Note that if I want to opt out of further communications, I have to do two separate things -- which actually becomes three things.

• First I have to click the last link to opt out of future TechTarget spam. (Yes, I deleted the actual links. But certainly none of my trustworthy readers would attempt to re-subscribe me, right...? <g>
• But that isn't enough -- I also have to separately opt out of future Avaya spam! (Why does the no-more-from-Avaya link live on a techtargetmail.com server? Whatever.) Clicking on that link eventually does land me on an avaya.com page, where I have to confirm my email address and indicate they don't have my permission to send me spam. Hmm, too difficult to embed my email in that link, when the other techtargetmail.com link did embed my email?
• Then after submitting it, another page pops up telling me that I'll soon receive an email with additional instructions! In this email there's a link -- to avaya.com with my email address embedded -- that I must click, I guess to double plus confirm that yes, I really really really do wish never to hear from you again. Clicking that link takes me to a page that promises my "permissions have successfully been set. Thank you."

A pox on both your houses, TechTarget and Avaya. I never asked for your stuff. Go away.

Spam, my friends, is only going to get worse. It was so easy to ban junk faxes in 1991. But even those regulations were weakened in 2005. So do you really think we'll see anything even remotely logical for outlawing spam? I doubt it, unless we the citizens foment a revolt. Let's get cracking!

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To kick off our celebration of our first five years, we asked ScienceLogic founders Dave Link, Richard Chart and Chris Cordray for their thoughts and memories on events leading to today’s milestone. How and why did they set out on this venture? What happened along the way – expected and unexpected? Why were they successful in times when other new (and established) businesses have come and gone?

How did you three put together this team?

We all worked together at a large Managed Service Provider for a couple of years before leaving to start ScienceLogic, so we all knew each other and knew our collective strengths. More importantly, each of us had worked with network management tools on some level (sales and marketing, engineering and product development), and knew first-hand all of the customer pain points, from every perspective. So we left and began rapidly figuring out how to build a better network management solution based upon our real world operational experience..

Dave: One interesting aspect is that our areas of expertise don’t overlap, which has contributed to our success. Chris is excellent with developing the product front-end and interface, Richard handled the backend architecture and engineering and I focused on the technical business side of sales and marketing. Our roles have been to build a product that works well and that provides real value to operations teams that experience the same day to day frustrations that we felt.

Whose idea was it to start the company?

Dave: It was really a collective effort. We were all passionate about “getting it right” and not just starting a company. We knew the industry need and between us, we had the knowledge and skill sets to address all of the right aspects of developing a product and a building a business around it.

What process did you go through to get started?

Richard: From the beginning we knew the type of solution the market needed and we knew that we wanted to build it as an appliance. From different vantage points, we had each experienced the effects of long, difficult and expensive installations that still exist with traditional network tools. Every install has unique variations: there are always different server types, varying hardware and software versions, different patches installed, and on and on. Every installation was time consuming and unpredictable. We knew that an appliance model would address all of these variables and save a lot of time on how quickly customers could achieve immediate value.

The harder decisions were around actually starting the business, assessing the market and of course determining the product pricing.

EM7 completely flips the traditional model of complex, lengthy and expensive deployments. How did you convince others that the EM7 Meta-Appliance product was valid?

Dave: Yes, EM7 totally disrupts the traditional model for network management. While others take a narrow approach, we intentionally designed EM7 to focus on the broad problem – managing the data center. How do you cover a variety of technologies and make sure they work seamlessly together? The vision was to make it easier, not harder, for customers.

Chris: I have to give it to Dave – very early on, he realized the power of a demo. If Dave could get in front of someone, he’d make them a believer. He’d use the Peter Falk/Columbo technique of “let me show you one more thing.” It was very effective. It’s getting easier, but even today people sometimes have to see EM7 in action before they become believers.

Can you describe the early days of running a new business?

Dave: ScienceLogic is a classic case of entrepreneurship. For the first year we worked out of our basements. We kept the costs low in every conceivable way and spent the first year developing the product before we even made a sale.

Chris: We stayed at lots of odd places when we were on the road, took cheap flights with multiple layovers and purchased lots of our first test equipment on eBay. This was during the dot-com bust so there was lots of equipment for sale on eBay, really cheap!

Richard: The amount of equipment I had in my house was absolutely crazy. Back then, servers were huge – I had a Cisco 6509 Catalyst, a Compaq Proliant DL380, Brocade switch, IBM Netfinity 4500R, and tons of other machines.

Chris: I had to install a new circuit box at home because I was blowing breakers. I remember when that 6509 crashed, we revived it and it died again. The second death was final.

So you started in your houses – what was your first office space?

Dave: My friend, the CEO at Ernst & Young Technology had a few extra cubes and a data center in their office that they graciously allowed us to use. Their help was an important step in helping us really formalize the business. We started doing well and adding people, but ironically, their company was downsizing. Before long, many of their original YET people were gone and the ScienceLogic team kept growing in to the open cubes.

Our first leased space was converted warehouse space in Chantilly, VA that once housed an internet radio station. It was cool – it had a large salt water fish tank, a loft, a spiral staircase and a Star Trek door that retracted into the walls with the customary lights and “whooshing” sound.

We outgrew the Chantilly space, leading to our current office in Reston, VA.

Who was the first ScienceLogic customer?

Our first paying customer was Martins Point Health Care. We deployed there in July 2004 and are pleased to say they continue to be a ScienceLogic customer. Other early (and still) EM7 customers include Navy Knowledge Online and the Department of Transportation. Nearly all of our customers are still actively using EM7 and renewing their maintenance.

Where do you see the company in the next 5, 10 or 15 years?

Well, our revenue has doubled year-over-year in each of the last three years, so of course we’d like to continue to grow like that or even faster. In five years we’ve gone from three founders to the point where Dave does not know everyone’s fondest childhood memory. We’ll continue to scale our growth to cover the demands of our growing customer base.

Where do you see the industry going over the coming years?

Chris: IT is always moving and gaining in complexity, so network management is also becoming more complicated. There’s increasing diversity, new standards, virtualization and cloud computing. All of these are today’s technologies. Customers have a mix of the old and the new, so EM7 has to accommodate and support both.

Richard: Each generation of products has a new set of ways to monitor, but the “old” doesn’t go away. Even when a new, hot technology comes along, the old technologies still need to be supported. We work to ensure EM7 keeps up with both.

Dave: After five years we’re just hitting our stride and we’re just now reaching the tipping point in awareness of ScienceLogic and EM7. We’re all still passionate about the product and as Chris and Rich said, there’s still a lot do. We’ll continue disrupting the market with EM7. Our vision hasn’t changed, and with the increasing levels of automation that customers demand, the market needs are greater than ever. Our future is as bright, or brighter, than ever and we’ll continue to be looking for smart ways to automate traditionally manual IT Operations processes.

What’s your advice for someone interested in starting their own business?

Chris: Be passionate. That’s what has gotten me through the tough times. I didn’t really appreciate this thought when I heard others say it before. But it’s very true.

Richard: I agree. We met and talked with lots of people who told us, “That’s been done before.” But we kept going because we truly believed in what we were doing and we knew that while our approach was different, that it would be successful.

Richard: Be fearless. You can’t be too nervous and you need to be able to expect and handle the stress because it will be there. You have to learn to accept the stressful times as a necessary part of the process of starting out on your own.

Dave: Know your niche from the beginning and give potential customers a compelling reason to trust you and really benefit from your solution. You have to know the problem, see the gap and have a clear and consistent vision of how to solve the problem. Then you have to execute. If you don’t build your team with “doers” you won’t make it.

Chris: It helps to have friends. ScienceLogic was built on friendships and relationships, starting with the three of us. If you look at our team, most of our hires are referrals – people who developed and maintained great connections with other great people throughout their careers. Maintain your connections and keep in touch with your network of friends.

Being commanded about by the child-monster has slowed down my news consumption. So, big thanks to Portswigger for the heads up. Apparently the UK gov’t wants to set the new detention limit without charges to 42 days. This has triggered a firestorm.

From BBC:

Shadow home secretary David Davis has resigned as an MP.

He is to force a by-election in his Haltemprice and Howden constituency which he will fight on the issue of the new 42-day terror detention limit.

Mr Davis told reporters outside the House of Commons he believed his move was a “noble endeavour” to stop the erosion of British civil liberties.

The 59-year-old is one of the best known Tory MPs and his resignation came as a complete surprise in Westminster.

He told reporters outside the Commons: “I will argue in this by-election against the slow strangulation of fundamental British freedoms by this government.”

BBC Political Editor Nick Robinson said it was an extraordinary move which was almost without precedent in British politics.

Read on.

Article Link

Blogger: Randall Gamby

An alarming trend is beginning to surface within SMB “PCI compliant” companies, like Hannaford Brothers (http://www.networkworld.com/news/2008/031708-hannaford-data-breach.html), Okemo Mountain Resort (http://www.okemo.com/okemowinter/security_update.asp), etc. Credit data is being stolen!  While this is exceedingly bad, I have a theory on why this is happening. 

Before I get into my theory I’d first like to talk about military bases.  As we all know, the military contains a lot of top secret information.  So how does, say the U.S. Army, protect it?  First, they classify what information needs to be protected.  Next they find a piece of property that they can physically secure.  Once the property has been thoroughly checked (no listening devices or mines buried in the ground) they construct a series of secure buildings to house the data. They then put up a fence with a limited number of gates with guard houses and guards to protect it. Then, most importantly, after certifying the security of the base, they use sentries to periodically patrol the perimeter of the grounds to ensure unauthorized access is not gained by spies sneaking in under the fence.

So what does this have to do with PCI compliance for SMBs?  Well the process of PCI certification is similar to what a military branch would do to secure their information.  Enterprises identify and classify what data falls under PCI compliance. They validate that the systems that contain the information are controlled properly and are locked down through processes and technologies. Then they build a fence of security around the systems to ensure only properly authorized personnel have access to them.  Finally they certify that the protections meet PCI compliance requirements. But unlike the military, I theorize that a lot of SMBs, short on personnel and resources, quit here.  In exploring the topic I’ve found that there’s an attitude by some executives that PCI compliance is a gate.  Once SMB organizations achieve PCI compliance, some move on to the next pressing security problem.  But this is the wrong attitude.  Just as the military found out eons ago, they must be constantly on guard because spies are always looking for kinks in the defense perimeter in order to slip in and gain access to information without authorization. 

It seems that SMBs are the most at risk of not having “guard patrols” constantly patrolling the perimeter due to the cost and resources needed to monitor and report on the security’s on-going effectiveness and the bad guys are now sneaking in stealing the very data they created these defenses to protect.

So what’s the warning? Whether you’re a SMB or Global Enterprise, PCI compliance is a gate, that’s pretty much a fact, but it can’t be left unguarded.  Time, money and resources must be allocated on an on-going basis else the bad guys will sneak in undetected and you may find yourself making a breach disclosure that wasn’t detected until it was too late.

Blogger: Randall Gamby

An alarming trend is beginning to surface within SMB ???PCI compliant??? companies, like Hannaford Brothers (http://www.networkworld.com/news/2008/031708-hannaford-data-breach.html), Okemo Mountain Resort (http://www.okemo.com/okemowinter/security_update.asp), etc. Credit data is being stolen!  While this is exceedingly bad, I have a theory on why this is happening. 

Before I get into my theory I???d first like to talk about military bases.  As we all know, the military contains a lot of top secret information.  So how does, say the U.S. Army, protect it?  First, they classify what information needs to be protected.  Next they find a piece of property that they can physically secure.  Once the property has been thoroughly checked (no listening devices or mines buried in the ground) they construct a series of secure buildings to house the data. They then put up a fence with a limited number of gates with guard houses and guards to protect it. Then, most importantly, after certifying the security of the base, they use sentries to periodically patrol the perimeter of the grounds to ensure unauthorized access is not gained by spies sneaking in under the fence.

So what does this have to do with PCI compliance for SMBs?  Well the process of PCI certification is similar to what a military branch would do to secure their information.  Enterprises identify and classify what data falls under PCI compliance. They validate that the systems that contain the information are controlled properly and are locked down through processes and technologies. Then they build a fence of security around the systems to ensure only properly authorized personnel have access to them.  Finally they certify that the protections meet PCI compliance requirements. But unlike the military, I theorize that a lot of SMBs, short on personnel and resources, quit here.  In exploring the topic I???ve found that there???s an attitude by some executives that PCI compliance is a gate.  Once SMB organizations achieve PCI compliance, some move on to the next pressing security problem.  But this is the wrong attitude.  Just as the military found out eons ago, they must be constantly on guard because spies are always looking for kinks in the defense perimeter in order to slip in and gain access to information without authorization. 

It seems that SMBs are the most at risk of not having ???guard patrols??? constantly patrolling the perimeter due to the cost and resources needed to monitor and report on the security???s on-going effectiveness and the bad guys are now sneaking in stealing the very data they created these defenses to protect.

So what???s the warning? Whether you???re a SMB or Global Enterprise, PCI compliance is a gate, that???s pretty much a fact, but it can???t be left unguarded.  Time, money and resources must be allocated on an on-going basis else the bad guys will sneak in undetected and you may find yourself making a breach disclosure that wasn???t detected until it was too late.