Pioneering technology services company, telent Technology Services Ltd, has increased its IT security capability by acquiring a 25% stake in CNS Group, the London-based information assurance and cyber security specialists.
IT Security is an increasingly critical component of services provided across the telent portfolio of service solutions, including Blue Light, Rail, Business and Traffic.
CNS will continue to be run and managed as a separate entity but the two organisations will work closely together.
"This deal is strategically beneficial to both telent and CNS, and enables us to build solutions bringing together telent's scale and ability to deliver end-to-end ICT solutions with CNS's specialist IT security and information assurance capabilities. In addition, this also provides new opportunities for both parties across our combined customer markets, some of which have already been identified and are being jointly developed together," said Chris Metcalfe, Managing Director of telent Technology Solutions.
CNS was established in 1999 and its customers range from FTSE 100 and larger public sector organisations to the SME sector.
CEO of CNS Group, Kevin Dowd, commented: "We are an ambitious firm and we're keen to put this strategic investment to good use, enhancing our customer offering, growing CNS and taking the company to the next level. We'll be looking at better ways of delivering our services, investing in our delivery platform and developing more offerings to sit alongside our existing proprietary technology."
Dowd continued: "Our association with telent will also mean that we can target bigger deals and we're aiming to improve our market share in this sector."
For more information, please visit: www.telent.com.
Company surpasses $60M in run-rate revenue and 2,700 customers
HOUSTON – Alert Logic (www.alertlogic.com), the leading provider of Security-as-a-Service solutions for the cloud, today announced GAAP revenues for the quarter ending June 30, 2014 of $13.8 million, up 36 percent from the second quarter of 2013. Alert Logic’s annualized revenue under contract in the month of June 2014 exceeded $60 million, and is tracking ahead of the company’s plan to reach a $70 million run-rate by the end of 2014. Alert Logic currently has more than 2,700 customers using its Security-as-a-Service solutions to protect their networks and data across cloud, hosted and on-premises environments.
“At the outset of 2014, we felt we had the opportunity to build our business to $60 million in revenue by mid-year, and break through $70 million by year-end,” said Gray Hall, Alert Logic’s CEO. “Our ongoing progress is a testament to strong customer demand for modern security tools and services designed from the ground up to protect cloud-based applications.”
Alert Logic’s notable highlights for Q2 2014 include:
· Product Updates: Alert Logic released new security solutions for the Microsoft Azure platform, making Alert Logic Threat Manager and Alert Logic Web Security Manager available on the Microsoft Azure cloud platform.
· Recognition: Alert Logic was recognized for its innovative approach to cloud security by receiving a Silver Award in the Cloud Security category as part of Network Products Guide’s 9th Annual 2014 Hot Companies and Best Products Awards. Additionally, TMCnet recognized Alert Logic Threat Manager with ActiveWatch as part of its 2014 Cloud Computing Excellence Awards.
· International Expansion: Alert Logic announced its international expansion into EMEA, which will include a UK-based datacenter and Security Operations Center, as well as expanded sales, marketing and support teams. The EMEA presence will address the growing demand for security and compliance solutions from European customers by providing local support for the needs of those businesses and industries.
A privately held company, Alert Logic publicly reports its Generally Accepted Accounting Principles (GAAP) revenue results and growth rates quarterly, in addition to its annualized recurring revenue under contract. Alert Logic’s financial statements have been audited in accordance with GAAP since 2005. All Alert Logic revenue is derived through long-term subscription contracts, consistent with the company’s Security-as-a-Service business model. Alert Logic’s solutions are sold directly to enterprise customers and through a diversified channel of resellers and cloud service provider partners.
Alert Logic specializes in providing a portfolio of Security-as-a-Service solutions for customers of hosting and cloud service providers. More than half of the largest managed hosting and cloud service providers use Alert Logic to secure their customer environments, making Alert Logic the de facto standard for securing infrastructure in hosted and cloud environments. Alert Logic’s Security-as-a-Service solutions provide customers four distinct advantages: market-leading security tools, a fully outsourced and managed Security-as-a-Service delivery model, integrated 24×7 Security Operations Center (SOC) services to monitor and provide expert guidance, and the ability to deploy wherever a customer has IT infrastructure, including the cloud.
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About Alert Logic
Alert Logic provides security and compliance for cloud, hybrid, and on-premises infrastructure, allowing customers to benefit from deep security insight and continuous protection at a lower cost than legacy security offerings. Fully managed by a team of experts, the Alert Logic Security-as-a-Service solution provides network, system and web application protection immediately, wherever your IT infrastructure is deployed. Alert Logic partners with the leading cloud platforms and hosting providers to protect over 2,700 organizations worldwide. Built for cloud scale, our patented platform manages Petabytes of data, analyzes 255 million security events monthly, and identifies 40,000 incidents a month that are managed by our security operations team. Alert Logic is based in Houston, Texas, and was founded in 2002. Alert Logic recently expanded internationally by establishing UK offices in London and Cardiff. For more information, please visit www.alertlogic.com.
Communication in the workplace is challenging enough under the best of circumstances, but in workplaces that can have as many as four generations struggling to communicate with each other, even simple exchanges can result not only in miscommunications, but in misunderstandings that can create serious problems.
One person who has given this problem a lot of thought is Dana Brownlee, a corporate trainer and management consultant whose background in technology includes stints at AT&T Bell Labs, IBM Global Services and EMC. In a recent interview on the topic of multigenerational communication issues in the workplace, I asked Brownlee if, in light of her technology background, she had any sense of whether these issues are more or less prevalent in an IT organization, compared to other organizations.
“My experience has been that IT is such a rapidly developing field, that there's a Darwinian effect that forces anyone who's successful in the field to change, learn, and adapt, early and often,” she said. “As a result, I've tended to see less of these generational communication issues in IT. I'm sure there are exceptions, but that's my general observation.”
The overwhelming response to our range of programmes at Buckinghamshire New University has been indicative to us of the interest in our focus on our resilience, and our emphasis on the ‘New’ in our name. Resilience is not new – organisations have been good (or bad) at it for years. The upsurge in interest in Organisational Resilience is about the need to be able to understand, blend and apply the constituent elements – risk, impact, security, crisis, emergency, disaster, business continuity, change, personnel management are a few of them. With many specialists around who cover some of the areas but few, understandably, who cover all, our aim is to provide a resilience perspective to every programme that we run.
For the MSc Organisational Resilience that is a given. However, in our programmes on Cyber Security, Business Continuity and Security Consultancy, that same approach is applied. By looking outside the specialism, but by retaining that specialist focus, the effective resilience super-practitioner/manager/professional/director is able to contextualise their own actions, plans and ideas and to build and develop an interlocking and intertwined capability. Finally, we are beginning to see the need expressed by both specialists and non-specialists for such a capability to be developed. However, this is not an anodyne function that is grey and bland; it is a multi-faceted and interlinked organisational enhancement that offers significant challenges; it needs confident, capable and educated leaders.
The statement that investments in resilience pay huge dividends when disaster strikes rings true, but the conversation can’t end there.
As a longtime local and state emergency management director, one of my final challenges remains unmet: the ability to gather the combined resources of a community to consider the challenges of restoration prior to a disaster.
Here’s why: Knowledge of risks is often known, but that information is diffused among a number of agencies. Those who know the most about risk rarely have an opportunity or a forum, outside of their own professional discipline, to educate or share their knowledge with others. We need discussions outside of our respective disciplines because no one group or profession possesses either all of the answers or a clear understanding of all of the negative impacts that could arise from a disaster.
Sexual assault is always avoidable.” Far short of the 140 characters allowed by Twitter, but enough to cause an immediate “twit storm.” The unfortunate tweet -- generated by a consultant hired by Massachusetts to handle its Twitter communiqués -- was meant to cap off the state’s recognition of Sexual Assault Awareness Month. If awareness was the tweet’s goal, it achieved it in spades. The tweet immediately set off a firestorm of controversy.
Joe Fitzgibbon stumbled into a similar twit storm. The Washington state representative tossed off a flippant -- but arguably amusing -- tweet after the Seattle Seahawks lost to the Arizona Cardinals in a football game last fall. “Losing a football game sucks,” Fitzgibbon wrote. “Losing to a desert racist wasteland sucks a lot.” The reference to Arizona’s arid climate and less-than-liberal immigration laws set off an interstate uproar, testimony to the power of a handful of words moving through the ether.
Words aren’t the only way Twitter can do damage. The New York City Police Department in April created a hashtag -- #myNYPD -- allowing citizens to quickly and easily post pictures to the department’s Twitter page of NYPD’s finest in action. The public largely responded by tweeting the department’s less-than-finest moments: a veritable gallery of the city’s men and women in blue clubbing, tear gassing, handcuffing and tackling Gotham citizens. “It was unfortunate to see what happened to the NYPD,” says Anil Chawla, author of an online white paper Twit Happens: How to Deal with Tweet Regret in the Public Sector. “It probably gives other government agencies pause.”
New York Academy of Medicine Report Emphasizes Community Approach
NEW YORK — Drawing on the lessons of Superstorm Sandy, a new report from TheNew York Academy of Medicine (NYAM), “Resilient Communities: Empowering Older Adults in Disasters and Daily Life,” presents an innovative set of recommendations to strengthen and connect formal and informal support systems to keep older adults safe during future disasters.
Following the 2012 superstorm, tens of thousands of older adults were isolated in high-rise buildings and private homes, in need of food, water, heat, medical attention, and medication. This unprecedented report looks at not just the vulnerabilities of older adults, but at the role many can play in leading and supporting their communities during disasters. Its findings are especially important for policymakers; city, state, and federal agencies; community and faith-based organizations; health care and housing providers; and emergencymanagement personnel. While the report looks at the experience of older adults in New York City, it has implications for communities across the U.S.
“Older adults have unique needs during disasters, but also unique strengths to offer in supporting their communities,” said Jo Ivey Boufford, MD, NYAM President. “With extreme weather projected to increase, a new strategy is required to keep older adults, who are often among New YorkCity’s most long-term, civically engaged residents, safe. Older people are also effective first responders, and should be seen as problem solvers in disasters rather than problems to be solved.”
New York City’s 1.4 million people age 60 and over constitute 17 percent of the city’s total population. This number is projected to increase by 50 percent over the next 20 years. Efforts to increase individual preparedness among older people through the creation of “go-bags” and the stockpiling of supplies have been repeatedly undertaken, but this approach is not enough. Vulnerable populations face significant barriers in attempting to prepare, including lack of funds, transportation, and storage space, as well as difficulty reading maps and other preparedness content.
“Individual preparedness is important, but it doesn’t connect older adults with the resources and support they need in disaster situations,” said Lindsay Goldman, report author and Project Manager at NYAM. “We are calling for a paradigm shift towards a community preparedness model of disaster recovery from one of primary emphasis on individual preparedness. Resources are needed for enhancing communities’ social networks, connectedness, and integration of assets long before disaster strikes.”
The report draws on data collected immediately after Superstorm Sandy, and interviews with older adults, experts, and leaders of community-based organizations in affected neighborhoods. It presents four key findings about the experience of older adults post-Sandy:
- Formal and informal social networks influenced older adults’ decisions and facilitated their access to information and assistance.
- Because older people had not been engaged in emergency planning, emergency services were often inadequate, inappropriate, or inaccessible, and basic and health care needs went unmet.
- Older adults actively supported their communities before, during, and after Superstorm Sandy.
- The local neighborhood infrastructure was a critical factor in meeting the needs of older people within affected communities.
The report recommends 12 action steps toward community preparedness, including establishing community planning hubs in each neighborhood, supporting landlords with large concentrations of older adults, enacting a pharmacy law for disasters, and consulting with home health care and hospice providers on emergency plans.
Funded by the New York Community Trust and the Altman Foundation, the report builds on the platform of Age-friendly New York City, a public-private partnership led by NYAM to enhance city life for older adults.
About The New York Academy of Medicine
The New York Academy of Medicine advances the health of people in cities.
An independent organization since 1847, NYAM addresses the health challenges facing the world’s urban populations through interdisciplinary approaches to policy leadership, innovative research, evaluation, education, and community engagement. Drawing on the expertise of diverse partners worldwide and morethan 2,000 elected Fellows from across the professions, our current priorities are to create environments in cities that support healthy aging; to strengthen systems that prevent disease and promote the public’s health; to eliminate health disparities; and to preserve and promote the heritage of medicine and public health. For more information, visit www.nyam.org.
COLORADO SPRINGS, Colo. – While there are many options for backing up and recovering data, an increasing number of businesses are turning to backup appliances as opposed to implementing a “bundle,” or a collection of software and hardware. With so many options, STORServer®, a leading provider of proven data backup solutions, is offering expert insight into the five features enterprise backup appliance users cannot go without.
In its new guide, “How to choose an enterprise backup appliance,” STORServer dives into the backup appliance selection process, offering insight on hardware and software considerations, key features, manufacturer support criteria and more.
“Not all backup appliances—enterprise or small office—are the same,” said John Pearring, vice president of STORServer. “Customers must choose wisely based on the parameters we’ve shared in order to get the best cost, solution and protection for their data.”
Features explored in the guide include:
- Source and target deduplication
- Disaster recovery replication
- Console views
- Cloud support
Powered now by CommVault® Simpana, along with IBM® Tivoli® Storage Manager, STORServer Appliances offer a scalable range of enterprise backup appliances, smooth transition to the latest backup software versions and upgrade or consulting services that solve today’s data protection, discovery and content access challenges.
STORServer Backup Appliances are proven solutions developed, built and tested by industry experts. STORServer staff and resellers specialize in automated and simplified technology appliances around everything in the data protection arena.
STORServer provides every customer the opportunity to try out a backup appliance risk-free with its 30-day money back guarantee.
For more information on STORServer’s line of data backup solutions, visithttp://www.storserver.com. To access the guide, visit http://www.storserver.com/choose-enterprise-backup-appliance-infographic/.
Investment into Telehouse North Two in London Docklands Data Center Campus to enable hybrid services to realize growth for global business
NEW YORK – Telehouse, the global leader for data centers, international Internet exchanges and managed IT services, along with its parent company KDDI, announces that Telehouse Europe is investing $231 million in the first of a new generation of mission-critical data centers in the London’s Docklands. The investment in the new data center ‘North Two,’ will enable businesses to take advantage of evolving global technologies, such as the Internet of Things and the IT industry shift towards Hybrid Cloud, and encourage innovation, growth and new jobs.
North Two will be built next to Europe’s original data center, Telehouse North. The new facility will extend Telehouse’s Docklands data center campus and represents a continued commitment by Japan’s second largest carrier, KDDI. Over the last 25 years, KDDI has invested over $445 million, with $188 million being invested over the last five years alone. This new investment represents the continued diversification and expansion plans of KDDI outside of Japan and provides the high-tech infrastructure that will drive further investment in the UK’s technology sector at a crucial time of growth.
“Today’s announcement speaks volumes to Telehouse’s commitment to ensuring our vital network ecosystems throughout the UK, the US, and around the world are consistently expanding and thriving to service the needs of our entire global digital economy,” comments Satoru Manabe, President and CEO of Telehouse America.
“The $231 million investment in North Two is crucial to the expansion of one of the world’s most critical Internet hubs marks a new dawn for data centers,” adds Hiroyuki Soshi, Managing Director of Telehouse Europe. “We believe that as the Internet continues to develop at such a dramatic pace, the underlying infrastructure in the Docklands must stay ahead to meet the needs of the future.”
UK Business Secretary Vince Cable adds, “It is good news that Japanese ICT company KDDI has decided to invest further into its global data center at the Docklands. Britain’s economy is growing thanks to Japanese investment and in 2013 and 2014, KDDI was the second biggest investor into the UK starting over 100 new projects and creating 3,000 new jobs.”
Telehouse’s Docklands data center campus facilitates the majority of the London Internet Exchange’s (LINX’s) capacity, which has a huge, continuously growing proportion of all UK internet traffic flowing through it.
For more information on Telehouse UK, go to www.telehouse.net.
LONDON – SalesMethods, a premium Salesforce partner, which specialises in delivering software and services to drive high performance sales in Salesforce.com, today announced its most successful year to date. During the most recent fiscal year, SalesMethods experienced a 200% percent year-on-year growth, the highest growth rate since the company’s inception in 2011.
SalesMethods’ customers have led the trend of organisations globally, and across different industry sectors, in identifying and using sales tools to enable them to realise the full potential of their sales organisations.
By year-end, March 31st 2014, SalesMethods had added a record number of new customers, with global organisations of all sizes, all focused on making their improved sales performance a strategic priority. Sales have come from United States, UK, Europe, Asia and Africa, and include an impressive list of companies including: Dovetail, iDirect, Manpower Group and TechnologyOne.
Michael Conner, CEO, SalesMethods said: “We’ve been delighted with the progress that we’ve made this year, and we are very flattered that our larger competitors continue to follow our lead. We have extended our leadership in the sales performance arena, and have further cemented our position as innovators, in bringing the ‘how to do’ of sales to complement the ‘what to do’ of CRM.
He continued: “Moving forward, we will continue to focus on providing the Salesforce market with the most flexible software and services available. We intend to accelerate our growth by adding to our sales enablement capabilities and continuing our global expansion. We are enjoying our current rate of customer adoption, and are taking huge pride in helping our customers to be even more successful with their sales goals.”
In March 2014, SalesMethods appointed Michael Conner as the company’s Chief Executive Officer. Michael took over the CEO reins from Steve Bale, an Oracle veteran, who sits on the management board and became Chairman. Richard Gilder continues in his role as EVP Sales, taking on the responsibility to drive new business opportunities throughout the firm’s worldwide market.
SalesMethods, established in 2011 and a premium Salesforce partner, drives high performance sales in Salesforce.com. As a new breed of sales software company, SalesMethods is challenging the legacy incumbents by helping businesses to deploy their chosen sales methodology, manage its evolution and realise the full potential of each sales organisation. By understanding the challenges in delivering change in the sales environment, SalesMethods enables organisations to more effectively win, keep and grow customers.