May 24

@techLatino Applauds Apple on Naming Denise Young Smith VP of Diversity and Inclusion

Denise youngApple has appointed Denise Young Smith as its first-ever VP of diversity and inclusion, 9 to 5 Mac first reported. TechCrunch and @techlatino has since confirmed that Smith officially started in this role yesterday.

Smith previously served as head of worldwide human resources at Apple for three years, and has been involved in diversity programs at Apple for years. In her new role, Smith will report directly to Apple CEO Tim Cook. Regarding what happens to the human resources department, sources say the department will report to Apple SVP and CFO Luca Maestri.

Apple’s last head of diversity and inclusion, Jeffrey Siminoff, only held a director role. Given where Smith’s role falls into the leadership structure, Smith will be able to have more of an impact on Apple’s diversity and inclusion initiatives. Sources say this is a “significant upscaling of responsibility” in comparison to the role Siminoff held. Sources say Apple employees view this as a positive move for the company.

“@techlatino applauds Apple as they have stepped up their initiatives in Diversity and Inclusion,” said Jose Marquez, CEO of @techLatino: The National Association of Latinos in Information Sciences and Technology.  “By naming Denise Young Smith, Apple not only made an excellent choice to lead this department, but has made as serious commitment to take diversity to another level in Silicon Valley.   

Worldwide, Apple is 68 percent male and 32 percent female (In 2015, Apple was 69 percent male and 31 percent female), according to its latest diversity report. In the U.S., Apple is 56 percent white, 19 percent Asian, 12 percent Hispanic and 9 percent black.

“Our inclusion and diversity efforts are critically important to Apple’s future,” an Apple spokesperson said in a statement. “Denise’s years of experience, expertise and passion will help us make an even greater impact in this area.”

Sources say the position will mean Apple will be without a permanent VP of HR as Luca Maestri, the company’s SVP and CFO, steps in to fill the role temporarily.

In recent years Smith has been in the media to address issues of diversity at Apple and alsrelayed diversity news to employees, and she’s been involved in running the diversity programs before her official title change. Apple’s previous head of diversity and inclusion Jeffrey Siminoff held a director role from 2013 until January 2016 before leaving to Twitter. He reported to Denise who reported to Tim Cook, but now the Inclusion and Diversity team headed by Smith will report directly to Cook, making the new VP position the first to do so.

Smith has been at Apple for over 20 years and was first promoted to VP of worldwide HR back in 2014 from her previous role as head of HR for just Apple’s retail stores, a role that Steve Jobs handpicked her for during the early days of Apple’s retail efforts. She replaced Apple’s then HR head Joel Podolny who switched to focusing full-time on developing Apple University. Prior to that she served as Senior Director of Human Resources for Worldwide Operations and Corporate Employee Relations at Apple from 1997 to 2000.

Apple first started publicly reporting diversity data in its annual Diversity Report back in 2014 and released its latest report last August. Since then it has launched a number of initiatives as CEO Tim Cook continues to be outspoken on various topics publicly. Earlier this year Apple reportedly resisted a shareholder proposal to boost diversity at board and senior management level, but it’s clear the company isn’t standing still and has its own plans to increase efforts as it introduces the new position for Smith.

Apple has yet to update its Executive Profiles page where Smith is currently still listed with her old HR position.

May 23

The Untapped Hispanic Market: Hispanic-Owned Businesses

latinos 2By now, many marketers have heard of the tremendous opportunities the United States. Hispanic consumer represents in terms of numbers and purchasing power. However, in the age of hyper-segmentation and targeting, Millennials and bi-cultural Hispanics have risen to the top of marketer’s go-to Hispanic sub-segments. While most companies focus on this target, there is an untapped consumer segment that has serious growth potential, Hispanic business owners.

Many consumer marketers dismiss this segment as a B2B target. What they fail to remember, however, is that there are people behind businesses; business owners are people too, making them a unique B2C marketing opportunity.

Per a recent study by the Stanford Latino Entrepreneurship Initiative (SLEI); Latino firms continue to be created at faster rates than the national average. While new business creation slowed through the recession overall, Latinos continued to create firms at similarly high rates as before. The 2012 Census counted 3.3 million Latino firms, making up 12% of all U.S. firms. When you factor in Hispanic firms owned by two or more Latinos and family owned and operated businesses, that translates into almost 1 in 10 U.S. Hispanics being business owners.


Coupled with another statistic from the SLEI study, Latino firms are located all over the United States, with 75% in majority non-Latino neighborhoods serving mostly non-Latino customers, the halo effect of targeting Hispanic business owners is tremendous and has implications for potentially reaching non-Hispanics.


The opportunity for marketers is clear; targeting Hispanics via a Hispanic business owner perspective is a unique way to connect with a segment that almost every brand and company wants to reach. The Hispanic mother, the Hispanic family, and Hispanic food are cultural connections that have been used often by advertisers, the Hispanic business owner is one that is not often highlighted and helps marketers cut through the traditional Hispanic tropes we see.

In the past few years, Honda and Acura have positively showcased U.S. Hispanic business owners and entrepreneurs. In 2012, an ad called “Father and Son” utilized that relationship and a Hispanic-owned architecture firm for the launch of the Honda Accord redesign. And in 2015, Acura’s RDX was supported with an ad called “Cervantes”, depicting a humble and successful young businessman who never forgot where he came from. According to Luiz Salles, head of strategy at Orci, the agency behind the creative, “We wanted to show that Latinos play an important role in the business environment in the United States. A role beyond stereotypical Hispanic-heavy occupations. They are also, increasingly, professionals, business owners, and entrepreneurs. There are more than 4 million Hispanic-owned businesses in America with revenues of over $660 billion. In fact, Hispanic entrepreneurs have been starting businesses at a pace 15 times the national average over the last decade. That’s an astonishing contribution to our economy that deserves recognition — and we’re proud that Honda and Acura have done just that, recognized them.”

The Hispanic business creation rate is unique in the United States because the five-year average growth rate in the number of Latino firms has remained at double or triple that of the national average for the past fifteen years, per the SLEI report. This trend isn’t slowing down anytime soon. Targeting Hispanic business owners can not only position your brand uniquely in the minds of this growing entrepreneurial pool of consumers, it can also reach the diverse customer base that Hispanic business owners cater to, making the ROI of your Hispanic advertising dollars go far beyond Hispanic consumers.

May 23

@techlatino Guest Blogger: Howard Tullman: We Have Reached Peak Apps


Spare us your “killer apps.” We don’t need any more. What we do need is an app that kills all the underutilized or just plain useless apps that are taking up space on our phones.

I’m good. No mas. In fact, I’m up to here in unused apps and mystery buttons that, at best, are befuddling because I no longer have any idea of what they do or what they’re for. It’s great to have a cool-looking button for your app– unless no one can remember or figure out what it means or does 3or 4 days later. I’m sure that when I downloaded each and every one of these mission-critical apps, there was a very solid reason and a crucial need (hah!). Today I don’t have a clue. It reminds me of the days when you’d automatically accept every LinkedIn or Facebook request to connect because– after all– who could have too many contacts or friends? Be the first on your block to download the newest app, need it or not.

I’m now pondering whether I can spare the space on my phone any longer for these rusty and remnant placeholders from the near and distant past. And it’s a little depressing each week when the App Store reminds me that I have 87 updates to download as well. So, thanks, but no thanks. Please do me and my mobile a favor and don’t bring me your newest app to add to the vast array of orphans already sitting unloved and long untouched on my phone. We have jumped the shark and reached peak apps. It’s all downhill from here.
Spare us your “killer apps.” We don’t need any more. What we do need is an app that kills all the underutilized or just plain useless apps that are taking up space on our phones.
Even if I could find your new app among the 40,000+ new entries each month, I’m basically not interested because my plate is more than full. Of course, the very fact that it’s so noisy, cluttered and expensive to try to launch a new app and get the word out to the marketplace and especially to the likely users is the second reason why it’s pretty much a waste of breath to bring me your new breakthrough productivity product or umpteenth social media solution.

If I wasn’t such a lousy housekeeper, 70% of these tired and tiresome things would be gone and no longer taking up the very precious parcels of real estate that are the screens on my phone. In fact, while some of the buttons are vaguely familiar, I’d say that I have no concept whatsoever of what 25 of these things are even supposed to do. Neither do you, dear reader. What’s happening on your phone is no different from what I’m looking at. Whatever these things were supposed to be doing to us or for us, they’re not doing squat today.

It seems that we’re all digital hoarders for no good reason. I’d say that it’s just another instance of the persistence of the path of least resistance. Honestly, it takes about two taps on an icon and a simple press on the little “x” to make these things disappear, but we can’t bring ourselves to do it. Is it because we got them for free and we love hanging on to a bargain? Are we saving this stuff for a rainy day– just in case there’s a pressing need for some conference event app that you last used in 2012? Maybe. Too bad there’s not a Task Rabbit to take care of this torture for me.

The real explanation for the problem is actually older than time. It’s mostly about custom and utility. We are completely creatures of habit, loyal or lazy (you decide) and we get set in our ways, sheer inertia takes over, and we’re reluctant to budge because what’s working now is fine (or at least good enough) for us. (See Keep it Simple, Stupid.) The numbers we’re seeing from ComScore and others don’t lie and they are frighteningly consistent. We might “touch” a dozen or two dozen apps a month; that estimate seems way too high, but, even if it’s accurate, it’s a fleeting affair at best. We stick with the stuff that works and dance with the one(s) we brought to the party.

Right now, we are spending almost half of our phone time on a single app (usually our primary social network) and we spend 90% of the time on the 5 apps that we use the most. This doesn’t leave much running room for any of the new kids on the block and when you see how quickly the Instagram knockoff of Snapchat Stories blew right by it, you can also understand that, even if we’re willing to take a quick look at something new, we’re suckers for the tried and true. There’s a lot to be said for one-stop shopping. As I’ve said, the power of the ubiquitous platform (See Why Platforms is the New Plastic.) is the heart of Facebook’s continued dominance. Facebook remains the No. 1 app for anyone 25 and older. (See Facebook’s Fabulous Future.)


Bottom line: No one’s looking for new places to go. And we don’t need a newfangled app to tell us that.

May 22

A Peek into The Near Future of Healthcare


Last month, attendees at The Near Future in Washington, D.C. were treated to talks from world-renowned technology, innovation, and business experts who presented on how technologies of the future will one day change how we live, learn, work, and play. They brought on stage the latest in virtual reality, augmented reality, holograms and artificial intelligence and shared how these technologies are already transforming the world around us. Speaking at the event was Dr. Wyatt Decker, Vice President of the renowned Mayo Clinic and Emergency Physician, who highlighted how next-generation technologies are changing medical care, disease management, and helping us lead healthier lives.


“There are innovations happening in cancer care, in genomics, in the ways we communicate to our healthcare provider that are making it easier and less expensive for all of us,” said Dr. Decker, in an interview with NCTA. “Imagine how important it would be, as a patient, to know ahead of time what sort of illness you might be dealing with, what the prognosis is, etc. And that’s just the beginning [with genomics].” Dr. Decker added that big data analytics and AI will also play big roles in transforming healthcare in the next several years.

During his presentation, Dr. Decker showcased examples of the type of patient care that is already taking place with advanced technology. Amputees who have difficulty using prosthetic limbs will benefit from innovations in robotics, allowing patients to feel as though their limbs were natural and better functioning. Patients undergoing surgery will also benefit from 3D printing. Dr. Decker held up a 3D replica of a police officer’s liver, whose cancer had metastasized. The 3D replica allowed the surgical team to rehearse the operation multiple times. The surgery resulted in a healthy and cancer-free patient.

A video of Dr. Decker’s presentation is available below:

3D modeling, or tractography, is also being used in neurosurgery to precisely map the human brain. Decker showed how neurosurgeons used this technique to operate on a woman’s brain while she was simultaneously playing the piano, so as to carefully avoid the parts of her brain that allow her to perform her instrument. Lastly, Dr. Decker showed off the future of smart surgical instruments, which will help doctors to avoid damaging certain areas through alerts and signals sent through the instrument as it maneuvers through a surgery.

With all of these exciting developments underway, Dr. Decker said that it’s important to have a collaborative regulatory environment in order to keep innovation moving forward: “We need some regulations as guardrails for safety of our nation’s citizens. But we also need to work with the FDA and other regulatory bodies so that we can accelerate and streamline the regulatory process, so that good ideas that are going to help people can get out there quickly.”

“There’s a lot of white noise in healthcare these days, particularly healthcare policy. Those are serious issues we need to grapple with,” Dr. Decker told the audience, in closing. “But I wouldn’t want any of us to forget the incredible exciting near future in healthcare as all of these technologies mature.”

May 10

Smart Cities: Civic Tech Innovation and The Internet of Things.

smart_city_stanfordGovernment technology practitioners from various cities and countries gathered last week to discuss the future of “smart cities” and the “Internet of Things” at the Smart Cities NYC conference that took place at the Brooklyn Navy Yard.

One panel was moderated by Jeff Merritt, Director of Innovation for the City of New York and a go-to person for smart cities in the local administration, and included technology leaders from four cities — Chicago, Atlanta, Toronto, and Amsterdam — who discussed a variety of ongoing projects and future plans. A portion of the discussion focused on the Internet of Things, which generally means a series of interconnected devices with the ability to exchange data. The panel was preceded by a keynote address by Miguel Gamiño, New York City’s Chief Technology Officer.

Merritt led the panelists in a discussion of the importance of changing processes and government operation in the digital era, and making progress in the ability to respond to challenges presented by the new world technological order, which is also constantly evolving. This includes integrating emerging technologies into everyday work, from substituting paper documents with digital to adopting the use of sensors and establishing citywide connectivity. The Internet of Things may be a piece of the puzzle.

“I do think we are at a tipping point,” said Ger Baron, Chief Technology Officer of Amsterdam, Netherlands, referring to the transformation of government, which is essential for adapting to the expanding digital world. Similar to the banking industry that has been adjusting and launching digital services, the government, Baron said, needs to redefine itself and move away from the organization designed 30 or 40 years ago. Government needs to get rid of obsolete procedures and focus on relevant ones, he said.

“This is the moment to start connecting the dots,” Baron said, referring to evaluating lessons from recent years. He added he is optimistic about ongoing initiatives around the world that indicate responsiveness to the need for change and modernization.

In Amsterdam, the government adopted a shorter policy-making cycle and more agile approach to creating and testing regulations in order to provide better solutions.

In an interview with Gotham Gazette after the panel, Baron mentioned that the city constantly sees an inflow of new initiatives, such as sharing economy platforms, for instance, but related regulations are often late, outdated, or based on irrelevant data. To resolve the issue, the government began to evaluate and revise smart city regulations every three months based on the information gathered through Google analytics, social media, citizens’ feedback, and other sources. Baron referred to it as a relatively new form of measuring an output of government efforts as opposed to the more traditional three- or four-year cycle that typically accompanies a government administration.

Meanwhile, Chicago’s flagship smart cities initiative is the “Array of Things,” a network, consisting of 500 sensor clusters, with around 20 sensors in each, that will cover the entire city by 2018. About 50 sensor nodes were installed in 2016. They gather massive amounts of data on environment, infrastructure, and activity every second of every day, said Brenna Berman, former CTO of the city and current executive director of City Digital, and will continue doing so for the next five years and beyond.

Merritt referred to the Array of Things as “one of the most publicized IoT deployments, perhaps, in the world.” It was launched in 2016 and is primarily intended as a research platform. Its two purposes, Berman said, are to prove that it’s possible to build hardware that survives diverse environmental conditions for five or more years and to collect real-time data, such as air quality or noise. The data then can be used, for example, to study connection between environment and diseases, or collect traffic information and time the traffic lights. No privacy concerns were discussed at the panel.

One use-case example for the platform is mapping the safest routes for students in the neighborhoods with high rates of asthma. Analysts discovered that even changing the door through which the students enter the school or altering the path they take to get there, can decrease the rate of absences, Berman said.

According to Berman, similar projects are currently in deployment in other cities around the world, including Denver, Seattle, Delhi, and cities in the Middle East and Africa.

“What we are trying to create is an IoT-specific urban scale research platform,” Berman said. She mentioned that the “city-sensing platform” will be at scale in 2018, but data will become available to public at the end of May, this year.

In the meantime, Chicago high school students are learning about the project by recreating a small scale version of the Array of Things in their science classes. As part of “complementary” high school science curriculum, they install the sensors around the schools, gather similar data, and analyze it in class.

In a later panel on collaboration between CIO’s of the cities, Berman spoke about her approach to privacy policy for the projects like the Array of Things. To put together policy in Chicago, she first looked at Seattle and New York to learn from the work that was done and processes these cities went through. “Sensors in general are collecting data in a public way, so privacy is a component of sensors in every city. So every city is dealing with privacy. And the privacy policy for every city is going to be different,” Berman said, explaining it with differences in priorities and local communities. [pictured below, l-r: Rob Meikle, Samir Saini, Brenna Berman, Ger Baron, Jeff Merritt]

smart cities iot panelAtlanta is testing the waters by creating a “smart corridor,” before turning the whole city into a connected network.

According to Chief Information Officer Samir Saini, the future corridor, roughly a five-mile stretch of Atlanta’s North Avenue, will be packed with a blend of IoT devices from various providers, some underground, others above ground, collecting different types of data. The city then plans to analyze it and apply to improve the corridor.

“We have about 100-plus IoT sensors that will be able to see, hear, and smell every square meter of North Avenue,” Saini said at the Smart Cities panel. The sensors will gather data related to the environment, safety, and mobility.

Saini also referred to predictive analytics as a game-changer and mentioned that the city is taking baby steps in this direction, hoping for big leaps in the future. The goal is to develop a data repository “that would serve as a backbone for an urban operating system,” he said.

In Toronto, one of the largest projects that would eventually serve as a base for the smart city initiative is revitalization of the waterfront. This includes covering 2,000 acres of the waterfront area with fiber optic network that will ensure connectivity throughout the district and encouraging developers to construct smart buildings.

In addition, Toronto recently started using drones to inspect 1,800 overflows and watercourses that don’t have easy access by foot, said Rob Meikle, Chief Information Officer of the city.

All speakers agreed on the critical role of public private partnerships (P3) to advance the development of smart cities, for instance, government partnering with startups, telecommunications providers, and universities. Public space in the digital world is different from public space in the real world, said Ger Baron, and it’s important to establish relationships with technology companies, startups, telecommunications companies and others who own the digital space and the data.

For Atlanta, for instance, this type of partnership is a critical collaboration with Georgia Institute of Technology, widely known as Georgia Tech. The power of being a smart city lies in the data, Saini said, and one of the key resources for the IoT projects is data scientists, whose job it is to make sense of information and find patterns. The Atlanta-Georgia Tech partnership includes access to the university’s data scientists, whom the city government cannot attract as of now.

“It not just about a pilot or technology, but it’s really, when we talk about data, it’s about attitudes, mindsets and behaviors, and how do we foster that culture,” said Rob Meikle, speaking about establishing the civic innovation office in Toronto. Meikle’s statement refers to the importance of support of data analysis and technology projects by stakeholders within the government for the successful innovation within the cities.

Preceding the panel, Miguel Gamiño, Chief Technology Officer of New York City, shared his vision on city’s engagement in the “digital revolution” in a 20-minute keynote address. Gamiño highlighted data, connectivity and people as three key resources for smart city. He also mentioned artificial intelligence, autonomous vehicles and drones as concepts to watch and shared an overview of LinkNYC, the new wifi and multimedia kiosks that are replacing old payphones across the city, and connectivity as flagship smart city initiatives happening in New York.

“We are focused generally still on delivering broadband to all New Yorkers, so that is a consistent priority,” Gamiño told Gotham Gazette in an interview later that week. The administration is evaluating the means to integrate smart connected projects with each other, he said. “At the end of the day, that’s the real benefit to the public, is when these individual projects work with one another in a way that makes the public experience significantly better.”

Gamiño of New York City, Berman of Chicago, and Saini of Atlanta are also the founding members of Global Cities CIOs Council, created in Autumn 2016 to promote knowledge sharing and collaboration among chief technologists in the cities around the world. The council’s activities include sharing of lessons learned, potential collective negotiation with vendors, and other tasks.

“I do think in a year — 18 months — you will see a common deployment across two or more cities,” said Berman. “I think you will actually start to see the first cross city deployment of an IoT solution in the next year.”

by Natalia Erokhina for Gotham Gazette

Apr 23

A Solution to the H-1B Visa Mess that Tech Companies Hate.

h1vPresident Trump signed an executive order this week that directs federal agencies to implement a “Buy American, Hire American” strategy and to reform the much maligned H-1B visa. No doubt, lobbyists and congressional staffers are working overtime to develop an even more complex visa system that will be riddled with new loopholes. It will benefit large corporations and immigration lawyers and do little for the American worker — and the technology startups that need the skilled talent the most.The right solution isn’t for government to set minimum wages or pick winners; it is to let the free markets do their magic. The H-1B visa is indeed problematic: It puts both American and foreign workers at a disadvantage. It ties the foreign workers to the employer and allows the employer to pay them less than they could be earning. The simple fix is to allow H-1B visa holders to work for any employer that pays them the highest wage or for the startup that offers the most rewarding work.

Register for the Emerging Technology Leadership Summit this week in Atlanta.  

In other words, give immigrants the same rights as American workers and cause companies to pay employees their market value.

Technically, any H-1B worker can change jobs by filing a petition with the government, and some do take advantage of this rule. But there is a catch. The H-1B visa allows a path to permanent residency when an employer sponsors a worker. And this is the carrot that employers offer, one that most people coming to the United States want. Once they accept this carrot, however, they are trapped in limbo.

Here is the problem: For decades, the United States has been bringing in large numbers of workers on temporary visas such as the H-1B, but it never increased the numbers of permanent resident visas, or green cards, available for those who want to stay. There are 140,000 green cards issued per year to employment-based visa holders, and the law stipulates that each nationality may receive no more than 7 percent of the total number of employment-based green cards. Considering that Indian recipients make up 71 percent and Chinese recipients nearly 10 percent of the total H-1B visa holder pool, their green-card wait times stretch as long as 15 years.

Once H-1Bs have started the process of filing for a green card, they cannot change employers or even take new jobs within their existing companies without getting pushed to the back of the queue. Therefore, visa holders are shackled to their sponsoring employer while their careers stagnate and they receive salaries that are lower than they could otherwise make.

This is why opponents of the H-1B visa rightfully claim that American workers are disadvantaged, because they are effectively competing with bonded labor.

The problem could be fixed if the number of permanent resident visas available for skilled workers was increased and the wait times decreased dramatically. But this is not going to happen in this political climate. The most realistic solution is to untether the visa holder from the hiring company. In other words, if a company hires someone on an H-1B visa, and the employee gets an offer of a higher salary, they can leave the company regardless of the status of their green-card application. This way there’s no cheap labor anymore, and market forces take over.

Technology companies won’t support such a measure because it causes them to lose leverage over the employee. Politicians won’t propose such a simple fix because it is not what lobbyists want. Instead, we get a series of convoluted proposals that increase the role of government and disadvantage all workers.

Sadly, there is unemployment in the tech industry, and there are many heart-breaking cases of Americans being displaced by cheap foreign labor. This is not an acceptable situation, and it is why we must fix the salary disadvantage. But there is another problem that needs to be recognized. Very often, the unemployed workers are not in the tech centers where the skills are needed or their skills are not up to date. This can be remedied by providing job training and relocation assistance. That is what the government should focus on.

Let there not be any doubt, though, that Silicon Valley is starved for talent and needs the best and brightest from all over the world to be working for it. It thrives on competition of every form, including technology and skill. Attacking immigrants and demanding that companies hire Americans over people who are more skilled, as the president is doing, is the fastest way to destroy America’s competitive advantage.

It will block the flow of the very lifeblood that built the economic bone structure of this great country and deaden the nerve endings that create the next great thing. The best way to make America great again is to restore this flow.

Written Vivek Wadhwa Distinguished Fellow at Carnegie Mellon University College of Engineering. Silicon Valley

Register for the Emerging Technology Leadership Summit this week in Atlanta.  

Apr 17

TechLatino Guest Blogger Kevin Delaney: To Foil Cybercriminals, use “White Hat” Hackers to Find Security Weaknesses

safe2Cybercriminals are brilliant, relentless and ruthless.

So how can organizations hope to fight them?

One way is to hire people just like them.

“I’ve always enjoyed thinking like a criminal,” said Casey Ellis, CEO of Bugcrowd, a company that crowd sources ethical, “white hat” hackers. “Certain types of ingenuity, creativity, even the entrepreneurial element, I’ve always found appealing. Though I’ve never had the desire to actually be one.”

Bugcrowd is among a growing wave of companies using hackers for good. While not replacing all traditional security strategies, these ethical attackers unleash “researchers” (aka hackers) to probe an organization’s defenses.

Some of these companies create their own elite red team of hackers. While others commandeer virtual armies of crowd-sourced hackers. The goal is the same: probe for weaknesses that may have escaped the internal security team’s best efforts.

“If you want to find out how secure you are, ask the hackers,” said Renee Chronister, chief executive of Parameter Security.

Parameter describes itself as “ethical hackers protecting you from unethical hackers.” The company has launched cyber-offensives against governments and companies in financial services, healthcare and retail, uncovering critical weaknesses along the way.

“We are coming in and hacking them and exposing vulnerabilities for their benefit,” Chronister said. “At the end of the day, we show them how we got in, what kind of data we accessed and how they can better defend themselves.”

Trust is an important element, she adds. “They trust that we will not use that information against them.” She stressed Parameter carefully vets each member of its red team hacker staff for skills and trustworthiness.

Separated by Ethics, not Talent

Black hat or white, their skills sets are similar.

“It’s the same knowledge base you would have if you were just interested in security,” said Justin Kennedy, a director at NTT Security, who participates in Bugcrowd’s crowd-sourced “bug bounties.” “It’s only when you cross that line that you would be considered a cybercriminal.”

Kennedy admits to having a mischievous side, and as a teenager played his share of cyberpranks on his friends. Today, he enjoys the competitive, gamified aspect of Bugcrowd’s hacking bounties.

“At the end of the month, if you are at the top of the leader board, you get a bonus,” he said.

In addition to its open-to-all bug bounties, Bugcrowd also drives private hacking efforts against more sensitive networks and organizations — creating another incentive for hackers.

“If you are good, you get invited to private programs,” said Kennedy. “And you get to meet a lot of people.”

Jay Kaplan, CEO of Synack, another ethical hacking organization, said that the diversity of his hackers is a key element to success.

“Our global researchers are so diverse — where they come from, and who they work for,” said Kaplan, who himself conducted state-sponsored hacking at the National Security Agency.

“Most are freelancing, but have full-time jobs. They are engineers in tech companies, people in the security space, people from government.”

After all, he adds, the cybercriminals are themselves diverse — and numerous. “We are trying to mimic the adversaries as much as possible. By having those diverse resources, we are ultimately closer to what the bad guys are doing.”

Another aspect of the bad guys? They never stop. “Advanced persistent threats are persistent,” said Kaplan. “They are constantly finding new ways to break into an organization.”

Kaplan, Chronister, and others recommend repeated white-hat attacks. “That testing window is a snapshot in time,” Chronister said. “After we are done there can be a change in the environment, a software update, new employees added and the testing can be out of date.”

As for the kind of public “bug bounties” that Bugcrowd organizes, Kennedy sees another positive side effect: drawing in hackers before they turn bad.

“A lot of these folks start out as teenagers,” he said. “They treat the internet as a playground. Some may not be meaning to do something malicious. But they would still technically be considered cybercriminals. If you give them the ability to use these bug bounties to legally play and learn, and even make some money, then you are reducing the number of cybercriminals.”

Tips from an Ethical Hacker

Jay Kaplan is the CEO of Synack, a firm that combines its automated security technology with a global talent pool of hackers to probe for weaknesses in a company’s defenses.

What are some core qualities of a secure organization? Kaplan recommends that decision-makers ensure that their strategy is:

  • Persistent: “You can’t be looking at your security footprint in a singular point in time,” Kaplan said, “because infrastructure and apps are so dynamic and being updated regularly.” In short, cybercriminals never let up, so probing for weaknesses must be a continuous process.
  • Diverse: “Bad guys come in all shapes, sizes and skill sets,” Kaplan said. He emphasizes that any ethical hacking effort should reflect that diversity, with a combination of backgrounds, specialties and nationalities. An organization’s overall security strategy should also be diverse. “Security is a multilayered thing,” he said, “you need a lot of different solutions.”
  • Creative: The black hat guys think out of the box, and so should your organization. That means having top-down leadership that ensures a pervasive culture that is creative, daring and open to sharing ideas. To stay ahead of criminal hackers, Kaplan argues, an organization must be innovative and agile, ready to try new ideas to meet a constantly evolving threat landscape.

Mar 29

ETL Summit – A Salute to Excellence in Georgia

TechLatino Honoring 15 Latina Leaders in Tech, Government and Business at their13th Annual Emerging Tech Leadership Summit April 25 – 26, 2017.

To mark the organization’s 20th anniversary, TechLatino: National Association of Latinos in Information Sciences and Technology is kicking off their 13th Annual Emerging Tech Leadership Summit in Atlanta, Ga.

 This year’s theme, A Salute to Excellence in Georgia, will feature speakers discussing key innovation and technological trends impacting key industries in Georgia.  Featured speakers include Ron Estrada, Vice President of National Community Involvement at Univision, Liliana Gil Valletta, a contributor to Fox and CNN News, featuring Don Barden, CEO of C3i, and Miguel Gamiño Jr., Chief Technology Officer for the State of New York, Alexis Scott, Georgia Gang, Reinier Moguete, CEO Advoqt technologies, Brandon Ivan Pena, BIP Media, Julia Talby-Hubbard SVP CISO SunTrust Dan Webber UST Global CIO and many more.

 This two-day conference will also include TechLatino’s 7th Annual Latinas of Excellence Luncheon Award – honoring Latinas in Georgia leading innovative transformations in business, technology, government.  The Latinas of Excellence Luncheon is considered one of the most prestigious awards honoring Latina American techs, entrepreneurs, corporate, and government executives in Georgia.

 This year’s Latinas of Excellence Awards will be Hosted by Natlaie Pozo, Fox5 Atlanta. Given the important impact women are making in the community, this recognition is given to Latinas who have distinguished themselves through professional leadership, mentoring, academic excellence and sustained service for their community across the country.

 The summit will also include a career and business expo where companies can showcase their products and services and engage with the next generation of tech and executive leadership and targeted audience of innovative minds.

 “Our goal is to highlight, honor, and foster the technological contributions of Georgia’s Latin American community,” added Jose Marquez, CEO of TechLatino. “Our Emerging Tech Leadership Summit and Latina Excellence Awards offers the perfect platform for individuals and corporations to network and gain insights from some of the most creative and technologically minded leaders in the country.”

 The Emerging Tech Leadership Summit will be held at The Gathering Spot in Atlanta Ga. on April 25 – 26 from 11:00am to 2:00pm.  To register, please click here or visit us at

 For questions regarding career expo booth, exhibit space or sponsorship. Please contact Yvette Moise, SVP, Business Development at 770-765-3478 or 79.

 This year sponsors are Aetna, Prudential, Home Depot, The Gathering Spot, Verizon, Univision, 787Coffee, Brand Junkie, Fox 5,  Capitalwire PR. Advoqt, SunTrust, metroPCS Hypepotamus, 3cI.


About TechLatino

TechLatino is the official National Association of Latinos in Information Sciences and Technology. The organization facilitates technology-related professional development through certification training, online collaboration efforts, and job matching programs. TechLatino also fosters and recognizes the advancement of Latinos in technology through their ongoing networking and leadership conferences throughout the U.S.  For more information, please visit  or call 770.765.3478.

 About the Emerging Tech leaders Summit 

The Emerging Tech Leaders Summit the Largest Gathering of Tech Leadership, Industry Leaders & Senior-Executives in the Southeast.  Great speakers, engaged audience and Empowering event.

 “There is not a lack of tech pipeline… there is a lack of tech opportunity” ~JAM

 See more at:

Mar 02

Wal-Mart Raises the Stakes in E-commerce Arms Race With Amazon

walmart-amazon-pac-man_rd.3-600x400And the company is making management changes to reflect its new focus on online shoppers.

If Wal-Mart stands any chance of going head to head with Amazon, it’ll have to use its physical store locations to its advantage. To that end, the company is streamlining its management team to align its e-commerce and brick-and-mortar operations. The retailer will now have one technology officer — Jeremy King — for both its online and physical stores. Likewise, Tony Rogers will oversee marketing for both and, in addition to U.S. Wal-Mart stores.

The move to unify management across efforts could help Wal-Mart make some inroads against its online competition. While Wal-Mart is the second largest online commerce site in the U.S., it still trails Amazon by a wide margin. What’s more, that gulf is getting bigger as Amazon’s growth continues to outpace Wal-Mart’s.

Reshaping e-commerce

“We’re on a mission to reshape e-commerce and create a best-in-class shopping experience that empowers customers to save money in completely new ways,” Marc Lore, head of Wal-Mart’s digital operations, wrote in a memo. Lore’s previous job as head of started on that mission with its unique “buy more, save more” value proposition. With Wal-Mart’s massive supply chain, he’s in a strong position to continue that mission.

That means more than simply improving Wal-Mart’s online order and pickup service (which really needs improvement in my personal experience). It’s also more than Wal-Mart’s efforts to expand its online grocery ordering service, which has faced off against Amazon’s recent efforts to attract grocery shoppers.

Wal-Mart’s stores serve as a robust fulfillment center network, and its supply chain, which runs 24/7, is the backbone. Using those resources to fulfill online orders faster could give Wal-Mart a customer experience on the level of Amazon. But that means focusing more on online shoppers, whether that means increasing stockroom space, personnel, or even floor space.

Becoming Amazon before Amazon becomes Wal-Mart

As Wal-Mart integrates and dedicates more resources to its e-commerce platform, Amazon is already accelerating its efforts to grab market share in some of Wal-Mart’s biggest markets.

But Amazon Go feels more like a publicity stunt than a viable nationwide store concept. If the company can get more consumers to associate Amazon with groceries, it could accelerate the rollout of Prime Fresh to new markets.

Wal-Mart is the largest grocer in the United States, and the grocery category is extremely important for the company. Not only does it make up a majority of Wal-Mart’s revenue, it supports its other categories by boosting foot traffic. If more shoppers start ordering groceries online, Wal-Mart stands to lose out on valuable sales.

That’s why the company is working hard to beat Amazon to the punch. Its online grocery order service is now available in over 100 markets, while it also tests new concepts like pickup and fuel, which allow customers to pick up grocery orders and fill up on gasoline.

But as Amazon builds out more physical locations — both consumer-facing ones like Amazon Go and its fulfillment center network — the advantage Wal-Mart enjoys with its large network of stores shrinks. Streamlining its operations, getting more customers to shop online, and improving the experience by leveraging its locations is the most important work Wal-Mart can do right now to take on Amazon.

Feb 27

Ajit Pai, FCC chairman: “We Don’t Expect to Review AT&T-Time Warner”

ajit2New Federal Communications Commission Chairman Ajit Pai said Monday that the commission likely won’t take a look at the proposed $85.4-billion merger between AT&T (NYSE: T) and Time Warner, Inc. (NYSE: TWX).

Speaking at the Mobile World Congress in Barcelona, Pai said that the fact AT&T isn’t planning to transfer over any of Time Warner’s FCC licenses means the commission likely won’t be involved.

AT&T has said it would likely choose to shed the licenses in order to avoid the review; the process started last week with a $70 million sale of Time Warner’s TV station in Atlanta to Meredith Corp.

AT&T has maintained the plans are subject to change, and Pai was yet to comment on his commission’s jurisdiction.

Without the FCC weighing in, sole regulatory approval for the deal will run through the Department of Justice, which has launched a review. AT&T and Time Warner this month responded to a group of senators– largely comprised of democrats – that have voiced opposition to the merger.

The company argues that the vertical merger will spur innovation without hurting consumer choice. The letter to senators – among them, Bernie Sandersand Al Franken, who has been outspoken about his issues with the deal – emphasized several points of potential innovation.

Among them, AT&T says the merger would help the company develop more short-form content for mobile devices; build platforms to mix entertainment content with user content; and offer better choice, conveniences and value in programming bundles.

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