Jennifer Manry's guest appearances

Jennifer Manry

Don’t Break the Bank: Run IT, Change IT

The CEO Digital Show

James Stewart

Michael Taylor

Josh Olson

Chris Wolf

Chris Gray

Lisa Forte

David Jack

Josh Simons

Bask Iyer

Erik Eklund

Joel Blake

Scott Vaughan

Tom Kellermann

James Norman

David Germain

OwlTail

3 Takeaways:Nonpublic market information, like planned mergers and acquisitions and market strategies, are now being specifically targeted by cybercriminals as high value targets.Customers see cybersecurity as a competitive issue. They are increasingly investing in proactive security measures like DevSecOps and looking for greater collaboration with information security teams, operations teams and development teams to do security by design - to make it even more difficult for cyber exploits to happen.Promote your CISO to report directly to your CEO. They should have a separate security budget from the IT budget and should have veto authority over what the CIO does with regard to anything that would exacerbate the attack surface and allow for island hopping or destructive attacks to occur.Key Quotes: "When you want to get to true business and digital transformation, it's really inextricably linked to high-quality cyber protection, and the need for tight collaboration between all the teams that run these organizations is really critical.” - Jennifer"Cybercriminals are more likely to try and commandeer the digital transformation of the institution to use it against their constituency rather than just burglarize the institution as a whole. This shift is important because cybercriminals want to misuse the trust in the company, in the brand, to attack the company’s constituency.” - Tom"Cyber teams need almost a blank check to keep pace with how frequent and fast the pace of change is with criminals and how sophisticated and differing their various approaches to exploits are.” - Jennifer“This is a dramatic governance issue in this sector when you have your CSO reporting to your CIO, because from an American football perspective, it's like having your defensive coordinator report to your offensive coordinator. It's upside down.” - Tom“This level of investment funding, the level of intensity of focus from the cyber teams, all the way up to the CEO, is likely going to be something permanent. And I think there are lots of investments that teams can do to outfit themselves better with the kinds of technology they need to be able to do behavioral analytics or threat hunting with. I don't see a time where cybercriminals are like, ‘ah, you got me. There's no money left in this.’” - Jennifer--LinksJennifer Manry LinkedInTom Kellermann LinkedInTom Kellermann Twitter--About the HostsMatthew O'Neill is a husband, dad, geek and Industry Managing Director, Advanced Technology Group in the Office of the CTO at VMware.You can find Matthew on LinkedIn and Twitter.Brian Hayes is an audiophile, dad, builder of sheds, maker of mirth, world traveller and EMEA Financial Services Industry Lead at VMware.You can find Brian on LinkedIn.

3 Takeaways:<ul><li>Nonpublic market information, like planned mergers and acquisitions and market strategies, are now being specifically targeted by cybercriminals as high value targets.</li><li>Customers see cybersecurity as a competitive issue. They are increasingly investing in proactive security measures like DevSecOps and looking for greater collaboration with information security teams, operations teams and development teams to do security by design - to make it even more difficult for cyber exploits to happen.</li><li>Promote your CISO to report directly to your CEO. They should have a separate security budget from the IT budget and should have veto authority over what the CIO does with regard to anything that would exacerbate the attack surface and allow for island hopping or destructive attacks to occur.</li></ul>Key Quotes: <ul><li>"When you want to get to true business and digital transformation, it's really inextricably linked to high-quality cyber protection, and the need for tight collaboration between all the teams that run these organizations is really critical.” - Jennifer</li><li>"Cybercriminals are more likely to try and commandeer the digital transformation of the institution to use it against their constituency rather than just burglarize the institution as a whole. This shift is important because cybercriminals want to misuse the trust in the company, in the brand, to attack the company’s constituency.” - Tom</li><li>"Cyber teams need almost a blank check to keep pace with how frequent and fast the pace of change is with criminals and how sophisticated and differing their various approaches to exploits are.” - Jennifer</li><li>“This is a dramatic governance issue in this sector when you have your CSO reporting to your CIO, because from an American football perspective, it's like having your defensive coordinator report to your offensive coordinator. It's upside down.” - Tom</li><li>“This level of investment funding, the level of intensity of focus from the cyber teams, all the way up to the CEO, is likely going to be something permanent. And I think there are lots of investments that teams can do to outfit themselves better with the kinds of technology they need to be able to do behavioral analytics or threat hunting with. I don't see a time where cybercriminals are like, ‘ah, you got me. There's no money left in this.’” - Jennifer</li></ul>--Links<a href="https://www.linkedin.com/in/jmanry/" rel="nofollow" target="_blank">Jennifer Manry LinkedIn</a><a href="https://www.linkedin.com/in/tomkellermann/" rel="nofollow" target="_blank">Tom Kellermann LinkedIn</a><a href="https://twitter.com/takellermann?lang=en" rel="nofollow" target="_blank">Tom Kellermann Twitter</a>--About the HostsMatthew O'Neill is a husband, dad, geek and Industry Managing Director, Advanced Technology Group in the Office of the CTO at VMware.You can find Matthew on <a href="https://www.linkedin.com/in/matthewoneill/" rel="nofollow" target="_blank">LinkedIn</a> and <a href="https://twitter.com/MatthewON" rel="nofollow" target="_blank">Twitter</a>.Brian Hayes is an audiophile, dad, builder of sheds, maker of mirth, world traveller and EMEA Financial Services Industry Lead at VMware.You can find Brian on <a href="https://www.linkedin.com/in/brian-hayes-global-transformation-infrastructure-leadership-innovation-cyber-cloud-digital-delivery/" rel="nofollow" target="_blank">LinkedIn</a>.

VMworld episode - Transformation, Cybercrime and Survival with Jennifer Manry and Tom Kellermann

3 Takeaways:Always invest time and effort in eliminating non-value added work and automating where possible. You can't continue to come back and ask for more money without demonstrating that you’re being responsible with the budget already given. Make sure your tech experts feel connected to the customer experience. Ask IT to do ride alongs - listen to someone on the desk. Do empathy interviews and talk to people. The growth mindset of the organization - the willingness to do new things and manage through change with positivity and energy - is paramount to making all of the technology work to its fullest capability. You need to get buy-in to move forward.Key Quotes: "Customer interaction is a really important thing to spend time on. So I definitely encourage people who are in tech to go talk to customers. You immediately know how important you are to the business.” - Jennifer“The theme I hear in most of these customer interactions is every one of them is grappling now with a transformation journey that they knew they had to make but now are having to do it on an even more accelerated timeline. I think all of them had multifaceted plans but now are having to execute on some of them in days and weeks as opposed to quarters of years.” - Jennifer“Teammates should look for ways to eliminate costs on one side so that they can free up money for new innovation and new investment on the other. You can't just continue to radically grow your technology dollars year over year. You've got to start to tidy up the house in order to make room for new things.” - Jennifer--LinksJennifer Manry LinkedInWomen Who Code--About the HostsMatthew O'Neill is a husband, dad, geek and Industry Managing Director, Advanced Technology Group in the Office of the CTO at VMware.You can find Matthew on LinkedIn and Twitter.Brian Hayes is an audiophile, dad, builder of sheds, maker of mirth, world traveller and EMEA Financial Services Industry Lead at VMware.You can find Brian on LinkedIn.

3 Takeaways:<ul><li>Always invest time and effort in eliminating non-value added work and automating where possible. You can't continue to come back and ask for more money without demonstrating that you’re being responsible with the budget already given. </li><li>Make sure your tech experts feel connected to the customer experience. Ask IT to do ride alongs - listen to someone on the desk. Do empathy interviews and talk to people. </li><li>The growth mindset of the organization - the willingness to do new things and manage through change with positivity and energy - is paramount to making all of the technology work to its fullest capability. You need to get buy-in to move forward.</li></ul>Key Quotes: <ul><li>"Customer interaction is a really important thing to spend time on. So I definitely encourage people who are in tech to go talk to customers. You immediately know how important you are to the business.” - Jennifer</li><li>“The theme I hear in most of these customer interactions is every one of them is grappling now with a transformation journey that they knew they had to make but now are having to do it on an even more accelerated timeline. I think all of them had multifaceted plans but now are having to execute on some of them in days and weeks as opposed to quarters of years.” - Jennifer</li><li>“Teammates should look for ways to eliminate costs on one side so that they can free up money for new innovation and new investment on the other. You can't just continue to radically grow your technology dollars year over year. You've got to start to tidy up the house in order to make room for new things.” - Jennifer</li></ul>--Links<a href="https://www.linkedin.com/in/jmanry/" rel="nofollow" target="_blank">Jennifer Manry LinkedIn</a><a href="https://www.womenwhocode.com/" rel="nofollow" target="_blank">Women Who Code</a>--About the HostsMatthew O'Neill is a husband, dad, geek and Industry Managing Director, Advanced Technology Group in the Office of the CTO at VMware.You can find Matthew on <a href="https://www.linkedin.com/in/matthewoneill/" rel="nofollow" target="_blank">LinkedIn</a> and <a href="https://twitter.com/MatthewON" rel="nofollow" target="_blank">Twitter</a>.Brian Hayes is an audiophile, dad, builder of sheds, maker of mirth, world traveller and EMEA Financial Services Industry Lead at VMware.You can find Brian on <a href="https://www.linkedin.com/in/brian-hayes-global-transformation-infrastructure-leadership-innovation-cyber-cloud-digital-delivery/" rel="nofollow" target="_blank">LinkedIn</a>.

If Only I Had Known That Before I Joined...with Jennifer Manry

We were thrilled to welcome Jennifer Manry of VMware to this very special episode of The CEO.digital Show EXTRA. Listen in to learn more about the empathetic design approaches transforming customer interactions in the financial services sector, and the industry-wide, cloud-driven changes in digital infrastructure that are fueling a new age of finance. 

We were thrilled to welcome Jennifer Manry of VMware to this very special episode of The CEO.digital Show EXTRA. Listen in to learn more about the empathetic design approaches transforming customer interactions in the financial services sector, and the industry-wide, cloud-driven changes in digital infrastructure that are fueling a new age of finance.