#CISOs

[cleverjudge]

Why CISA is Warning CISOs About a Breach at Sisense – Krebs on Security

The U.S. Cybersecurity and Infrastructure Security Agency (CISA) said today it is investigating a breach at business intelligence company Sisense, whose products are designed to allow companies to view the status of multiple third-party online services in a single dashboard. CISA urged all Sisense customers to reset any credentials and secrets that may have been shared with the company, which is…

[digitalcreationsllc]

CISOs struggling to understand value of security controls data - Help Net Security

Many CISOs are grappling with the conundrum of the purpose and value of security controls data in supporting critical business decisions, according to Panaseer. The biggest concern when taking on a new CISO role is receiving an inaccurate audit of the company’s security posture (54%). This is a tacit acknowledgment that inaccurate security data can hide points of weakness and result in security…

[realmrooikat]

comic doodle of the gay chair saga :3

[starriknight]

“Me as a person, I am jazzy Anne and ros singing a million dreams”

That’s so real poy ciso

[nederlandsespoorwegen]

I like you more than the actual NS.

why does no one believe im an NS employee 😭

[datamodel-of-disaster]

Some day, I am going to write more eloquently about how any system with a setup for defending against data security threats eventually devolves into treating its users as the threat, and this eventually *makes* these users a threat.

Some day.

For now, I just want to put this out here.

Picture a company. Let's say, a company that relies on external contractors for all of its IT development work. And I do mean, ALL OF IT.

This company has been doing a lot to increase their data security rating. Things like blocking people from accessing Gmail or Slack, making MS Teams chat unavailable for external employees, making it so externals cannot see anyone's agenda nor book meeting rooms, preventing usage of flashdrives, making a huge "data leak" hassle because an external developer had downloaded a file they needed for their work onto their own machine's desktop and a manager spotted this during a demo of the new development... You know, just corporate things. Cyber security swag.

Anyway.

Now picture this company has decided to get Next Level with their security.

Introducing: computers that only work if a "smart badge" is inserted, containing so much intrusive spyware that employees using them had to sign a legal document stating they are ok with that. Five fiery rings of hell to connect to a "secured" virtual workspace if working from home. Recording a Teams meeting? How about you just put a bomb in the server room, you terrorist. And most importantly... If you are not an internal payroll employee of sufficiently high rank...

YOU CAN NO LONGER SEND EMAILS WITH ATTACHMENTS.

...

...

So, how do you think people would respond?

...

Let me tell you: we are making fake user stories in Agile Accelerator and dropping our files in the Files section in order to share them with each other. Our manager is serving as our external postal office because she has hierarchical attachment sending clearance. We are classifying all our documents as "public" to minimize the hurdles.

We are becoming the threat, with grit teeth as we lose hours and days just trying to do our fucking job around all these "security features".

Cybersecurity? At this point I think a good fifth of my colleagues would click a phishing link On Purpose.

[ctobridge]

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[channeltechnologies]

The rise in cyber attacks in 2024 is a stark reminder that the digital landscape is becoming increasingly hostile. With organizations facing nearly 1,900 attacks per week, the need for agile, proactive security measures has never been more urgent.  It's time to ask: How well are you prepared to respond to this growing threat? Embrace real-time threat intelligence, continuous monitoring, and upskilling your team to stay one step ahead. Join us at the CT Cyber Charcha Cybersecurity Event, where industry experts will share strategies and insights on navigating the growing cyber threats in the mid-market. Let’s tackle this challenge together!

[thirtyeighthparallel]

Understanding the Art of Web Marketing: Methods for Success

Understanding the Power of Web Marketing

Web marketing has actually reinvented the way services get in touch with their target market. In today's electronic age, having a solid on the internet existence as well as effective advertising and marketing techniques is important for success. Online marketing incorporates a variety of activities, including seo (SEO), social networks advertising, content marketing, e-mail advertising, and a lot more. It permits organizations to get to an international audience, develop brand name awareness, create leads, and drive conversions. However, with the ever-evolving digital landscape, it is essential to remain upgraded with the most up to date fads as well as techniques to make the most of the capacity of net marketing.Key Techniques

for Successful Web Marketing

To grow in the competitive globe of web marketing, businesses require to develop a detailed approach that lines up with their goals and also target market. Most importantly, producing an aesthetically attractive and straightforward web site is important. This offers as the structure for all other online marketing efforts. It needs to be maximized for search engines, tons promptly, and also provide valuable and also interesting content. Furthermore, businesses ought to utilize social media platforms to get in touch with their target market, share appropriate material, as well as construct connections. Paid advertising and marketing, such as pay-per-click (PPC) projects, can likewise work in driving targeted traffic to an internet site. Lastly, businesses should focus on producing top notch content that informs, delights, and involves their target market. This can include article, videos, infographics, as well as more. By consistently providing important material, services can place themselves as industry believed leaders and also build depend on with their audience.In verdict, web marketing is a powerful device that companies can take advantage of to expand their brand and drive outcomes. By understanding its power and implementing essential strategies, companies can stick out in the electronic room as well as attain their advertising and marketing objectives. As the digital landscape proceeds to develop, it is important to remain current with the current patterns and also adjust methods as necessary. With the best method, businesses can master the art of web marketing and also unlock its full possibility.

Read more here Chief Security Officer

[jcmarchi]

Why agentic AI pilots fail and how to scale safely

New Post has been published on https://thedigitalinsider.com/why-agentic-ai-pilots-fail-and-how-to-scale-safely/

Why agentic AI pilots fail and how to scale safely

At the AI Accelerator Institute Summit in New York, Oren Michels, Co-founder and CEO of Barndoor AI, joined a one-on-one discussion with Alexander Puutio, Professor and Author, to explore a question facing every enterprise experimenting with AI: Why do so many AI pilots stall, and what will it take to unlock real value?

Barndoor AI launched in May 2025. Its mission addresses a gap Oren has seen over decades working in data access and security: how to secure and manage AI agents so they can deliver on their promise in enterprise settings.

“What you’re really here for is the discussion about AI access,” he told the audience. “There’s a real need to secure AI agents, and frankly, the approaches I’d seen so far didn’t make much sense to me.”

AI pilots are being built, but Oren was quick to point out that deployment is where the real challenges begin.

As Alexander noted:

“If you’ve been around AI, as I know everyone here has, you’ve seen it. There are pilots everywhere…”

Why AI pilots fail

Oren didn’t sugarcoat the current state of enterprise AI pilots:

“There are lots of them. And many are wrapping up now without much to show for it.”

Alexander echoed that hard truth with a personal story. In a Forbes column, he’d featured a CEO who was bullish on AI, front-loading pilots to automate calendars and streamline doctor communications. But just three months later, the same CEO emailed him privately:

“Alex, I need to talk to you about the pilot.”

The reality?

“The whole thing went off the rails. Nothing worked, and the vendor pulled out.”

Why is this happening? According to Oren, it starts with a misconception about how AI fits into real work:

“When we talk about AI today, people often think of large language models, like ChatGPT. And that means a chat interface.”

But this assumption is flawed.

“That interface presumes that people do their jobs by chatting with a smart PhD about what to do. That’s just not how most people work.”

Oren explained that most employees engage with specific tools and data. They apply their training, gather information, and produce work products. That’s where current AI deployments miss the mark, except in coding:

“Coding is one of those rare jobs where you do hand over your work to a smart expert and say, ‘Here’s my code, it’s broken, help me fix it.’ LLMs are great at that. But for most functions, we need AI that engages with tools the way people do, so it can do useful, interesting work.”

The promise of agents and the real bottleneck

Alexander pointed to early agentic AI experiments, like Devin, touted as the first AI software engineer:

“When you actually looked at what the agent did, it didn’t really do that much, right?”

Oren agreed. The issue wasn’t the technology; it was the disconnect between what people expect agents to do and how they actually work:

“There’s this promise that someone like Joe in finance will know how to tell an agent to do something useful. Joe’s probably a fantastic finance professional, but he’s not part of that subset who knows how to instruct computers effectively.”

He pointed to Zapier as proof: a no-code tool that didn’t replace coders.

“The real challenge isn’t just knowing how to code. It’s seeing these powerful tools, understanding the business problems, and figuring out how to connect the two. That’s where value comes from.”

And too often, Oren noted, companies think money alone will solve it. CEOs invest heavily and end up with nothing to show because:

“Maybe the human process, or how people actually use these tools, just isn’t working.”

This brings us to what Oren called the real bottleneck: access, not just to AI, but what AI can access.

“We give humans access based on who they are, what they’re doing, and how much we trust them. But AI hasn’t followed that same path. Just having AI log in like a human and click around isn’t that interesting; that’s just scaled-up robotic process automation.”

Instead, enterprises need to define:

What they trust an agent to do

The rights of the human behind it

The rules of the system it’s interacting with

And the specific task at hand

These intersect to form what Oren called a multi-dimensional access problem:

“Without granular controls, you end up either dialing agents back so much they’re less useful than humans, or you risk over-permissioning. The goal is to make them more useful than humans.”

Why specialized agents are the future (and how to manage the “mess”)

As the conversation shifted to access, Alexander posed a question many AI leaders grapple with: When we think about role- and permission-based access, are we really debating the edges of agentic AI?

“Should agents be able to touch everything, like deleting Salesforce records, or are we heading toward hyper-niche agents?”

Oren was clear on where he stands:

“I’d be one of those people making the case for niche agents. It’s the same as how we hire humans. You don’t hire one person to do everything. There’s not going to be a single AI that rules them all, no matter how good it is.”

Instead, as companies evolve, they’ll seek out specialized tools, just like they hire specialized people.

“You wouldn’t hire a bunch of generalists and hope the company runs smoothly. The same will happen with agents.”

But with specialization comes complexity. Alexander put it bluntly:

“How do we manage the mess? Because, let’s face it, there’s going to be a mess.”

Oren welcomed that reality:

“The mess is actually a good thing. We already have it with software. But you don’t manage it agent by agent, there will be way too many.”

The key is centralized management:

A single place to manage all agents

Controls based on what agents are trying to do, and the role of the human behind them

System-specific safeguards, because admins (like your Salesforce or HR lead) need to manage what’s happening in their domain

“If each agent or its builder had its own way of handling security, that wouldn’t be sustainable. And you don’t want agents or their creators deciding their own security protocols – that’s probably not a great idea.”

Why AI agents need guardrails and onboarding

The question of accountability loomed large. When humans manage fleets of AI agents, where does responsibility sit?

Oren was clear:

“There’s human accountability. But we have to remember: humans don’t always know what the agents are going to do, or how they’re going to do it. If we’ve learned anything about AI so far, it’s that it can have a bit of a mind of its own.”

He likened agents to enthusiastic interns – eager to prove themselves, sometimes overstepping in their zeal:

“They’ll do everything they can to impress. And that’s where guardrails come in. But it’s hard to build those guardrails inside the agent. They’re crafty. They’ll often find ways around internal limits.”

The smarter approach? Start small:

Give agents a limited scope.

Watch their behavior.

Extend trust gradually, just as you would with a human intern who earns more responsibility over time.

This led to the next logical step: onboarding. Alexander asked whether bringing in AI agents is like an HR function.

Oren agreed and shared a great metaphor from Nvidia’s Jensen Huang:

“You have your biological workforce, managed by HR, and your agent workforce, managed by IT.”

Just as companies use HR systems to manage people, they’ll need systems to manage, deploy, and train AI agents so they’re efficient and, as Alexander added, safe.

How to manage AI’s intent

Speed is one of AI’s greatest strengths and risks. As Oren put it:

“Agents are, at their core, computers, and they can do things very, very fast. One CISO I know described it perfectly: she wants to limit the blast radius of the agents when they come in.”

That idea resonated. Alexander shared a similar reflection from a security company CEO:

“AI can sometimes be absolutely benevolent, no problem at all, but you still want to track who’s doing what and who’s accessing what. It could be malicious. Or it could be well-intentioned but doing the wrong thing.”

Real-world examples abound from models like Anthropic’s Claude “snitching” on users, to AI trying to protect its own code base in unintended ways.

So, how do we manage the intent of AI agents?

Oren drew a striking contrast to traditional computing:

“Historically, computers did exactly what you told them; whether that’s what you wanted or not. But that’s not entirely true anymore. With AI, sometimes they won’t do exactly what you tell them to.”

That makes managing them a mix of art and science. And, as Oren pointed out, this isn’t something you can expect every employee to master:

“It’s not going to be Joe in finance spinning up an agent to do their job. These tools are too powerful, too complex. Deploying them effectively takes expertise.”

Why pilots stall and how innovation spreads

If agents could truly do it all, Oren quipped:

“They wouldn’t need us here, they’d just handle it all on their own.”

But the reality is different. When Alexander asked about governance failures, Oren pointed to a subtle but powerful cause of failure. Not reckless deployments, but inertia:

“The failure I see isn’t poor governance in action, it’s what’s not happening. Companies are reluctant to really turn these agents loose because they don’t have the visibility or control they need.”

The result? Pilot projects that go nowhere.

“It’s like hiring incredibly talented people but not giving them access to the tools they need to do their jobs and then being disappointed with the results.”

In contrast, successful AI deployments come from open organizations that grant broader access and trust. But Oren acknowledged the catch:

“The larger you get as a company, the harder it is to pull off. You can’t run a large enterprise that way.”

So, where does innovation come from?

“It’s bottom-up, but also outside-in. You’ll see visionary teams build something cool, showcase it, and suddenly everyone wants it. That’s how adoption spreads, just like in the API world.”

And to bring that innovation into safe, scalable practice:

Start with governance and security so people feel safe experimenting.

Engage both internal teams and outside experts.

Focus on solving real business problems, not just deploying tech for its own sake.

Oren put it bluntly:

“CISOs and CTOs, they don’t really have an AI problem. But the people creating products, selling them, managing finance – they need AI to stay competitive.”

Trusting AI from an exoskeleton to an independent agent

The conversation circled back to a critical theme: trust.

Alexander shared a reflection that resonated deeply:

“Before ChatGPT, the human experience with computers was like Excel: one plus one is always two. If something went wrong, you assumed it was your mistake. The computer was always right.”

But now, AI behaves in ways that can feel unpredictable, even untrustworthy. What does that mean for how we work with it?

Oren saw this shift as a feature, not a flaw:

“If AI were completely linear, you’d just be programming, and that’s not what AI is meant to be. These models are trained on the entirety of human knowledge. You want them to go off and find interesting, different ways of looking at problems.”

The power of AI, he argued, comes not from treating it like Google, but from engaging it in a process:

“My son works in science at a biotech startup in Denmark. He uses AI not to get the answer, but to have a conversation about how to find the answer. That’s the mindset that leads to success with AI.”

And that mindset extends to gradual trust:

“Start by assigning low-risk tasks. Keep a human in the loop. As the AI delivers better results over time, you can reduce that oversight. Eventually, for certain tasks, you can take the human out of the loop.”

Oren summed it up with a powerful metaphor:

“You start with AI as an exoskeleton; it makes you bigger, stronger, faster. And over time, it can become more like the robot that does the work itself.”

The spectrum of agentic AI and why access controls are key

Alexander tied the conversation to a helpful analogy from a JP Morgan CTO: agentic AI isn’t binary.

“There’s no clear 0 or 1 where something is agentic or isn’t. At one end, you have a fully trusted system of agents. On the other hand, maybe it’s just a one-shot prompt or classic RPA with a bit of machine learning on top.”

Oren agreed:

“You’ve described the two ends of the spectrum perfectly. And with all automation, the key is deciding where on that spectrum we’re comfortable operating.”

He compared it to self-driving cars:

“Level 1 is cruise control; Level 5 is full autonomy. We’re comfortable somewhere in the middle right now. It’ll be the same with agents. As they get better, and as we get better at guiding them, we’ll move further along that spectrum.”

And how do you navigate that safely? Oren returned to the importance of access controls:

“When you control access outside the agent layer, you don’t have to worry as much about what’s happening inside. The agent can’t see or write to anything it isn’t allowed to.”

That approach offers two critical safeguards:

It prevents unintended actions.

It provides visibility into attempts, showing when an agent tries to do something it shouldn’t, so teams can adjust the instructions before harm is done.

“That lets you figure out what you’re telling it that’s prompting that behavior, without letting it break anything.”

The business imperative and the myth of the chat interface

At the enterprise level, Oren emphasized that the rise of the Chief AI Officer reflects a deeper truth:

“Someone in the company recognized that we need to figure this out to compete. Either you solve this before your competitors and gain an advantage, or you fall behind.”

And that, Oren stressed, is why this is not just a technology problem, it’s a business problem:

“You’re using technology, but you’re solving business challenges. You need to engage the people who have the problems, and the folks solving them, and figure out how AI can make that more efficient.”

When Alexander asked about the biggest myth in AI enterprise adoption, Oren didn’t hesitate:

“That the chat interface will win.”

While coders love chat interfaces because they can feed in code and get help most employees don’t work that way:

“Most people don’t do their jobs through chat-like interaction. And most don’t know how to use a chat interface effectively. They see a box, like Google search, and that doesn’t work well with AI.”

He predicted that within five years, chat interfaces will be niche. The real value?

“Agents doing useful things behind the scenes.”

How to scale AI safely

Finally, in response to a closing question from Alexander, Oren offered practical advice for enterprises looking to scale AI safely:

“Visibility is key. We don’t fully understand what happens inside these models; no one really does. Any tool that claims it can guarantee behavior inside the model? I’m skeptical.”

Instead, Oren urged companies to focus on where they can act:

“Manage what goes into the tools, and what comes out. Don’t believe you can control what happens within them.”

Final thoughts

As enterprises navigate the complex realities of AI adoption, one thing is clear: success won’t come from chasing hype or hoping a chat interface will magically solve business challenges. 

It will come from building thoughtful guardrails, designing specialized agents, and aligning AI initiatives with real-world workflows and risks. The future belongs to companies that strike the right balance; trusting AI enough to unlock its potential, but governing it wisely to protect their business. 

The path forward isn’t about replacing people; it’s about empowering them with AI that truly works with them, not just beside them.

[starriknight]

Guys ngl I’m so happy that it’s a Freddie coy finale…I said it…

[cyrapidai]

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[ceh-certification]

The Modern CISO Playbook: Balancing Risk, Compliance, and Innovation

In today's interconnected digital landscape, the role of the Chief Information Security Officer (CISO) has transcended its traditional technical boundaries. No longer merely a gatekeeper of IT systems, the modern CISO stands at the nexus of technology, business strategy, and risk management. This evolution demands a dynamic approach, a "playbook" that balances the imperative of securing an organization's assets with the need to foster innovation and ensure regulatory compliance.

Outline how CISOs align cybersecurity with business growth goals

A fundamental shift in the CISO's responsibilities involves deeply integrating cybersecurity into the broader business objectives. It's about moving from a perception of security as a cost center to recognizing it as an enabler of growth. For instance, consider a company expanding into new international markets. The CISO must not only understand the cybersecurity implications of operating in those regions, including data residency laws and industry-specific regulations, but also proactively build a security architecture that facilitates this expansion without introducing undue risk. This involves collaborating with legal, sales, and product development teams from the outset to embed security by design, rather than as an afterthought.

Furthermore, a forward-thinking CISO actively seeks opportunities where cybersecurity can become a competitive advantage. This could mean showcasing robust data protection practices to attract privacy-conscious customers or leveraging advanced security analytics to gain market insights while maintaining confidentiality. By framing security as a driver of trust and resilience, the CISO secures the necessary executive buy-in and resources to support business initiatives.

Explain the tension between enabling digital transformation and managing risk

The rapid pace of digital transformation, encompassing cloud adoption, mobile workforces, and the widespread use of new technologies, presents a constant tension for the CISO. On one hand, these transformations are crucial for enhancing efficiency, improving customer experience, and unlocking new revenue streams. On the other hand, each new technology and digital initiative introduces new attack surfaces and inherent risks.

The CISO's challenge is to enable this transformation while ensuring that security is not compromised. This requires a pragmatic approach to risk. It’s not about preventing every single risk, which would stifle innovation, but about understanding, assessing, and mitigating risks to an acceptable level. For example, implementing a new cloud-based CRM system requires the CISO to evaluate the vendor's security posture, establish secure configurations, and implement robust access controls, all while ensuring the system remains accessible and usable for the business. This balancing act demands continuous communication and collaboration with business leaders to articulate potential risks in business terms, allowing for informed decision-making.

Detail frameworks CISOs use (e.g., NIST CSF, ISO 27001) for strategic decisions

To navigate this complex landscape, CISOs rely on established cybersecurity frameworks that provide a structured approach to managing information security risks. Two prominent examples are the NIST Cybersecurity Framework (NIST CSF) and ISO 27001.

The NIST CSF, developed by the National Institute of Standards and Technology, offers a flexible, risk-based approach to improving an organization's cybersecurity posture. It is structured around five core functions: Identify, Protect, Detect, Respond, and Recover. For a CISO, the NIST CSF provides a clear roadmap for understanding the organization's current security state, identifying areas for improvement, and prioritizing investments. Its adaptability allows organizations of varying sizes and complexities to tailor its implementation to their specific needs.

ISO 27001, an international standard, specifies requirements for establishing, implementing, maintaining, and continually improving an Information Security Management System (ISMS). Achieving ISO 27001 certification demonstrates an organization's commitment to information security and provides a robust framework for managing risks across legal, physical, and technical controls. Many organizations pursue ISO 27001 for international recognition and to build trust with customers and partners.

A skilled CISO will often leverage elements from both frameworks, adapting them to the organization's unique risk appetite and regulatory obligations. These frameworks provide the governance structure necessary for making strategic decisions about security investments, policy development, and operational practices. An EC-Council certified CISO, for example, would possess a deep understanding of these frameworks and their practical application.

Discuss KPIs that matter to boards and how CISOs present them

Reporting to the board of directors is a critical aspect of the CISO's role. Boards are primarily concerned with business risk and financial implications, not technical jargon. Therefore, CISOs must translate complex cybersecurity metrics into meaningful Key Performance Indicators (KPIs) that resonate with executive leadership.

Effective KPIs for board reporting include:

Mean Time to Detect (MTTD) and Mean Time to Respond (MTTR): These metrics quantify the efficiency of security operations in identifying and addressing incidents.

Risk Exposure (Quantified): Expressing cybersecurity risk in financial terms (e.g., potential loss from a data breach) helps the board understand the tangible impact of security vulnerabilities.

Compliance Posture: Reporting on adherence to relevant regulations (e.g., GDPR, HIPAA) and industry standards provides assurance of legal and reputational risk mitigation.

Security Awareness Training Completion Rates and Effectiveness: Demonstrating a reduction in phishing click-through rates or successful social engineering attempts shows a maturing security culture.

Third-Party Risk Assessment Status: Given the interconnectedness of modern businesses, the board needs to understand the risk presented by vendors and partners.

When presenting these KPIs, the CISO should focus on trends, progress against baselines, and the impact of security investments on business resilience and growth. Visual aids, such as dashboards and executive summaries, are crucial for clear and concise communication, empowering the board to make informed strategic decisions.

Highlight how CISOs manage third-party and supply chain risk

The increasing reliance on third-party vendors and complex supply chains has significantly expanded the attack surface for organizations. A single vulnerability in a supplier's system can directly impact the primary organization, as seen in numerous high-profile breaches. Consequently, managing third-party and supply chain risk has become a paramount responsibility for the CISO.

This involves implementing a robust vendor risk management program that includes:

Comprehensive Due Diligence: Thoroughly vetting potential vendors' security postures before engaging their services.

Contractual Security Requirements: Including explicit clauses in contracts that outline security expectations, audit rights, incident reporting obligations, and liability.

Continuous Monitoring: Regularly assessing and monitoring the security posture of critical third-party vendors, ideally through automated tools and threat intelligence feeds.

Incident Response Integration: Developing joint incident response plans with key suppliers to ensure coordinated and rapid action in the event of a breach affecting the supply chain.

Supply Chain Mapping: Understanding the intricate web of dependencies within the supply chain to identify potential weak points.

The CISO must foster a culture of shared responsibility, educating internal teams and external partners about their role in maintaining overall security.

Include how emerging tech like AI and IoT shift the CISO's role

The relentless emergence of new technologies like Artificial Intelligence (AI) and the Internet of Things (IoT) is fundamentally reshaping the CISO's role.

AI's Impact: AI presents both significant opportunities and new challenges for cybersecurity. On the opportunity side, AI-powered tools can enhance threat detection by analyzing vast datasets for anomalies, automate incident response, and improve vulnerability management. However, AI also introduces new attack vectors, such as adversarial AI designed to bypass defenses, and concerns around algorithmic bias and the "black box" nature of some AI models. The CISO must understand how to securely implement AI within the organization, manage the risks associated with its use, and prepare for AI-driven attacks. This often requires collaborating with data scientists and machine learning engineers to embed security principles into the AI development lifecycle.

IoT's Impact: The proliferation of IoT devices, from smart sensors in industrial settings to connected medical devices, expands the network perimeter dramatically. These devices often have limited security features, making them attractive targets for attackers. The CISO's responsibilities now extend to securing this vast and diverse ecosystem, which involves:

Device Inventory and Asset Management: Gaining visibility into all connected devices.

Vulnerability Management for IoT: Identifying and patching vulnerabilities in IoT devices, which can be particularly challenging due to their often-proprietary nature.

Network Segmentation: Isolating IoT devices on separate network segments to limit potential damage from a breach.

Secure Device Lifecycle Management: Ensuring security is considered from the device's inception through its decommissioning.

The modern CISO must be a perpetual learner, constantly adapting strategies and leveraging certifications, such as those offered by EC-Council, to stay ahead of the curve in this rapidly evolving technological landscape. The CISO's playbook is not static; it's a living document, continually refined by emerging threats, technological advancements, and the ever-changing demands of business.

[threedtekinc]

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[netobjex]

Why Your Next Product Needs IoT & Blockchain at Its Core

We’re no longer just building products — we’re building ecosystems. From smart thermostats that learn your schedule to shipping containers that talk to cloud systems in real time, modern products are no longer isolated tools. They’re connected, intelligent, and expected to operate seamlessly across the digital landscape.

That’s where IoT (Internet of Things) and Blockchain come in — not as futuristic buzzwords, but as the backbone of next-generation product design.

If you're developing a new product — whether it's a consumer gadget, an industrial tool, or a B2B platform — here's why embedding IoT and blockchain from the start isn't just a bonus. It's essential.

The Shift Toward Smarter, Safer Products

Customers today want more than functionality — they want convenience, real-time responsiveness, and peace of mind. Products are expected to be:

Aware of their surroundings

Capable of sending/receiving data

Easy to control remotely

Secure and trustworthy

These aren’t nice-to-haves. They're baseline expectations.

That’s where IoT shines. By embedding sensors and connectivity into everyday items, you unlock a world where devices can sense, adapt, and report — enabling predictive maintenance, usage analytics, and remote control.

But connectivity alone isn’t enough. In a world full of data breaches, trust is paramount — and that’s what makes blockchain a perfect complement. With its decentralized structure and tamper-proof logs, blockchain secures every transaction and interaction, giving both users and businesses peace of mind.

Why Combine IoT and Blockchain?

IoT is powerful. But it also opens up vulnerabilities.

Cybercriminals might potentially access any linked gadget. With billions of IoT devices projected to be online, traditional security models simply can’t scale.

Blockchain brings accountability and transparency to this complex web of connections. Here's what happens when you bring both technologies together:

Real-Time Data + Immutable Records

Because sensor data from IoT devices is saved on blockchain, it is easily auditable and immune to tampering.

Decentralized Security

IoT networks often rely on centralized systems that can be hacked. Blockchain decentralizes control, reducing single points of failure.

Automated Trust with Smart Contracts

Smart contracts can trigger actions when certain IoT conditions are met — all without human intervention or risk of manipulation.

Better Device Authentication

Blockchain can assign unique IDs to devices, making it easier to verify their identity and control access securely.

Real-World Applications That Prove the Point

This isn’t theory — it’s already happening.

Supply Chain: Products equipped with IoT sensors can track temperature, humidity, and location in real time. Blockchain verifies each step of the journey, ensuring transparency and trust across stakeholders.

Healthcare Devices: From insulin pumps to fitness trackers, IoT devices gather sensitive data. Storing that data on blockchain means it's not only secure but accessible only to the right parties.

Smart Cities: IoT sensors monitor everything from traffic lights to energy usage. Blockchain adds a layer of transparency and auditability, critical for public trust.

Automotive: Connected vehicles are now equipped with diagnostics, GPS, and over-the-air updates. Blockchain can log vehicle history, insurance, and software changes securely.

Why Start from the Ground Up?

Trying to bolt IoT or blockchain onto an existing product later is like trying to add airbags to a car after it’s been built. It’s expensive, complicated, and inefficient.

The best approach is to design with these technologies in mind from day one.

Here’s what that enables you to do:

Architect your product for data-sharing and automation

Choose the right hardware and protocols early

Embed blockchain-enabled security frameworks at a foundational level

Build compliance into the system from the get-go (especially for industries like healthcare or finance)

This proactive mindset saves money, avoids rework, and most importantly — creates better, smarter products.

Challenges? Yes. But Worth It.

Integrating IoT and blockchain isn’t plug-and-play. It comes with its own challenges:

Scalability: IoT generates massive data. Blockchain occasionally has issues with speed and volume.

Energy Use: Especially for proof-of-work chains, energy efficiency must be considered.

Interoperability: Not all devices and blockchains play well together. Custom integration may be required.

Cost: Adding sensors and secure ledgers can increase upfront costs.

But the long-term value — reduced risk, enhanced user trust, predictive insights, and product longevity — far outweighs these hurdles.

That’s where working with experienced partners like NetObjex becomes crucial. We help you navigate architecture, choose the right platforms, ensure compliance, and future-proof your product roadmap.

A Future Where Products Are Platforms

The world is moving toward “product ecosystems” — think of how your smartphone connects to your watch, car, fridge, and cloud services. Your product, no matter the industry, will soon need to be part of a larger connected ecosystem.

Integrity, intelligence, and interoperability are becoming required design features. It’s a competitive edge.

Final Thoughts

If you’re developing a product and you haven’t considered IoT and blockchain yet — now is the time.

These aren’t just tech trends — they’re foundational shifts in how value is created, secured, and shared in the digital age.

At NetObjex, we help companies embed IoT and blockchain at the core of their product DNA, so they can scale confidently and deliver lasting value.

Ready to start building smarter, safer, connected products? Let’s talk.

Get in touch with us today