Sep 22, 2026 · 27 min · 9 segments
Send us Fan Mail Your vendors are not “outside” your business anymore. When an MSP, SaaS platform, or security provider plugs into your environment…
Bill HaberGuest
Gregory RasnerHost
Um, what's the most common oper-operational filters that you help a business with?
with?Well, I think that when we start talking with clients, um, we wanna understand their goals, and we wanna understand, uh, if they have a culture of security, um, and if the people they do business with value that and where they'd like to be.
Most of them have pretty generic goals about wanting to protect themselves, um, but aren't always thinking about it in terms of, am I business-ready? Can I, can I earn the trust of enterprise security executives? Um, and what does that mean today? What does it mean against my business and how my business is changing? So we really strongly believe in regular risk assessment to identify not only how they use technology but where they're going with it, um, things that-- initiatives they have underway, um, different businesses that they're getting into or expanding their business into.
So we spend a lot of time really, um, trying to identify where people are going, and then we make really good recommendations that are specific to their business, not necessarily, "Here's the things you all have to do," but rather, you know, "Here's what's pragmatic for your business.
Here's what you should really do in terms of having the multiple layers that are gonna earn you the trust with the clients that you're interested in, and here's the ROI of doing it." And that's, that's how we kind of, um, engage clients.
What's the best piece of advice we can give CEOs when evaluating tech vendor supply chains?
Well, whether they're evaluating it for their own purposes or being evaluated, it is, um, does it pass your sniff test? Uh-
They're answering questions that may or may not, uh, be accurate or may be an oversimplification.
And at the end of the day, um, what you're, what you're saying to businesses through your risk assessments and your risk readiness and your risk posture is, "I'm prepared for the following situations, and I could use help in these areas, and I'm happy to collaborate with you."
So don't be afraid to say, you know, strengths and weaknesses, but just make sure it's accurate and make sure that you're prepared to, to defend whatever that, that picture of risk looks like in your organization that's being carefully documented because, um, you know, defending it sometimes is something you gotta do.
It, it wants to focus on its core, what its core business is, and then buy the other things and services that it needs to, to do the rest.
It wants to go buy that so it can, it can hire the people it needs and manage them.
Um, so, so, so if you treat it like an extension of your enterprise, then, then you can, you can, you can get bill.
If you treat it like a, an extension of your enterprise, you're gonna, you're gonna assess it that way.
You wouldn't simply send a questionnaire over to your, your partner organization.
Um, what's the most common oper-operational filters that you help a business with?
with?Well, I think that when we start talking with clients, um, we wanna understand their goals, and we wanna understand, uh, if they have a culture of security, um, and if the people they do business with value that and where they'd like to be.
Most of them have pretty generic goals about wanting to protect themselves, um, but aren't always thinking about it in terms of, am I business-ready? Can I, can I earn the trust of enterprise security executives? Um, and what does that mean today? What does it mean against my business and how my business is changing? So we really strongly believe in regular risk assessment to identify not only how they use technology but where they're going with it, um, things that-- initiatives they have underway, um, different businesses that they're getting into or expanding their business into.
So we spend a lot of time really, um, trying to identify where people are going, and then we make really good recommendations that are specific to their business, not necessarily, "Here's the things you all have to do," but rather, you know, "Here's what's pragmatic for your business.
Here's what you should really do in terms of having the multiple layers that are gonna earn you the trust with the clients that you're interested in, and here's the ROI of doing it." And that's, that's how we kind of, um, engage clients.
What's the best piece of advice we can give CEOs when evaluating tech vendor supply chains?
Well, whether they're evaluating it for their own purposes or being evaluated, it is, um, does it pass your sniff test? Uh-
They're answering questions that may or may not, uh, be accurate or may be an oversimplification.
And at the end of the day, um, what you're, what you're saying to businesses through your risk assessments and your risk readiness and your risk posture is, "I'm prepared for the following situations, and I could use help in these areas, and I'm happy to collaborate with you."
So don't be afraid to say, you know, strengths and weaknesses, but just make sure it's accurate and make sure that you're prepared to, to defend whatever that, that picture of risk looks like in your organization that's being carefully documented because, um, you know, defending it sometimes is something you gotta do.
It, it wants to focus on its core, what its core business is, and then buy the other things and services that it needs to, to do the rest.
It wants to go buy that so it can, it can hire the people it needs and manage them.
Um, so, so, so if you treat it like an extension of your enterprise, then, then you can, you can, you can get bill.
If you treat it like a, an extension of your enterprise, you're gonna, you're gonna assess it that way.
You wouldn't simply send a questionnaire over to your, your partner organization.
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