So, in conjunction with the BlueHat team, I am pleased to announce that the SDL team will be organizing the sessions for the second day of the fall BlueHat conference. The BlueHat SDL sessions will be laser-focused on not just describing vulnerabilities but also solving them. Every attendee should leave every presentation with a clear idea of exactly what he or she needs to do to protect themselves from the threat that was discussed during the session.

The sessions will begin, appropriately, with the topic of secure design. Danny Dhillon of EMC and the SDL team’s own Adam Shostack will each present their organization’s approach to threat modeling. As a bonus, Adam will also be demonstrating the new SDL Threat Modeling tool that you might have heard about last week.

Next up is Matt Miller, a recent and very welcome addition to the Microsoft Security Science team. Matt has a fantastic presentation on the evolution of buffer overflow attacks and on the corresponding development of overflow mitigations. From there we will switch gears to look at some managed code implementation issues: iSEC Partners’ Scott Stender and Alex Vidergar will demonstrate coding techniques to mitigate elusive concurrency vulnerabilities in web applications.

At this point we will have covered the Design and Implementation phases of the SDL; where better to go from here than Verification? One of the most important activities in the Verification phase is fuzzing, and we have a trio of security experts from the Microsoft Security Science team to talk about it. Jason Shirk, Lars Opstad, and Dave Weinstein will answer three of the most common fuzzing questions: How should I fuzz? When have I fuzzed enough? And what do I do now that I’ve fuzzed?

Finally, we will wrap up the Verification phase talks with a return appearance to BlueHat by Stach & Liu’s Vinnie Liu. Vinnie will compare different approaches to security verification – static code analysis, blackbox analysis, and manual code review – and make recommendations as to when each approach is best used.

Even if you can’t make it in to BlueHat in person, you can still watch the sessions via streaming media on TechNet. Additionally, webcast interviews with the speakers – condensed “Cliff’s Notes” versions of their full presentations – will be posted on Channel 9. And we’ll be continuing the BlueHat tradition of inviting speakers and other industry notables to guest blog about their topics and the latest security trends. More information on all of these resources will be posted here when it becomes available.

The name reveals some of its creepy appeal: Spykee = Spy Camera. I suppose the nanny you're trying to make sure isn't shaking your baby might be freaked out when it suddenly starts emitting Star Wars music, or such like. Made by Meccano under the Erector brand, its control software is Mac and Windows compatible.

I, for one, welcome our new Spykee overlords--on 15-Oct-2008 when it starts to ship generally.

Silicon Valley project finally gets underway: It's a still a pilot, small, with no promised outcome. And after all this time, a switch of partners, and new parameters, they've still mounted just 20 of 28 access points.

Cablevision will ultimately spend about $300m in building a Wi-Fi network exclusively for its customers; 2.4m of these customers qualify to use the service at no cost. There's no pay as you go option, no monthly subscription; you're either a subscriber of theirs, or not. It's a fascinating strategy, because they're leveraging all these dollars as a tool to crack its competitors in the market. With increasing competition from telephone companies that are offering television service, cable companies need to compete on voice, data, and video, as well as well as on mobile offerings. When the network is built, Cablevision can conceivably offer Wi-Fi telephony service, too.

I'm dying to know what the reduced churn rate and increase in subscriptions will be in six months. Given that hotspot access costs $10 to $30 per month depending on the network, Cablevision is delivering something of value. It's great honey for new subscribers and glue to keep current subscribers.

The company is claiming that with this latest activation, they have the largest Wi-Fi network for consumers in the U.S. They're likely correct. The only other public access network of scale that's being used by large numbers is in Minneapolis, and based on what I know about both networks, Cablevision probably deserves bragging rights. The network in Taipei, Taiwan, is likely still larger, but I haven't heard any usage number in nearly two years; at that point, subscription rates were 10 percent of what had been projected.

I am currently without a phone and would appreciate a speedy reply.

I have been a Verizon Wireless customer for over 5 years and my monthly bill easily averages over $200 during that time frame.  While I love your network, I have been completely unsatisfied by your selection of phones.  It is a stretch to say that my last phone worked—it had a feature called a battery that allowed me to switch from the car charger to my office charger without dying.  And I waited—under duress—until I was allowed to purchase a new phone with the discount.

My current phone has a wonderful battery life, but this is the 4th time the charger has snapped off in the phone.  The phone is fine, but I keep paying $30 for new chargers.  I refuse to purchase another or wait until February when I will be eligible for a new phone.  You sold a phone with a design flaw, and I’m not even asking for a refund or a free phone.  Just allow me to take a chance on a new one at the 2 year contract renewal rate. 

If not, I will gladly pay the early termination fee and leave Verizon.  On general principle, I will spend more money canceling my account with you than I would likely receive as a discount on a new phone.  As a customer, I consider it unacceptable that you sell inferior phones and leave me with no recourse.

The first time I waited haplessly to become eligible for a new phone.  I will not suffer a second time.  If you don’t like the fact that you will end up losing money by allowing me to purchase a new phone early, I suggest you take it up your vendors who supply you with awful products.  I can promise you that we will both lose more money if you don’t.

Sincerely,

Eric Marvets

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.

That's ASCII, not hex: An article on wardriving raises security hackles by repeating some slightly overheated statements about Wi-Fi security. The article opens with a 63-character ASCII WPA passphrase, which is later described as "hex." (ASCII passphrases in WPA can be up to 63 "printable" characters - ASCII 32 to 127 - while a hex version of a 256-bit TKIP or AES password is 64 hexadecimal digits long.) The article tries to conflate Wi-Fi attacks that led to the largest set of breaches in retail credit-card systems and wardriving, a hobbyist activity that's never been looked on very favorably by law enforcement. The sense of ennui of wardriving pioneers is pretty clear; when Wi-Fi is everywhere and generally secured, it's far less interesting. The wardriver in the article convinced the reporter that a maximum-length WPA passphrase stored on a USB drive for automatic use was the best way to go. But, really, 20 characters containing letters and punctuation and no words found in a dictionary along with changing your network's SSID (network name) provides all the security you'll ever need for a home or small business. (If you need more, deploy WPA/WPA2 Personal.)

Green Wi-Fi's Senegal efforts hit snags: The folks at Green Wi-Fi are well motivated, and they're running up against all forms of security theater and bureaucracy both here and in Senegal, where they have an active project. The San Francisco Chronicle notes the group's effort to build solar-powered, self-sustaining Internet access via mesh networked nodes. Getting devices out of the country, clearing customs in Senegal, and hooking up their solar system all hit problems they're working through. As with the One Laptop Per Child program, I see a "build it and they will come" mentality in Green Wi-Fi's mission statement: the notion that providing computing power and Internet access will result in good things, rather than an effort to figure out what good things need to be achieved, and whether computers and the Internet will assist.

HP buys Colubris: Colubris was an early wireless LAN company, making sophisticated hardware for the enterprise, but I've seen its market and products shift across many markets over several years, including hotspot offerings. I'd lost track of them in recent years, although this story says that the firm refocused on service providers rather than corporations. HP will integrate Colubris into ProCurve, which will compete more effectively against Cisco. A few years ago, there were beaucoup WLAN switch operators, each with somewhat different approaches and offerings. Airespace was bought by Cisco, Trapeze more recently by Belden, and Aruba went public.