ll have a higher possibility of, of a of a good outcome. Right. As opposed to wasting all this time getting out of the water, like who knows what the environments like Rocky. It’s, you know, sharp rocks whatever. And then having to stop and do all the things necessary in the time it takes to swap out your shoes and stuff.
00:10:59:07 – 00:11:13:20
Actual
So that was a way we sold for a resource, right? It was basically showing how our mission success probability will be, better. Right? We’ll have a better a higher chance of success probability with this resource for every.
00:11:13:22 – 00:11:40:03
CISO
So hey, I will say this because you said a very key word rate, which is outcome. So you know, your team rate your your team and you focus on the like the, the the tactical staff. Right. Like what we’re doing today, what matters today. Right. What needs to get done, the leadership, the senior leadership and executives. They focus on outcome.
00:11:40:08 – 00:12:04:08
CISO
So they’re more interested in the results. So just try to keep that in mind when you’re trying to, you know, talk to them. They care about outcomes and results. They don’t care about the you know the the details. Hey, that’s your job. That’s not theirs. Yeah. And I would say, you know, because of that, you have to understand that they are the the executive team and the board.
00:12:04:13 – 00:12:36:00
CISO
It all comes down to dollar to the dollar, right to money. Hey, that’s their language. So you can learn one of the things that every security leader should really spend time trying to understand is quantification of risk. Hey, into dollar. Like, you know how I will tell you every time I look at a, you know, a pen test or a, you know, a vulnerability scan or an a security assessment, it always comes back with low, medium, high rate or, or, you know, critical right.
00:12:36:02 – 00:13:04:08
CISO
Or a critical rate very critical. Like that’s those that those are very like you can define them. But you know there’s still some, you know, wiggle room. Right. For interpretation. Hey. Because you know what I consider a medium risk maybe a low risk to you. Right. And so there’s still some human interpretation there. But when you learn to quantify risk into a dollar value, there’s no argument there.
00:13:04:12 – 00:13:26:00
CISO
A server costs you this amount of money to replace. You lose one customer. This is how much that revenue for that one customer will cost a year. Like you’re the actuaries and the finance people need to become your best friend. You know, you don’t need to do their job, but you need to partner with them so they can help you get that dollar value.
00:13:26:02 – 00:13:47:22
CISO
So when you come there and you say, okay, we ran a vulnerability scan, we’ve done the risk assessment on the scan. And you know, and in order to fix that, really, you know, the really critical things it’s going to cost this amount of money okay. But this is what you’re going to get. Like these are these are the critical business processes.
00:13:48:02 – 00:14:00:21
CISO
And revenue that we are going to be protecting and say, you see, I mean that’s a different that’s a different discussion. Then we have a thousand vulnerabilities that they need to, you know, they need to get patched. Right.
00:14:00:23 – 00:14:15:06
Actual
Yeah. Exactly. And that’s a good point because what you just said we have 1000 vulnerabilities. They need to get patched. It’s like okay. And I go do it right. It’s a it makes the conversation difficult. And something you also made me think about was, hey, and I hate to say this, but like take a look at your organization.
00:14:15:10 – 00:14:33:17
Actual
You know, if your organization is not a security company that offers security services, where the revenue that comes in the business is through security, it may not be the most important for like, you know, I don’t know how to say this fear doesn’t sound bad, but like, you may not be the most important element in the room. And so what does that mean?
00:14:33:17 – 00:14:49:19
Actual
Like, or maybe the one that gets the highest priority is a better way to put it. Because if my I think a service would be easier to use on this analogy, but if we provide a service like it doesn’t matter, it could be any service. So we we provide a service. We we what would be would we do taxes whatever.
00:14:49:23 – 00:15:11:02
Actual
So we have people who do people’s taxes that is generating revenue for the company. Right. So the the people who are doing that revenue producing operation are going to have probably priority over what we would call like the support elements, the elements that are supporting the revenue producing or the the core of the the companies, you know, why the company exists.
00:15:11:02 – 00:15:29:12
Actual
And so just maybe having an understanding of going, I know security is important. I know it’s important we’re not necessarily making the company money per se. Like if the company sells a product of its sells like a toy, or if it sell, it doesn’t matter if it sells something. That is the the product that’s making the company money.
00:15:29:16 – 00:15:53:12
Actual
And so kind of tying into what you said is like, how can I, you know, connect the dots of what I do with, with the revenue. So an example on this would be, for example, when I was deployed, we had an incident where we have these devices that encrypt radio communication. Okay. So we had a situation where in the company they those devices were breaking and we only had so many of them.
00:15:53:17 – 00:16:11:13
Actual
And so you had a supporting element back in the big base. You know, the guys that that work in this scenario, there would be supply. So that the guys that manage a lot of the gear that then they distribute out to the people within the company that that need supplies, whatever it is. Right. And then there’s our teams, which are forward.
00:16:11:13 – 00:16:34:02
Actual
We’re doing operations. The whole reason our entire company, our entire element is out in Afghanistan, is for the operations that are our teams conduct. And so when it came down to there’s an this this device that encrypts our radio communication, who’s going to have priority for that device? Right. Is it going to be that support supply element that’s back at the big base.
00:16:34:02 – 00:16:52:17
Actual
Or is it going to be the team that’s forward? And of course, you know, we got the device because we’re the team that’s forward where the the the core of that company were the that core service if you will. Right. And so sometimes like in this example that you know supply element they can’t be mad about it. And they weren’t they they understood this guys got it right.
00:16:52:17 – 00:17:08:08
Actual
They were like I get it. You know we don’t actually need it. I don’t actually need this device. Like we’re here on this big base. There’s there’s, you know, we’re taking care of you guys. If you don’t have that device and and you lose security or whatever, then you’re done. Like, there’s nothing you can do. And you’re the mission critical element right now.
00:17:08:12 – 00:17:25:14
Actual
Not necessarily like we’re we’re important, but we’re important because we’re serving you while you go out and do your missions. And I think just understanding that a little bit is helpful of understanding and going when I’m when we’re talking to the business people in the company, like, we may not be the priority element, right? Because it may be the product.
00:17:25:17 – 00:17:45:08
Actual
The product might be the priority element. So then how can we communicate in a way that makes sense, that connects to the product, connects to the revenue, right where it’s it’s like, you know, because it’s the last conversation you want to have is you’re asking for a lot. And then the, you know, the decision makers are going, I have to choose now, do I give it to security or do I give it a product.
00:17:45:14 – 00:17:52:05
Actual
Right. And and that’s you know, I don’t know if that’s where the, the, the you want necessarily to lead the conversation.
00:17:52:05 – 00:18:13:10
CISO
I mean and we every company has limited resources. Hey I mean that’s you know, there’s only so much money. There’s so many, only so much, you know, you can do. I would say that, you know, a really a really strong security leader does, I mean, what you would call like reconnaissance, right. Know who those, those board members are.
00:18:13:10 – 00:18:40:10
CISO
Those executives are do they have a security background? Because if they do, they will be your ally. If they don’t, it’s going to be a little bit tougher. Next, know exactly what you said, right? Like what are the what what is the priority of that executive team. Because security is always a cost. Right. And it’s your job as a security leader to is to communicate why security is not a cost.
00:18:40:10 – 00:18:58:12
CISO
It is a, you know, it’s to protect the revenue. Right? So you have to you have to think like, which is what is the culture like, what’s the culture? What do they care about? Some companies are very compliance. Like, you know, like if they are in a highly regulated industry, then you have to speak to them. From that perspective, security is part of compliance.
00:18:58:12 – 00:19:15:22
CISO
That’s how you’re going to get funding and money. Hey, hey, you’re not going to be to sell your products. You know, unless you’re compliant and you have to do these, these things right. And that’s not you. That’s just the regulator, right? That’s just the industry you’re in. So it’s part of it’s part it’s part of the cost of doing business.
00:19:15:22 – 00:19:36:10
CISO
Hey. And and executives understand that right. So there’s that approach. The other approach is definitely if you’re not in a regulated industry, you know, what you need to be able to do is what you said. How do you connect to this to your product, which is at the end of the day, customer trust? I mean, LastPass was a good example, right?
00:19:36:12 – 00:19:58:08
CISO
We talked about that in a previous episode right there. You know, they lost their customers trust. And those customers left to their competitors. Hey, you know, bring up, you know, bring up examples, you know, talk about things that have happened, you know, to other companies and you know, and so that way they can make a judgment call. Really.
00:19:58:08 – 00:20:17:01
CISO
Right. Like do we want to be the next company on the news. Do we want to lose our customers right. Because we didn’t do, you know, X, Y and Z, right. The right thing, you know, and then and then all you can do is just, you know, provide that information so they’re aware of it and then they have to make decisions.
00:20:17:06 – 00:20:36:01
CISO
But again, that’s part of being a security leader is being able to influence being able to talk in their language and being able to justify why, you know, why your security program needs, you know, needs this funding. I would say just be careful because I’ve seen some security leaders come and say, oh my gosh, we don’t do this.
00:20:36:01 – 00:21:01:02
CISO
We’re going to lose like millions of dollars, right? You know, like there’s and we were being attacked all the time. You know, that’s that was the boy that called were you. Can you only have so many of those. So you need to save them for really extreme, you know, extreme things. Because if every time you go to the, to the board and to the to the executives and you’re crying wolf, you see, I mean, they’re going to start to be kind of numb to it.
00:21:01:04 – 00:21:18:16
CISO
Oh, you know, I see so is a little because, you know, you’ll get a reputation I see. So it’s a little like, you know, very intense. That’s I’ve heard I’ve heard them say things like that. You know, I see CEO’s very intense. Yeah, yeah. He’s really crazy about security, you know, you don’t want that reputation.
00:21:18:16 – 00:21:36:10
Actual
Got it. So, like, let’s, let’s move into our marching orders. So for those listening who know they need to get better at this or want to get better at this, what can they do? Can you give us kind of three things that they can do after listening to this to help them improve their way of communicating security to the decision makers?
00:21:36:11 – 00:22:01:01
CISO
Yeah, absolutely. The first is don’t ever go talk to a senior executives and prepared like don’t go in there cold like translate your brief right. You know, go through your presentation multiple times. Have other people outside of security look at your presentation. Talk to them about what you’re going to present, okay. Make sure that you’re talking about revenue risk or reputation risk.
00:22:01:02 – 00:22:24:10
CISO
All right. Both you’re talking the business. That’s number one. Number two, you know, you know make sure you’re asking for the right thing. Right. Scope is going to cost tied to a specific outcome. You know, talk about the outcome and how you know what why that matters and how that’s going to add to the, you know, to to the company revenue, quantifiable cost, reputation.
00:22:24:12 – 00:22:46:13
CISO
And, you know, make sure that you’re, that you’re when somebody else looks at it right. Somebody on the executive team that it makes sense to them. And it’s not like because if they don’t understand it right, they’re going to think you’re crying wolf. Like, okay, security’s coming for another ask again rate. So make sure you understand that. Three okay.
00:22:46:13 – 00:23:12:23
CISO
The last thing is you know being the problem consequence solution cost recommendation. Make yourself the advisor not the not the alarm. Right. You’re there because security is your area. You’re the expert in this space. Make sure that you don’t always come with an ask sometimes. Come with information on hey, come with like education. Help your executives become better.
00:23:12:23 – 00:23:35:14
CISO
You know better security leaders to, you know, bring them along so you don’t have to. Every time go. It’s because you need more money. That’s again, that’s the crying wolf thing, right? But, you know, can’t build a reputation with them that hey, if I have a question because this is how you know, you’re a great security leader is when those executives call you up and they say, hey, I’m thinking about this.
00:23:35:18 – 00:23:46:03
CISO
What do you think? That’s how you know that you have now, you know, you’re now their security advisor. You’re there. You’re their security leader. You know that. They trust you.
00:23:46:05 – 00:24:03:08
Actual
Yeah. Let’s, and let’s also flip this around from a different angle. Right? Or the other angle. I should say. So for the, the business people, the decision makers, executives listening, not for the security person. What should they be asking from their security team to make sure they’re getting the real picture and not the theater or whatever?
00:24:03:08 – 00:24:04:08
Actual
Yeah.
00:24:04:10 – 00:24:26:07
CISO
You know, if if your security leader comes in and gives you, like, some, some long report and talks about, like, all the security controls that you have in place or that you need to, like, you know, tell them to take it back, tell them to take it back and redo it. We do their presentation until it makes sense, until it’s a business presentation.
00:24:26:09 – 00:24:49:15
CISO
I mean, you know, help them to help you, right? You know, don’t let them don’t don’t just take it in and then walk away and not get what you need as it as a executive. Right? You don’t understand it. It’s just like this. If finance came to you and just gave you a ledger, right, you’d be like, hey, you know, take that ledger and explain it to me in a short, concise way.
00:24:49:20 – 00:25:16:23
CISO
Make your security leader do the same thing. Hey, take your vulnerability scan and come back with a concise message, okay? You know, make them be better. Hey, you know, make sure that they’re talking to you in business terms, you know, and then, you know, just pay attention. Yeah. You know, pay attention and understand that. You know, that security leader, they’re going to be giving you some, you know, like from their perspective.
00:25:16:23 – 00:25:36:11
CISO
Right? But you need to be able to pull out what you need to. They’re going to give you information and some of it’s you care about and may not care about, but learn to pull out the things that are important to you as a, as an executive, okay? And then just, you know, if they do a good job, things that you see are are great.
00:25:36:11 – 00:25:57:20
CISO
Let them know. Right. That way they’ll do more of that. That’s how you mature your security leader too, because some organizations like security leaders come up through the organization. So then, you know, so they don’t know why they haven’t been trained and they don’t have the experience. So you can help them with that, you know, let them know, like, hey, this is what I expect from from our leaders.
00:25:57:20 – 00:26:02:22
CISO
When you’re presenting to the executive board, like tell them don’t just expect them to know.
00:26:03:00 – 00:26:21:11
Actual
Yeah that’s good. And then of course everyone’s leadership style is different. So I also would advocate for the, hey, you know, maybe help, help teach them what you want to hear. Obviously not every time you want them to pick it up, but maybe help, help them, maybe help pull it out of them, okay. And then guide them into how to ask for this the right way.
00:26:21:11 – 00:26:39:19
Actual
And maybe it’s I know still, but you just just helping them do that so they can be better in the future. Right. So yeah. Hey, mission success starts with, translation turning what you know into what can be acted on to the best security in the world protects nothing if it never gets funded. And so it may not get funded if it’s not pitched in the proper language that people can understand.
00:26:39:22 – 00:27:00:04
Actual
So this is about respecting and the people across the table that they have a mission to, and handling them and handing them a decision they can actually make. Right. So trust and verify your posture. Translate. Before you brief right size the ask, become the advisor and not the alarm. Execute the standard and we’ll see you next week.
00:27:00:06 – 00:27:03:23
Actual
Mission. Success isn’t about luck. It’s about preparation.
00:27:04:01 – 00:27:07:00
Actual
You’ve heard the Intel. Now go put it to use.
00:27:07:02 – 00:27:14:10
Actual
If you need to verify your security posture. I’ve established a secure line at watcher 6.com/secure.
00:27:14:12 – 00:27:17:12
Actual
Go there to get the briefing the enemy doesn’t want you to have.
00:27:17:14 – 00:27:20:20
Actual
We’ll see you next week. Until then, keep your head on a swivel.
