April 25 speaking 2

Are you a sprinter who can run the 100 in a flash or are you a long-distance
runner with your eye on pacing yourself? If you are slow to leave the block or
never enter the race, you will not survive.
Let the Race Begin
Are you up to the challenge?
Only you can decide!

Workshop Objectives
• Where are we?
• Make no mistake, we are all affected
both personally and corporately by the
Global Economy
• Who is saying what?
• Are they right?
• Where are we going?
• Up up and away…or so we hope
• As long as everyone plays nice
• What do we need to do to get there?
• Open our doors, make friends, we are not alone anymore
• Get to know our family, friends and neighbors
• Will we succeed?
• We will if we embrace our strengths and acknowledge our weaknesses
• We have to tell the truth and start the dialoged at the top
• Collaborate and share both internally and externally
Copyright © 2014 by Cyber Defense Resources all rights reserved

What is Top on Executives Minds?
• More than 70 percent of the senior executives have stated that one of
the top three focuses for the next three to five years is innovation.
• The other 30 percent of executives see innovation as key to keeping
pace and possibly jumping ahead in today’s global business
environment.
• The traditional product and service categories will be replaced by
“evolutionary thinking” in business processes, distribution, value
chains, business models, and even the functions of management.
• KEY TO INNOVATION IS collaboration and partner relationships.
• How effective is your company at internal collaboration?
• Do you use external partnerships to enhance your product offering
and/or services?
• Do you know what your customer wants to buy, how to buy it and who
or what makes you the most money?
• If you don’t your competitors will.
• Today’s Competitor may be tomorrow’s friend or family.

“Unless countries come together, to take the right kind of
policy measures, we could be facing years of slow and sub-
par growth; well below the slow sustainable growth needed
to create enough jobs and improve living standards in the
future.” She noted that among major industrial countries,
growth is strongest in the United States. But she said it
would be critical for the Fed to "carefully manage the
gradual withdrawal" of its support for growth.

Bank of America/Merrill Lynch 2014 CFO Outlook Survey

Most CFA Institute members (63%) think the global economy will expand in 2014. This optimistic outlook represents
a significant shift from the previous two years; in last year’s Global Market Sentiment Survey, only 40% of members
expressed optimism about the worldwide economy. This year, members in the United Kingdom are the most
optimistic about the global economy, with 78% expecting expansion. Brazilian and German members are similarly
positive, with 74% and 70%, respectively. Members in China are the most cautious, with only 48% saying they expect
the global economy to expand in the coming year. Even this number, however, is significantly higher than the mere
21% of members in China who expected global growth in 2013.
CFA Institute Global Market Sentiment Survey 2014

• United States averted a possible sever crisis but confidence was
undermined by the governmental shutdown and therefore had a
negative impact economic activity and will have until US rebuilds
trust.
• China Reforms many believe will strengthen economic structure and
provide for continued rapid growth.
• Japan continues to have inflation and positively, Abenomics seems
to be having impact.
• Eurozone has exited from a long and deep depression.
• Major emerging markets status is anyone’s guess. Optimism about
future growth has waned due to internal unrest.

What external factors will drive and/or impede your companies
performance over the next year?
Deloiite and Tousch CFO Signals 4th Quarter 2013

Are We Restoring Trust?
Empowered by growing confidence in
the economy and their own company
performance, 94% of CFOs say they plan
to pursue new growth strategies in 2014
with caution.
Employers will be challenged to
attract, retain and develop people in
2014. Organizations will need bold,
innovative talent and human resources
strategies to compete for skills amidst
a global economy recovery. As
retention concerns mount,
organizations will focus on building a
passionate, highly-engaged
workforce.1

Chartered Financial Analyst Institute again is the global association of investment professionals that sets the standard for professional excellence
and credentials. The organization is a champion for ethical behavior in investment markets and a respected source of knowledge in the global
financial community. The end goal: to create an environment where investors’ interests come first, markets function at their best, and economies
grow. CFA Institute has more than 117,000 members in 140 countries and territories, including 110,000 CFA charter holders, and 140 member societies.
For more information, visit www.cfainstitute.org.
How Do We Restore Trust?

Economic Conditions Snapshot McKinsey & Company March 2014
%ofrespondents
Geopolitics Becomes The Number One Threat To Economic Growth
The Global Economical Threats to GLOBAL Growth?

%ofrespondents
Out of 12 risks that were presented as answer choices in the questions
Developed Asia, Europe and North America
China Developed Markets (i.e. markets in Asia, Africa and the Middle East), India and Latin
America
Economic Conditions Snapshot McKinsey & Company March 2014
The Global Economical Threats to DOMESTIC Growth?

Bank of America/Merrill Lynch 2014 CFO Outlook

CFO Outlook 2014 BofA and Merrill
Lynch

What is Your Company’s Business Focus for 2014

CFO Outlook 2014 BofA and Merrill Lynch

CFO Outlook 2014 BofA
and Merrill Lynch

In which areas does your finance organization make
a substantial contribution to the business?

What indicators do you use to monitor the
performance of your financial organization?

Top Challenges for Implementing Collaboration
McKinsey Global Survey results Building organizational capabilities

Collaboration is at the Heart of Modern Business Process
• Close to 80% of the senior executives surveyed said that effective
coordination and collaboration across product, functional, and
geographic lines was crucial for growth.
• Only 25% said their organizations was "effective" at sharing knowledge
across boundaries.
• Falling communications costs, globalization, and the increasing
specialization of knowledge-based work have made collaboration
within and among organizations more important than ever.
• “Tacit" interactions and socialization methods of communication
increase the complexity of management.
• Implementing and Managing Collaboration is not easy.
• Task Oriented Linear, process-based tools such as activity-based costing,
business process reengineering, and total quality management ARE NOT
EFFECTIVE at providing information on invisible employee networks and
interactions that help employees get things done across functional,
hierarchical, and business unit boundaries.

•We need to map and analyze the collaborative value
created (or destroyed) deep within employee
networks.
•Most complex employee network analysis tools today
focus on individual effectiveness i.e. communications,
workflows, and resource exchange not on the
interactions they create.
•Today, executives’ focus needs to be on the revenue
and productivity benefits that collaborative
interactions generate, the costs such interactions
impose, and opportunities to improve connectivity at
the points that create the greatest economic value.
Collaboration is at the Heart of Modern Business Process

Shift hiring practices to those who are more collaborative
Collaborative Leadership plays a key role
Mapping the Value of Employee
Collaboration-McKinsey and
Company

Employee Network Analysis
1. Identify the functions and activities where connectivity
seems most relevant.
2. Map relationships within those priority areas.
• Options for obtaining the necessary information
• Track E-mail
• Social Media
• Twitter, LinkedIn, Facebook, Pintrest
• Observing employees by using existing data
• Time cards , Project charge codes, team
assignments
• Administer a short (5- to 20-minute) questionnaire

Quantifying Costs and Benefits of Collaboration
• ANALYSIS: Compare the time employees spend on interactions of various
types as well as the savings and sales contributions of specific
collaborations.
• INPUTS: Fully loaded compensation figures for network participants and
detailed survey results
• Questions are posed bidirectional: if Joe says he was helpful to Jane, but
she says she doesn't know him, his claim is disregarded. With the
information in hand, companies can use standard software to create
network maps illustrating relationships
• Examples:
• "How much time did working with employee X save you?" or
• "On how many deals in the following revenue bands did you work with
employee Y?").
• "Whom do you ask for advice before making an important decision?"
• "With whom are you most likely to discuss a new idea?“

Mapping Individual Performance
• GOAL: Boost a non-profit’s fund-raisers' productivity
• PLAN: Identify and target specific types of donors and their motivations
for their donation, execute a step-by-step sales process with measurable
results in a defined sequence, and tailored donor interests as the
benchmark. Note: Only some high performers followed few of these
practices; Most low performers embraced them all.
• ANALYSIS: Network analysis gave insight into individual, team, and
organization-wide performance issues. High-performing fund-raisers not
only had strong relationships with donors but also accounted for a
disproportionate share (25 percent) of the connections within the fund-
raising group. Tenure and experience were key reasons for the high
performers' strong networks. Low-tenure fund-raisers got stuck on the
fringes of both their internal and external networks and became
dissatisfied, and quit before they became productive.
• SOLUTION: By helping new fund-raisers rapidly replicate the high
performers' networks, the nonprofit expected to increase its revenue
from employees with no more than two years' tenure by nearly 200%.

Mapping Team Performance
• GOAL: Boost efficiency and productivity of a large global
construction company.
• PLAN: Find out what the difference between the strongly
performing sales offices and the poorly performing ones.
• ANALYSIS: a key distinction between the strongly and poorly
performing offices was the percentage of collaborative time
with customers. 68 percent for the stronger performers and
50 percent for the poorly performing performers. Deeper
analysis revealed that hierarchy, organizational design and
project management processes differed from the strongly
performing and the poorly performing.
• SOLUTION: The construction company replicated the network
orientation of high-performing offices in poorly performing
ones.

Mapping Organization-wide Performance
• GOAL: Increase Sales and eliminate bottlenecks within the sales
process in an engineering company that recently had experienced
growing pains through an international expansion.
• PLAN: Align objectives across the teams of construction managers who
focused on cutting costs and engineers who focused on technical
solutions.
• ANALYISIS: Overall, the company's culture and linear view of the
construction process that emphasized tasks performed by each group
and the handoffs between seemed to be efficient enough. Through an
analysis of one of the engineering company's high-performing groups a
small number of highly specialized construction managers and
engineers had accounted for 35% of all the collaboration occurring
within it. Due to this internal mapping of specialized talents, this
collaboration dramatically enhanced the group's ability to deliver
expertise.
• SOLUTION: Identifying and building connectivity between specialists in
other groups helped the firm to raise its construction revenue to $275
million, from $80 million, in a single year.

Sales and Generating Revenue
• Everyone Must Have Collaboration Goals as a Part of their Job
Description including Finance
• How does knowing from where the money comes from and where the money goes help?
• Everyone needs to know where their paycheck is coming from and overall how their job
contributes to the P&L.
• A network view often uncovers "hidden" people whose contribution to cross-selling or
closing deals is far greater than individually focused performance metrics might imply.
• Are customers paying on time or early?
• Who is buying what and how often?
• Are there any possibilities for collaboration with our vendors to increase our customer
base?
• What other services do our partners offer that might help create additional offerings?
• It can also suggest where to replicate collaborative behavior, when to draw in valuable
experts from the network's fringe, and how to eliminate obstacles to collaborative sales
efforts.
• obstacles that include time, skills, personalities, incentives, and ignorance of which
colleagues have expertise.

Example of Improving Cross-Selling
• GOAL: Increase sales by increasing responsiveness to customers at a
leading technology company during market shifts.
• PLAN: Find out where collaboration affects the generation of revenue and
where it affects key players roles.
• ANALYSIS: The company broke out collaborative contributions by bands of
revenue and learned that the most and least valuable interactions (those
generating more than $2,000,000 and less than $250,000, respectively)
invariably involved different people. What's more, a network perspective
helped the company identify which colleagues knew about one other's
expertise but didn't draw on it.
• SOLUTION: Replicate the major contributors' behavior and provide
adequate training for key salespeople as well as others to understand how
collaboration could make them more successful. The high-performing
collaborators showed specific traits that the company believed help make
them successful: they were accommodating, more responsive to requests,
flexible, amenable to constructive criticism, enthusiastic team players, and
effective conflict managers. The companies incentive program and training
programs were changed in an effort to build collaborative skills throughout
the sales network.

Enhancing Career Paths
• GOAL: At a global consulting firm, increase revenue through identifying
and creating more efficient workflows with partners and through
collaboration create additional opportunities for growth. Also, identify
and measure the role the partners play in overall success.
• PLAN: Use employee network analytic tools to analyze the sales efforts
80 partners
• ANALYSIS: Through performance management process review that
recognized individual revenue production, the company identified 2
crucial categories of people who weren't being recognized.
• SOLUTION: The company identified 10 partners who supported
collaborative efforts by making joint sales calls yielding 60% of this
group's revenue; the top 5 accounted for 38 % A completely different
subset of partners were identified that made an enormous contribution
to the execution of projects by helping others to save time and generate
high-quality work; this second group, for example, contributed
expertise on the problems of clients, visited them, and helped with
analyses. The contributions of these partners, too, were highly
concentrated: the top 10 people were responsible for 48% of the value
generated through time savings, and the top 5 for 32%

Boosting Productivity
• Employee Network analysis can show that through collaboration they
can generate savings by facilitating the transfer of advice and
information from colleague to colleague.
• In other cases, an employee network perspective isolates unseen
collaborative inefficiencies resulting from poor job design, an
ineffective allocation of the right to make decisions, and outdated role
definitions, process steps, or organizational designs.
• The specific issues and interventions vary considerably across
industries. But some general themes emerge. Often, companies that
operate without a network perspective allocate resources inefficiently,
manage talent blindly, and experience large disparities in the
effectiveness of collaboration within and across units.
• Scrutinizing the time savings that relationships generate helps
companies to isolate what's working; to decide what, where, and how
to invest in additional connectivity; and to redefine roles and staffing
levels. Examples from three very different industries illustrate the range
of possibilities.

The Neuroscience of Leadership Development –John Kotter
Barriers to Collaboration: Hierarchical structure is ideal for creating economies of
scale in pursuit of quality through standardization. Hierarchies also introduce layer upon
layer of barriers to communication and cooperation resulting in silos of thought and the
defense of symbolic, if only imaginary, turf. Years of downsizing and cost cutting has
exacerbated these barriers as associates keep their heads down and dig in their heels with
their peers and direct reports.

The Neuroscience of Leadership Development-John Kotter
Hierarchies have been the dominant structure
and is the standard form for large companies.
Once upon a time, in 1855, a bottom up tree like
structure was created by an executive for the
New York and Erie Railroad. The board of
directors are represented at the roots and
executive management moves up into the trunk
while line managers branch out along the
various front lines of the railroad. This places
leadership at the base and reflects a perspective
of senior leadership’s role in nurturing and
providing strength for the growth of the
corporation, empowering front line
management with the authority to make
immediate decisions in real-time. This was no
small issue when trains ran in two directions on
the same tracks. Any miscommunication, in the
age of the telegraph, would result in horrific,
head-on collisions. Not good for the paying
customers or the shareholders, to say the least.
Copyright © 2014by Cyber Defense Resources all rights reserved

John Katter's Strategy Accelerator
SOLUTION: Design a 2nd Operational System to create and implement strategy, that is agile
also a network structure its own set of processes. PLAN: To continually assess the business,
the industry, and the internal society, and react with greater agility, speed, and creativity
than the existing one. It complements the traditional hierarchy, thus freeing the it to do what
it’s optimized to do. Enterprises are easier to run and strategic change happens rapidly. Both
systems must operate in concert with each other.

So…How Do We Do This?

The Neuroscience of Leadership Development-John Kotter
Open networks are those with “structural diversity”; where the people you know are not
all connected to each other. Leaders with open networks are more likely to hear new
information from disparate sources, be able to merge dissimilar ideas in a new creative
thread and be able to capitalize on possible unseen opportunities. They tend to perform
better, are promoted more rapidly, enjoy greater career mobility, and adapt to change
more effectively (Burt, 1992; Cross, Thomas, & Light, 2008).
Good Employee Networks are Open

Good Employee Networks are Diverse
•Many of the same advantages of open networks
•Leadership involves working across vertical,
horizontal, stakeholder, demographic, and
geographic boundaries for group and organizational
success (Yip, Ernst, & Campbell, 2009; Ernst &
Chrobot-Mason, 2010).
•Individual leader’s network connections form the
bridges that span these boundaries and allow for
collective action (Cross, Ernst, & Pasmore, in press).

Good Employee Networks are Deep
• Estimated to be 4 X the predictor of performance than other network
predictors (Cross & Parker, 2004).
• When leaders invest strategically in transparency, diversity and deeper
bonding, they develop more complete, creative, and unbiased views of
issues.
• More likely to yield new resources and crucial information.
• Relationships will need to adapt over a Leaders career.
• A critical skill is to know when and how to activate relationships – and
when and how to back away from or dial down relationships.
• Active networks consist of 2-way relationships where individuals have
demonstrated reciprocity in working together, helping each other, and
offering resources.
• With that foundation of reciprocity, the level of trust grows.
• Reciprocal, trusted relationships that are regular and ongoing are a
leader’s most active network.

STEPS TO NO MORE SILOS
1. Identify high-performing networks of employees.
2. Replicate these networks by forming collaboration
groups.
3. Promote specific interactions that help generate revenue
and boost productivity.
a. Targeted action is dramatically more effective than
promoting connectivity.
4. Have a broader network perspective.
a. Identify the few critical points where improved
connectivity creates economic value.
b. Be able to cross connect business unit and functional
silos, physical distance, organizational hierarchies, and
a scarcity of expertise.

Validating Effectiveness of Sharing Good Ideas
• GOAL: A leading petrochemical company wanted to determine where their employees
can increase uptime to solve problems from sharing best practices to better utilize
investment in fixed assts.
• PLAN: Increase the ability to solve problems quickly across disciplines such as drilling,
geology, physics, and production through more than 20 employee networks ranging in
size from 50 to several hundred employees. These networks focused on work areas
where people could benefit from sharing best practices.
• ANALYSIS: Network analysis showed that the effort, which previously had been
operating largely on faith, was generating substantial, shareable productivity benefits.
One 60-person network alone contributed $5 million in savings. A typical story involves
engineers and an out-of-commission oil well. Engineers used their network to identify
an expert who had no relationship with the well but did have critical knowledge that
helped them fix it in two days instead of the expected four. Network analysis thus
allowed the company to validate the efficacy of its networks.
• SOLUTION: The most successfully formed employee networks shared with all other
networks best practices to problems previously solved. A knowledge-sharing team
interviewed the leaders of networks to collect and disseminate best practices. The keys
to success included forming networks carefully around focused topic areas closely
related to the way work was actually done, giving network members the leadership and
training for success. In this case, using collaborative tools would have been ineffective
and an investment waste. The key was to continually track and measure success to
encourage participation and inform decision making about when (and when not) to
finance incremental network improvements.

Improving Allocation of Resources
• GOAL: A global financial-services organization want to improve investment decisions on
collaborative relationships and understand fully what the best HR strategy should be.
• PLAN: Map and calculate the time its key employees saved by sharing information and resources
across groups and with their colleagues.
• ANALYSIS: Better results were realized when executives were allowed to improve the skill sets of
the networks and to weigh anticipated returns against the costs. After recognizing that a set of
key brokers occupied central positions in the network, for instance, the company realized that
connecting all of these people with each other and with just one person on the network's fringe
would yield $140,000 a year in savings within business units and $865,000 across them.
• ANALYSIS: One division's global network of technical project managers generated monthly savings
of 3,383 hours, roughly $215,000 by uncovering that about 70% of these savings resulted from
collaboration within divisions and reduced redundant efforts, and to promote the exchange of
expertise in project-management tools, methodologies, and technologies. Executives were better
able to direct investments through aggregating results by business units, roles of responsibility,
projects and stakeholder representation.
• SOLUTION: The company replicated the pilot company wide that should yield savings that
ultimately will dwarf the initial results. By revealing the relational value created by people,
executives were better able to measure and manage talent. Key contributors were now seen as
playing an active role and therefore were financially rewarded where they had been overlooked
before. Ultimately, the company redefined roles and performance metrics to promote
collaboration, and built in compensation accordingly. Training programs were started to
encouraged knowledge sharing.

The Neuroscience of Leadership Development
Missing from the above diagrams is how IT Infrastructure (technology) facilitates and
enhances collaboration in a cost effective approach. Utilizing tools like SharePoint, box,
drop box, LinkedIn, etc. will help cross organizational barriers to communication and
collaboration while sparking engagement (especially with Gen-X and Gen-Y), authentic
inclusion of diverse ideas, and the significant productivity gains necessary to stay
competitive in the New Economy.

CANWEALL
AGREEThatWEare
NOTinKansas
Anymore?

Possible Collaborative Technology Tools

Respondents in
the largest study in
the new peer-to-
peer economy
reported that they
plan to double in
next 12 months.
Brands must
develop a strategy
in this new market
and avoid being
bypassed from
peer-to-peer
economic models.
The New Collaborative Economy

Over 80 leading
brands have joined
this peer-to-peer
Collaborative
Economy, tapping the
crowd as a partner.
http://www.web-
strategist.com/blog/20
13/02/26/collaborative
-economy-brand-
edition/
How Major Brands Are Pursuing the Collaborative Economy

Over 9000 startups
where put into a single
diagram by five families,
eleven classes, and a
sample of district
startups.
As companies were disrupted
by social media, they
adapted. Companies
disrupted by this new peer
economy called The
Collaboration Economy are
also adapting. We’re at the
start of another ten year run.
There are Entrepreneurial
organizations being run by
consultants for big brands
like myself only to help them
get involved, learn, and lead.

So when did this
all begin?
Although we think
that collaboration
has been here a
long time, notably
we think it started
in 1938. At least
that is as far back
right now that we
are prepared to go.

Disruptive Technology Description Example
Proximity Based
Communications
Devices that capture and analyze a set of sensors,
providing intelligence based on context of people,
place, and time in a detailed manner
Mobile devices that use Indoor
Positioning Systems IPS, NFC, RFID,
mobile/social data, and Wi-Fi
networks can identify a consumer as
they move through a showroom floor,
down to the inch.
3D Printing
Technology that empowers manufacturing of 3D
objects and production anywhere.
MakerBot, 3D systems, Affinia,
Formlabs, Stratasys, and now
replicator technology quickly scans,
and copies a 3D item.
Collaborative Consumption
Web and mobile apps that enable users to share,
rent, borrow, and gift products and services
with low friction transactions.
AirBnb, Lyft, Uber, see my list of 200,
and brand examples.
Gesture Based Interfaces
Technology that senses movement, and causes
digital systems to respond. Computer interfaces
and sensors will emerge causing keyboards and
mice to fade away.
Leap, Kinnect and other technologies
give path to a minority report
experience. Eye tracking software
such as Tobbi and retina tracking
software even in store emerge.
Augmented Reality
A layer of information is placed on top of our
reality plan, using digital glasses, empowering
users to access and transmit real time digital
information.
Google Glass will emerge and
empower consumers to access Google
interfaces as they traverse world.
Index:2013 What Are The Disruptive Technologies?

Index 2013: What Are The Disruptive Technologies?
Disruptive Technology Description Example
Virtual Reality
Reality=an immersive experience across many senses
that digital replicates sight, sound, feel.
Oculus Rift, Stanfords VR Lab provide
immersive headsets that simulate a
complete new world.
Quantified Self
Wearable computing=body reading sensors harvest,
analyze, and provide insight to how our bodies are
working.
Body API, Nike Fuel Band, Nike+,
Fitbit, Garmin, Runkeeper, most
mobile devices track our movements.
Quantified World,
Internet of Things
Technologies that capture data from around the world,
cities, and nature to analyze and predict future
patterns.
Nest thermostat, Telematics in cars
and thousands of other sensors are
actively collecting data and altering
our world. Open data economy, data
in mobile networks and mobile
devices.
Digital Screen
Experiences
There are evolutions happening to digital screens, from
flexible screens that can morph to anything, to digital
output devices everywhere, and 3D technology.
4k resolution (higher res than HDTV),
3D TVs, flexible OLED screens
Power Everywhere
Wireless power, solar power, and efficient power
sources enable transportation, devices, enable more
computing, sensing, and information spread.
Powermat, Powertrekk, eCoupled
provide wireless power
Drones and
Automated Robots
Technology is empowering for humans to man aerial
drones to also create self-driving cars, warehouse
robots, and more. The impacts to business, technology,
government, privacy, and warfare are just starting to
surface.
ARDrone (I owned version 1), Google’s
self driving car, and Amazon’s robot
warehouse are just the start of the
automated planet.

WE MUST ACCEPT WE HAVE A DIGITAL WORLD AND
TECHNOLOGY PLAYS A MAJOR ROLL TO OUR
OPERATIONS AND SURVIVAL
SUMMARY
• Both internal and external collaboration is a means for our
survival.
• How fast we can continually map, measure and implement
strategies based on collaboration is key for our survival.
• Transformation and innovation MUST consider disruptive
technologies.
• How proactively we supply our customer demands using
their preferred buying styles will determine our longevity.
• We must establish trust with our customers and partners.
• If we don’t our competitors will.

"Creativity, as has been said, consists largely of rearranging what
we know in order to find out what we do not know. Hence, to think
creatively, we must be able to look afresh at what we normally take
for granted."
— George Kneller
"It isn't the incompetent who destroy an organization. The
incompetent never get in a position to destroy it. It is those who
achieved something and want to rest upon their achievements who
are forever clogging things up."
— F. M. Young

"Please understand my friend, that where you find yourself
tomorrow is a function of the decisions and actions you take
today."- Akin A. Awolaja

Questions?
Robin Austin, President
Cyber Defense Resources
robin@cyberdefenseresouces.com
469-474-3062
www.cyberdefenseresources.com

April 25 speaking 2

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