Brendan Goode: Sure. Cybersecurity is a problem that if you allow the scaling complexity to overwhelm you, it can quickly. And capacity is an issue behind that as well. One thing we’ve been tackling with it is realizing it’s a team sport. It takes interdisciplinary perspectives; everything from your engineers to your analyst to your legal to your policy to everything to be brought in to help solving these complex problems. I believe we need to start leveraging a lot more talent that’s not only resident to us locally but across the community and be more aggressive about it. I believe that there’s a couple of, you know, plans that we can pursue to address some of these challenges. First is building the staff. We’ve…my organization have done quite a bit to leverage what DHS has been trying to do on the education front—the Scholarship for Service, the college intern programs, helping to encourage college universities to make this a priority; and going out there and doing the internship programs and turning men to career federal employees. It’s creating a great pipeline. It went from struggling to find one or two…
JIm Flyzik: Right.
Brendan Goode: To having people coming to us asking—“Hey, what do you have available for the summer?”
The second is—think of like a birds of a feather; establishing these collaborative engineering relationships with people trying to solve like problems in whether it’s the federal government or in the commercial sector itself. So there’s no need to try to reinvent the wheel and try to relearn some things that other organizations have done. That, to us, has allowed us to tap into experiences out there from people that have failed before and how we can build from it.
JIm Flyzik: Right.
Brendan Goode: And the last is building agility into our systems, our processes, and even our staffing to be able to adapt to the changing threats in technologies that are coming with it.
JIm Flyzik: Sure.
[END OF AUDIO 00:01:39]
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