Presentation Acme Bank Inc Background Information General Cu ✓ Solved

Presentation Acme Bank Incbackground Information General Custome

Provide a brief demo of Customer xyz, since Sam (Head of SOC) is only one month into his/her tenure at ACME. A brief project update for the team, with special attention paid to milestone status, ROI, and project risks. ACME is interested in how Customer xyz can provide and maximize ROI. Please present a high-level business case of some aspects of our business (technical and strategic) where you propose Customer xyz can create efficiencies and save money. ACME is particularly interested in eliminating wastage in the environment. The more relevant to ACME Bank and compelling overall, the better. ACME is interested to understand what the remainder of the contract would look like. What would be the key stages, milestones, activities and interactions we would expect in the continued relationship with Customer xyz? ACME recognizes that Customer xyz is both powerful and potentially dangerous if operated incorrectly. The ACME team members are keen to review the existing Customer xyz Operating Model and discuss how ACME can leverage the model to drive progress in the account and greater adoption and value, safely.

ACME Bank has been a Customer XYZ customer since May 2018. Their contract is for 4 years. They are a large retail bank, focused mainly in the USA and hold 45% of all bank accounts in the USA. The customer originally purchased 200k licenses of the Core Customer XYZ service, plus the following modules; Discover, Patch, Detect and the Threat Response. There is also an unused $330k credit on the account. Throughout the second half of 2018 and early 2019, the focus on the account was on deployment, with the current status now being that the Customer XYZ base agent is about 97% deployed across the bank’s environment with only a few smaller offices in New York, Singapore and Germany remaining.

The CISO was invited to an Andreessen Horowitz EBC and was so impressed with the technology that a soft commit to purchase was made on the day. She realized that, unless something changed, the costs of managing and resolving an increasing number of security incidents would be difficult to quantify and moreover, soon spiral out of control. Another critical point is that the CFO of Group IT has a ‘slush fund’ budget of £10m to cover any unexpected costs associated with licensing. She could immediately see Customer XYZ’s value in reducing this spend.

Currently, Customer XYZ is owned by the Security Tools team. The team is led by Bobby and the lead technical SME is Charlie. Bobby owns most of the agent-based security technologies across the bank. The team is responsible for effective deployment, upgrades, and maintenance of a number of products including Customer XYZ, Cyberark, Encase, Proofpoint, and a large McAfee suite. Initially, there was significant resistance to owning Customer XYZ on top of their existing responsibilities.

A Customer XYZ VP managed to persuade Bobby and Charlie to attend CONVERGE18 which opened their eyes to the possibilities of Customer XYZ. Since returning from the conference in November 2018, Customer XYZ has rapidly become the main focal point of the team. Bobby’s team has doubled in size, largely due to the growing importance of Customer XYZ and the need to continue to support the other technologies. The collaboration between you, as Technical Project Manager, and Bobby's team has led to significant progress in utilizing Customer XYZ.

Despite the progress, there are risks for the account going forward; Customer XYZ is still primarily seen as a Security tool, and the rollout of the Threat Response hasn’t occurred across all server groups yet. There is no clear owner for Customer XYZ in the Vulnerability Management team, leading to inconsistent engagement. Furthermore, the ongoing Proof of Concept of a similar technology by a competitor presents a threat to Customer XYZ's position within ACME Bank.

To address these challenges, ACME's Account Team must focus on strategies that encourage deeper integration of Customer XYZ into more teams and its functionalities, such as Threat Response and Patch Management. The aim should be breaking into other departments within the bank to create a comprehensive ecosystem that showcases Customer XYZ’s value beyond just security functions.

Paper For Above Instructions

The relationship between ACME Bank Inc. and Customer XYZ is pivotal for both parties. As a major player in the banking sector, ACME Bank needs to maximize the return on investment (ROI) from Customer XYZ while ensuring the safety and efficiency of its operations.

A critical project update highlights the importance of milestone tracking, assessing ROI, and identifying project risks. Currently, Customer XYZ is utilized primarily within specific teams, signifying a need for broader integration throughout the organization. To this end, understanding the business case for further investments in Customer XYZ remains essential.

Firstly, identifying efficiencies through Customer XYZ involves examining its technical and strategic aspects. As outlined, the original purchases made by ACME Bank included 200,000 licenses of the Core Customer XYZ service alongside various modules aimed at enhancing visibility, threat detection, and response capabilities. The deployment status indicates over 97% completion; however, this does not translate into full utilization, particularly concerning Threat Response and Patch Management functions, which still require broader application across server environments.

Secondly, achieving potential savings is essential for ACME Bank's fiscal health. By employing Customer XYZ's capabilities in threat detection and management, the bank can reduce incidents and associated remediation costs, which had previously skyrocketed. Additionally, there is an outstanding unused credit of $330,000 that could facilitate the purchase of additional licenses or functionalities that align with organizational goals of modernization and risk management.

Furthermore, it is vital for ACME Bank to align Customer XYZ’s use cases with its operational objectives. Use cases such as agent health checks, malicious indicators, and lateral movement detection not only reinforce security but enhance the smooth operation of bank operations. This alignment ensures that Customer XYZ evolves into a comprehensive solution that transcends mere security dynamics, providing insights that promote overall monetary efficiency through reduced risk and improved operational efficiency.

The operating model for Customer XYZ must be continually assessed to account for changes in the threat landscape and operational needs of ACME Bank. Engagement involving Bobby and his team will be vital in establishing a Centre of Excellence (CoE) aimed at integrating Customer XYZ’s data and functionalities across various business units. By nurturing this CoE, ACME can facilitate internal requests for data insights, ultimately enhancing the security posture and financial outcomes of the bank.

In the context of the remaining contract with Customer XYZ, the key stages and milestones should focus on enhancing the user experience and maximizing service adoption throughout the bank. Activities may include targeted training sessions for underutilized features, regular check-ins with departmental leads, and ongoing evaluations of the system's integration into daily workflows. By optimizing these interactions, ACME Bank can ensure that the investment in Customer XYZ is justified and translates into long-term operational benefits.

Finally, the propensity to view Customer XYZ solely as a security tool must evolve to encompass its broader capabilities. While strength in security remains essential, unlocking features relevant to other operational areas will allow ACME Bank to leverage Customer XYZ as a comprehensive risk management solution. Addressing existing concerns regarding a lack of ownership and integration will be critical in sustaining engagement with Customer XYZ across all levels of the organization.

References

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