Do you feel like, as currently constructed, they can do what Chris is recommending? Or is it more of a combination of them with others?

It's always going to be a combination of them with others.

What I've liked about CISA is it's always seek to gain partnership.

I've seen so many things come along the way, like NIPC or other things that started and folded.

But I think CISA has done a really good job of... seeking to be a partner, not a regulator, but a partner to help develop something to work from, like that common list of basic standards for really mom and pop shop.

Can you do these basic things? Cyber should not be something that's politicized because every minute we don't invest in it, our adversaries continue to work on it.

And I would pose this question to Chris as he comes up with his response.

So

And Ron, I think it would be helpful if you could walk us through what are some of the most, uh, common physical threats that an executive or, or a high-level director would face? But alongside those, those, uh, common physical threats, what are some of the blind spots or lesser-known physical threats that directors might not be thinking about?

You should look at your firm and the f- the company that you're supporting.

We mentioned it on the last episode, getting a threat briefing.

Understanding what threats the, uh, uh, firm is facing can highlight some of the threats you should be thinking about as a director.

If there's an adversary who's interested in embarrassing or hurting or someone that's really out to hurt someone at the company, if they're, they're thinking about that company, they, they can see you as a, an important part of that company because you're a director on that company's board.

You're a director, and therefore, if I act on you, I can affect, I can create the statement that I'm trying to make that will affect that company.

So knowing, uh, that the company has people that have unusual interest in them, and then your company, they should tell you if your name has come up while they're watching individuals that are making threats against the company.

What are some common physical security protocols that, uh, a firm might use to protect executives and board members? And alongside the protocols, how often should these be reviewed or updated, uh, to make sure that they're fit for purpose for the threats that, that these executives and board members might be facing?

So why are we about to hit that hockey stick curve upward now?

There's a bunch of reasons.

Let's just jump to the chase.

The big reason is that traditionally we've relied on something called supervised learning, right? I think everybody probably is familiar with this.

You take a model and you teach it to do something that you don't know how to teach it explicitly.

So just so everybody can have an image in their head.

Imagine you're trying to train a model 10 years ago to recognize photos.

um you know how can companies uh you know not just you know oh how can they get ahead how can they keep up because as someone that does this every day uh i struggle right and and i i agree with you i think that you know we are going to see this this hockey stick uh in the in the next couple of months how do businesses keep up