And Darryl.

Hey, thanks, Derrick.

So my role for this was incident commander, and with my experience of doing this for over 15 years, my focus has primarily been on developing and drafting the policies and processes and reviewing technologies and, and then the guidance that would be an incident response procedure.

And we have done those on our installations mainly from a, uh, a weather or some other kind of hazard, and we are now just updating d- our incident response plans to include cyber.

And so this was a tremendous opportunity to kind of go through that step by step and seeing all the pieces come together.

I really enjoyed the opportunity to be the incident commander because that showed me how all these pieces ge- have to come together.

And, uh, and again, it wasn't just me.

But, uh, from a leadership standpoint and understanding that how many different organizations you're sometimes coordinating with in the case of a real or, uh, incident, and having some structure around that, and the importance of having that structure to know when to call in people, let go of different people, um, understand what you need to know in order for you to make a decision, 'cause you played our incident commander, the things that you would need to know in order for you to make an informed decision, talk to that whole notion of the different groups and pulling them in, when, when, when you had to let them go, and having a structure around that.

And Darryl.

Hey, thanks, Derrick.

So my role for this was incident commander, and with my experience of doing this for over 15 years, my focus has primarily been on developing and drafting the policies and processes and reviewing technologies and, and then the guidance that would be an incident response procedure.

And we have done those on our installations mainly from a, uh, a weather or some other kind of hazard, and we are now just updating d- our incident response plans to include cyber.

And so this was a tremendous opportunity to kind of go through that step by step and seeing all the pieces come together.

I really enjoyed the opportunity to be the incident commander because that showed me how all these pieces ge- have to come together and, uh, and again, it wasn't just me.

The way you guys set up this exercise is, uh, we have a number of people who all pa- participate in this role.

The things that you would need to know in order for you to make an informed decision, talk to that whole notion of the different groups and pulling them in, when, when, when you had to let them go, and having a structure around that.

Well, you already did, did an intro, but for those that are just now joining, could you give, uh, another really quick intro and kinda your perspectives on this panel?

Certainly.

So Darryl Hagley, uh, the technical director for the Cyber Resiliency Office of Control Systems.

So yes, the acronym is CROCS, and we are kind of the sibling of the Cyber Resiliency Office of Weapon Systems, CROWS, that the Air Force and Space Force have put together to focus on the weapons system side.

So we're integrating cyber from the beginning for the control systems, operational technology, the power, water, uh, uh, manufacturing, fuel, security forces, fire and life safety.

You know, those things to where operational technology is front and center.

Uh, I've had the privilege of, of being, uh, with CSAE for, oh, I guess almost 10-plus years, and just, uh, and, and, and working in this space for 15, so just always, uh, enjoy these, uh, great opportunities to promote, uh, control systems.

How do we action that intelligence? How do we take that information and action it into our environments so that we're not waiting for a month later finding out that it actually goes after our PLCs or our brand or our site? How do we turn that into actionable information to move forward? So I'll start with Darryl again, but feel free to jump in anybody, 'cause I, again, I kind of directed that question at him to start out with.