Progressive Leasing Senior Manager - Information Security
University of Utah Bachelor of Science (B.S.), Information Systems
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How did you get to where you are today? What is your story? What incidents and experiences shaped your career path?

Summarized By: Jeff Musk on Tue Sep 15 2020
Yeah, that's a great question. So for me, I had probably a less typical path to you. Don't get where I am than a lot of people. You know, I you know, I started out, you know, right after high school, working a lot of really physically intensive labor jobs, and Cookie realized it's not what I wanted to dio. And for a long time I really want to go to med school. And so I started down that path of, you know, Hey, I gotta start on somewhere. And so I started by going to a community college, and I saw a community college, and from there, um, really had a passion for technology, you know, got toe got to use technology daily and really became a passion of mine. But I still, uh, you know, kept convincing myself that med school is the right, you know, path for me. And so I decided to go to the University of Utah, and I transferred there and decided to start pursuing the nuclear medicine technology program there, and at that same time, actually landed a job working as a systems administrator, supporting some ah local radio station and a travel company, and I really got to know technology. Well, doing those jobs. And so, um, at that time, I was kind of at a crossroad. Then I, you know, I had to decide. Do I keep pursuing this dream I've had of being a medical professional? Or do I, you know, take this plunge into technology And that was a tough decision for me. And so that's really how I got started, you know, in the technology space. And, yeah, dove right in and actually switched majors and went into the information systems program at the University of Utah. And that was a big shift for me because I had already been working on ah, lot of stuff for the, you know, medical program. And so, you know, doing a lot of medical terminology courses and chemistry courses. And, um, you know, courses that are unrelated to this field of work, obviously, or, you know, not necessarily directly tied thio each other. And so that was hard. You know, I spent all this time working on those things, and then, um, really did a 1 80 went into the school of business, and at the end of everything, I graduated, I think somewhere like with 180 plus credits on a bachelor's degree, you know? And so you know, it's hard. Thio go through those things but really got an appreciation for technology. Got to learn all the basics and, um, got a foundation and a foothold in the industry. And then obviously after graduating, that was kind of the icing on the cake for me to kick, kick, start my career so that Z really how it got started?

What responsibilities and decisions does one handle in a job like yours? Tell us about weekly work hours, including the time spent on work travel and working from home.

Summarized By: Jeff Musk on Tue Sep 15 2020
Yeah, eso Absolutely. So for me, I'm ultimately responsible for instead of people and programs. Right. So, um, my my team specifically, we handle handful programs related to governance, risk and compliance. Um, and right now, my day to day. Right now I'm working, you know, usually 8 to 10 hours a day. Monday through Fridays. Typical schedule for me. Unless I'm traveling for work. Um, I do travel a little bit from work, but not a ton. Um, you know, especially pandemic. It slowed down quite a bit. Um, but really, in terms of decision making, you know, for for my group, um, we focus on again things related to the program. So I'm obviously making decisions. Um, they have a lot to do with those things. So, um, governance, risk and compliance. So, um, anything in relation to governance? Those were things practices within the organization that govern the organization. Our team, from a technology standpoint, is very involved in those things and help make decisions there on Ben technology risk were heavily involved in so making decisions on A Should we should we engage in this practice and doesn't make sense from our risk standpoint, to take those things on. And then the really big space for us in terms of decisions we make is in relation to our security frameworks and standards. So three company I work for right now we we adhere to four main things right now. So we do miss cybersecurity framework. We do P c I. D. S s issa 27,001. And we also talked Thio. So my team is responsible for those things. I'm sure some of your students may have heard of those things, but basically those things air things that help our organization adhere to best practices for from a security standpoint, for our technology so that, you know, so that when we work with business partners, we can get the most value out of our relationships from a security standpoint and also some of those things that required some of them are optional. So ah, lot of decision making takes place there and then, you know, day to day working with my team. Um, you know, I'm constantly making decisions on the organization of my team. What? We should be focusing on goals, priorities, compensation for people in my group training. Um, all those things so high level, you know, fire to summarize it again. It's its's, the program and the people. And those were the too many things that I focus on on a daily basis.

What are the challenges in a job like yours? What approaches are effective in dealing with these challenges? Discussing examples will help students learn better.

Summarized By: Jeff Musk on Tue Sep 15 2020
rule, I would say the challenges. So again we work with, um So again, I'm part of a security team. We work with governance, risk and compliance specifically, Um, but really, um, those things that we work with, the scope is very broad for those things that we handle. And so I would say that is probably one of the most challenging things about this role. You know, a lot of other technology roles such as, ah. Network administrator, for example, or network engineer. Um, the scope of what they do is is really focused, And so they're able toe to really just understand that one technology and understand it well, you know, But on the compliance side of things, we're doing a lot of testing. And so, you know, my team is going in and we're working with, you know, most groups within the organization, and that even expands outside of technology. So, you know, sometimes I work with HR. We work with, um, just various groups, right? We work with our data sciences teams, and so the challenge is is we have to understand really technologies holistically, and we have to understand a lot of things, and it doesn't necessarily mean we have to be experts and all those things. But I would say that is that is one of the challenges is understanding all those things and then working with working with other groups could be a challenge sometimes, right? So in terms of specific scenarios, um, you know, right now, we just went through an audit for P C I. D. S S o P C I. D. S s. It's a standard we have to adhere to. This shows that we value customer card data and that we know how to secure it. And so part of that is we we go through various test to validate that. So one of our tests, we validated that a multi factor authentication requirement was not in place very well. And so it's not my team that owns that technology. So my team has to go to this team that owns that technology, and I have to say, this is poorly implemented, you know? Or we have to make adjustments here. And so as you can imagine, being on the other side of that, having someone coming to you to say, hey, you know, we got to fix this thing, it usually doesn't go over very well. And so you know, you have to be really tactful in how you approach those situations. And, you know, you have to be willing to see their side of things and and help them work through that, Um, and again. Part of that challenge is knowing, Hey, there's an issue here. But also, how do we fix that issue? So helping them solution on that and how they fix the issue. So just working with other teams and helping them thio get to a point of agreement where we can understand the risks and actually take the right action. So So that would be a scenario. But that's that's pretty typical is we're always Sometimes we're seeing is the bad guys, you know, in a situation, and we don't we don't intend to be. It's just it's we're just trying toe true up our security in the organization. So

What tools (software programs, frameworks, models, algorithms, languages) are typically used in a role like yours?

Summarized By: Jeff Musk on Tue Sep 15 2020
right now, my team does work a lot in spreadsheets, right? So I know typically when you think of ah, technology career, you're probably not thinking spreadsheets. But when you work a lot in spreadsheets just because sometimes it's the quickest effect most effective tool for us to use. Um but we also work in a grc tool. So again, I know I spoke a little bit, but governance, risk and compliance tool So they're they're pretty common in the space and really, they just help blend the overlap in those functions in the one tool. So again, governance, risk and compliance there. Um so he used We use a tool for that and basically that just allows us to track our testing track controls and really validate Thea other piece, which is the compliance piece that I spoke Thio and again, our organization we have a handful of those standards of frameworks, Uh, primarily the you know, one of the big ones for us is as I live into his P c i. D. S s, which is a cardholder data security standard. So that's something our team evaluates and tests against to make sure that we meet security card standards. Uh, one of the other ones is isso 27,001. That is a security framework for security best practices. Um, and that's something that that really is used to help establish a foundation for best security practices. So our our organization here's Tyson 27,001 and we're actually certified against that. So we do have an external audit group that will come in and audit us for that. We also do talk to which is for service organization controls on that really is to help us as an organization from a marketability standpoint for working with our business partners, Right? So if a new business partner wants to do business with us or customer, it does this a lot of value to say, Here's our stock to And here's how Well, we're meeting security requirements and so were audited for that as well. And then internally, we also adhere to the next cybersecurity framework. So cyber security frameworks really similar to I have 27,001. It's, ah, security framework for security best practices. So, um, those air kind of the big four things that we we worked with on a daily basis, so

What are the job titles of people who someone in your role routinely works with, within and outside of the organization? What approaches are effective in working with them?

Summarized By: Jeff Musk on Tue Sep 15 2020
So you know, we work with a lot of various groups, and that's something that's unique about our our department is Aziz I mentioned earlier we You know, if you're maybe in a networking role, you're probably gonna work a lot with infrastructure personnel and you know, people that closely relate to your technologies. Whereas our group, we really work throughout the organization. So, you know, one day I mean, maybe meeting with the VP of HR and talent culture, And one day I may be meeting with the director of infrastructure or help desk or, um, it just or product, right? So we kind of were really broad in what we support. And so, you know, I meet with I mean, if the security VP regularly, she's she's who I report to you so constantly Collaborating with her occasionally meet with R C T O. R. There's technology directors, engineers, security analysts and architect so outside the organization, we do work extensively with external auditors for security. So, as I mentioned earlier, those security frameworks that we work with, we have auditors will come in and actually request evidence from us, will provide them with evidence and work through the controls with them. So, um, you know, day to day basis those air the groups we work with, um and you know, it's faras approach isn't working with these groups. Um, for me, I I found what is the most effective is just preparedness, right? I mean, I can't tell you how many meetings I've gone into where there is no objective, there's no agenda and you just go in circles and I feel like that's a really ineffective way to do things. And if you as a person or going to work with these other groups and you go into these meetings and you're not prepared, they'll they'll recognize that. And immediately, you know, their desire to listen to your pitch or what you're saying is going to diminish. And so I think being prepared for for meetings and knowing what your objectives are beforehand is gonna help you have success and work with these other groups. That and I would also I'm a huge proponent for communications. So communicating clearly and everything you dio so email, you know, messenger, you know, face to face, whatever it is tryto communicate effectively, and I think that will set you up for success.

How would you describe your management style? How has it evolved over the years? Can you tell about experiences or books that influenced your management style?

Summarized By: Jeff Musk on Tue Sep 15 2020
uh, you know, I've never been a huge fan of, you know, this dictator methodology and trying to just, you know, be a bull in a China shop kind of thing. What I what I'm a proponent for in way that the way that I've evolved over time is I'm a huge proponent for ownership and accountability and trust. I think those were some of the biggest key principles for leading and managing a group. Um, trust can be really hard, especially at first, but I think that's one of the things I think you better at over time. But it's really important to have trust If the people in your group don't trust you, your leadership doesn't trust you. You're gonna have a really difficult time. Um, just getting your objectives, um, completed and working effectively. Uh, the other big thing is, is really ownership. I've learned a lot about ownership, and just that, you know, you personally need to be accountable for the success of your team. And so if you don't have that mentality, um, you're gonna start blaming other people and you start to do that. You're just gonna go down a dark hole, and I just think it's really a deterrent to your success. So really owning and knowing that your team and the things that you're responsible for you are responsible for those things. If your team fails, it's it's on you. It's not on your team because you're the one who makes the hiring decisions. You're the one who makes the organizational decisions and your team and, you know, the focus of your team. And so, at the end of the day, a ZA leader as manager, ownership is key. Um, so some of the books that I've read that it kind of helped me, um, talking about ownership piece. I know it's a really popular one right now, but extreme ownership by Jackal will. Nick is one that I read recently, and it really spoke to me. Um, scrum. Believe it or not, I scrum the art of doing twice the work in half. The time is such a good book that really helped me to know. I think it's a really good practices and methodologies for how you can be more effective in the work that you're doing, especially small groups. Um, and then another one I read was the Phoenix project. Um, I really liked that book that help provide insight on, you know, as as a leader how you can keep the wrong work from coming out of out of your you know, your q. And how you can set your team up for success for the future. So, um, those would be a few that I'd recommend.

How do you manage conflicts within and across teams? How do you promote trust, openness and a healthy work culture? Sharing stories will greatly help.

Summarized By: Jeff Musk on Tue Sep 15 2020
for that one. A practice that I feel is is really critical to a role like this. And I think a lot of people realize that quickly is you really have to have humility and patience and empathy with the people you're working with, right? I think the sooner that you can realize that you share the same goal and that you're not always right. And sometimes these other groups air right. I think the sooner you can realize that as an individual, the easier it is to resolve conflict at the end of the day. And if if you you know, if you ask yourself, you go through those five wise of, well, why are they acting this way, or why are they frustrated about this? You really get to the root of the problem. I think the quicker you get to the root of that problem and you do it with humility and patience, I think the quicker you'll get to a good resolution, I can't time the number of times I've seen people take the other approach where they won't stand down and they'll be prideful and they'll fight and go back and forth and you end up with these huge arguments at work, and then you look back and you're like, Hey, guys, we're all professionals And why are we yelling at each other? You know, we all have the same goal here, and at the end of the day is just understanding those things. So, um, externally to our team, working with other groups, that's the approach I take. You know, first off going in and knowing that, Hey, there's a chance I'm not right here and I need to see it from their perspective. And then the other thing is, you know, within our team there's rarely conflict. But when there is, you know, I think the best thing to do is to address the issue quickly. Just call out the elephant, the room and move on because, you know, the longer you let those things faster, I think the more you set yourself up for some worst, worst situations, and a lot of a lot of managers and people will avoid those conversations because they're difficult. Um, but, um, that that comes with the territory and you gotta use having difficult conversations. And if the better you can do that, just addresses and that the better off you'll be

How can one get better recognition of work from one's boss and higher management? What mistakes should one avoid? Stories or examples will be quite helpful.

Summarized By: Jeff Musk on Tue Sep 15 2020
in terms of getting better recognition at work. So for me, you know, I know it's different for each each person. But for me personally, um, it's really it's this mentality and this this effort that is above and beyond. And I know you think well, above and beyond, of course. But really, when I look at specific scenarios, a good example would be if someone came to me and said, Hey, give me something to work on. You know, I don't That's fine. You can ask that question. But a better way to ask that would be Hey, I'm thinking of this solution for this thing, and I'm gonna go work on this. Are you okay with that? That is a much better way to approach things. And when I see people take initiative and I see people, uh, go to those levels where I don't need to ask them and tell them everything they need to do, especially people that are, you know, higher levels in their career and have been doing this for a long time. The expectation is that you you go and you you know, you you know what your objectives and I make those clear for you, and then you go and you achieve those things, and you you don't need the constant the constant questions of what do I do next? What I do next. So I think people that do that, um, you know, in my book stand out. You know, just because it it takes less time for me to work with those people and usually e guess, Dad to that, I would rather see somebody go out and take initiative in my group and fail on something. Then I would rather have somebody stood on the sidelines and wait to be told what to do. So those people are the people stand out to me in my book, um, and then soas faras like what? Mistakes to avoid for me again coming back to the pride thing. So, um, pride is pride will ruin your capabilities in the organization, your ability to succeed. So I would say for me, you know, no boss wants to hear you brag about how good you are something or how good you did on something. It's better that those things come organically and that you know that your leader recognizes the things that you're doing without you talking about them constantly. So I think just staying away from pride because pride also will get you into trouble in terms of collaboration with the other groups you work with. So I've seen a lot of people, um, really fail in that space again. I know I live it to that earlier, but I've seen people who are brilliant, right, thes people that are very smart and people that know the industry very well and could potentially do really good job. But they let pride get in the way of their success, and they would rather go head to head with people and have arguments. And then before you know it, that person's complaining to their boss about this person, and it just is not a great way toe to go about things. So I would say, just avoiding pride and just being a go getter and showing some initiative. Those things will help drive successfully

What indicators are used to track performance in a job like yours? Think of the indicators such as key performance indicators (KPIs), objectives & key results (OKRs), or so on.

Summarized By: Jeff Musk on Tue Sep 15 2020
for us. We way actually work with Okay, ours and our organizations. So, um, for us, Okay, ours are established early in the year, Um, you know, so that we have some clear goals in mind for the year. Um, the way that our organization is done, it is we have really high level, uh, kind of visionary objectives for the for the team. And those were lined at a very, um, just a very high level with executives. And then once they have aligned than our teams, all build individual goals based off those. So some of those roll up to the bigger department. So, for example, my team has goals that live at the technology department level, and so, you know, those air tracked and reviewed at that level. So all of technology sees my goals, those two goals that we have right now So all technology will see those goals and their tracked and evaluated at that level. So that's kind of big picture like, those were the things that hey, we got to get these things done this year. And if we don't like, it's gonna be really hard to say. Is this successful year so those are big, big things. Um, and then, you know, at a more micro level on our team, we also established our own. Okay, Rs. And so those are also really important for us And those air for those air. How I judge individual performance for the team and how people are doing in terms of their success. So on Ben, in addition to those, typically we have, you know, bonuses that are tied to those is well. And, you know, if you're meeting your okay, are you may or may not get a bonus kind of thing. So try toe tie that financially a little bit. Um, but yeah. So Okay, ours for us live throughout those various levels. And, um, different metrics are tracked for those. So I'm an example of one just to kind of help paint a picture of that. So our team has in okay, are, um, to improve the efficiency of the turnaround time for one of our programs. So right now, the turnaround time for one of the assessments we do is about was going to say what you've actually completed this objective. But it was about a month. And so our goal is to reduce that by at least 50%. And so and that was by the end of the year. And we've already achieved that. And we're running well below that already. So, um, so that's kind of how we work. Okay? Ours in our organization.

What skills and qualities do you look for while hiring? What kind of questions do you typically ask from candidates?

Summarized By: Jeff Musk on Tue Sep 15 2020
me. I'm always going to put interpersonal skills above that over education and experience any day. So education experience are there important, and I'm not going to discredit those things. They're definitely very important things. But when it comes Thio, you know, hiring and interviewing At the end of the day, if you can't communicate effectively with me and you don't seem like you're a good people person and you can't, um you don't seem like somebody who is willing to listen and, uh, communicate effectively. It's going to be really hard for you to make it in my space. So I'm speaking for our space because again, as I alluded to earlier, we work with a lot of teams, and so if you can't communicate effectively with those people, then you're already going to be set up for failure. So no matter how smart you are, if you can't communicate effectively, you're gonna fail. So that's one of the initial things I always look at, is how how well can this person communicate work with our group and then I dive into the other stuff. So definitely education experience are also very important. Um, education is huge for me, um, you know, having having a degree, I think shows shows a lot on DSO. That's that's really big for me, but also things that show that there's Dr Beyond just that education. I've seen a lot of people that get a bachelor's degree, and they're like I am done or the Masters they're you know, they're done. But, you know, in our industry, certifications are huge. So showing that you're still pursuing education even after you've got those things is important. Three other big things is S O. There's Ah, there's a kind of a team guru. His name's Pat Lynch, Tony And he's, uh, he's dealt this idea of the ideal team player. And for me, that's something I focused on with hiring. Um, and so this this idyll team player. He talks about these three core attributes. He talks about, looking for people that are hungry, humble and smart. And so a lot of my interview questions are around those things, right. Trying to gauge how how hungry a person is, you know? How much do they want this? How much do they want to succeed in this career? Are they humble? Are they willing to listen are they willing to take advice and train and learn? And then how smart this person is, you know? Or do they have that aptitude to be smart if they're not right? So those were those were really important things. Uh, in terms of questions, I usually ask in an interview, Um, I always ask my interview candidates to give me an example of something that they excel in compared to their peers and then something that they believe that they are inexperienced. Dinner don't understand very well in comparison to their peers. And the reason I ask those questions. It's really a driver to get humility, because at the other day, someone's either gonna say, Hey, I don't have any weaknesses. I know everything or they're going to say, Hey, yeah, I don't know this area very well or and I'd like Thio andan on the other end of that. It's really good to learn what they feel they're really good at. So, uh, that's something I ask you must my interviews so

Can you discuss career accomplishment(s) that you feel good about? Please discuss the problem context, your solution, and the impact you made.

Summarized By: Jeff Musk on Tue Sep 15 2020
mhm. Ah, career accomplishments. Accomplishment for me is really just having grit and willing being willing to stick out difficult situations, right? So there's been a few times over the past several years where I said to myself, Hey, maybe it makes sense to move on and pursue something, something new. This is getting really challenging. I don't know if this is for me anymore, but but really just for me and accomplishment, it's just sticking out those challenging situations, right? We're all gonna run into those things in our careers where hey, you have a really a lot of challenges, potentially, and sometimes it Z best actually stick those things out. And so in my case, I've stuck a lot of those things out, and they ultimately help me toe find more success in my career. Uh, in terms of accomplishments, um, for me, I've I've I've been at the forefront and been very involved in some of the critical development for some new security programs that we're really not existent before. So helping to build the processes and the procedures behind our security programs to me has been a huge win. Um, something I feel good about and I think that's made a huge impact on the organization in terms off our security practices and our security confidence as an organization. So, um, that's probably what where I go with that one.

What responsibilities and decisions did you handle at work? What were the challenges? What strategies were effective in dealing with these challenges?

Based on experience at: InfoSec Risk and Compliance Analyst, Global Non-Profit Organization
Summarized By: Jeff Musk on Tue Sep 15 2020
working for. I do work for a global nonprofit organization, and so responsibilities I have there is the kind of similar to some of stuff we do now. So we evaluated internal, um, security practices to make sure that products that were being deployed met those security standards before deployment. Also worked with PC ideas. Esa's well, and just making sure that our security practices were in checked from risk standpoint. So really, some of the challenges there, um, I would I would say so. At the time, I actually supported a technology, our internal technology services group. And so the challenge there is not unlike some other challenges already alluded to that, um, you know, working with sometimes in the face, we have to know technology holistically in the big picture of technology, and you get into discussions with engineers and they want to go 10 layers deep into a very detailed, challenging technology. Sometimes myself, for my team were, you know, weren't really prepared for those discussions. And so it takes the discussion learning a little bit and going back doing our research and then coming back so that we can apply the right controls and features those situations so

How did the school prepare you for your career? Think about faculty, resources, alumni, exposure & networking. What were the best parts?

Based on experience at: Bachelor of Science (B.S.), Information Systems, University of Utah
Summarized By: Jeff Musk on Tue Sep 15 2020
just a bit of stuff I've already alluded to, but really, you know, school for me. First and foremost, I think preparing you for what's after school, getting a degree really takes, Ah, high level of grit. I mean, really, whether it's bastard degree or master's degree, I just you there's so much. There's so much hard work that goes into that. You know, I see in my my industry, a lot of people get certifications and getting a certification is is is difficult. I'm not gonna take away from that, you know, some certifications or more difficult than others. But, you know, to get a certification, the amount of time you're devoting to that thing is Manimal compared to a degree. And so I think, you know, going to school going to university was a huge win for me because it helped me to appreciate something that was really long term. Like I mentioned, I I was I was at a bastard through for around seven years, right? So Ah, long time a lot of work went into that. And so I can appreciate long term success, and I can now see, um, you know, a vision of you know what doing something on a daily basis will lead Thio. And so I think, at a university level that really helped me thio to just drive the rest of my career. Um, some things I learned at the university right is you definitely learned technical things along the way. But also, I think the things that you probably don't take us, you know, time to realize you're learning. But it's It's the communication, right? It's It's like working with your peers. It's emailing your professors right and knowing how to handle those relationships. It's going having group projects. I know everybody complains about group projects, but, hey, you know what you do in the workforce? You work with people and you work people every day and you working groups. And so and sometimes you running the same scenarios you'll run into in your school projects where somebody doesn't wanna pull their load or somebody is not as the experience that you gotta work through those things. So, um, really going to school, uh, really hammered those things and for me and help me to understand those things? Well,

What three life lessons have you learned over your career? Please discuss the stories behind these lessons, if possible. Stories could be yours or observed.

Summarized By: Jeff Musk on Tue Sep 15 2020
I didn't give this once and thought beforehand, so hopefully it'll be helpful. But for me, one of things, I kind of let it, too. But pride is typically detractor to success. So any time that you start to believe that you are better than those around you or that you know it's best, um, you're going down a poor portrait of my friend. You are setting yourself up for failure. So on I, as I mentioned, I've seen that over and over again, people that, um, get too much confidence in their skills and start to lose out on three other important factors of being successful in your role. And it's not all about it's not about how much you know. So I think that's that's huge. And that's something that really helped me. Um, something else is. Relationships and trust are key to your development and success within an organization. So, um, again, getting you're getting your your peers to trust you and getting your leaders to trust you is critical on developing relationships with them. Right? If your if your if your leaders that they don't know you well or don't know what you're capable of or they don't trust you. There's really high chance that you will not be promoted. So and the same goes for your peers. If you're if you're looking to be successful amongst your peers and achieve really good things, you really need to get your peers to trust you and Thio help you drive the success, right? I think that, um, success really doesn't come. You know, I think individual success actually comes better when you are working collaboratively and effectively with your pairs. So Onda, then the last thing is you need to keep learning. So I think learning is essential, especially in the technology career. Um, in an industry that is changing so fast, you really have to keep up on things. And if you don't, you become a dinosaur and you won't know what you're doing. So you always got to keep, keep studying, keep up on the latest and greatest in terms of technology and really have a drive to continue. Continue learning so

What starting job (after internship) would you recommend to students who hope to grow professionally like you? What other parting advice, dos, and don'ts would you give?

Summarized By: Jeff Musk on Tue Sep 15 2020
so for for me, um, it's easy for me to look back on my own experience and what I did. And so I guess I'll speak to that. But so, as I mentioned earlier, I got a job early as essentially a junior systems administrator, right? And that allowed me Theobald iti to get a good big picture view of technology. And so, if you're planning on pursuing a career in information, security or information risk, um, it's really important that you have kind of that big picture understanding of technology because you will be in those discussions. You know, you'll be talking about cloud technology. You'll be talking about network you'll be talking about, um, risk. You'll be talking about virus, any virus You were talking about encryption. So you really need thio. Be prepared to have those discussions and be prepared to know this technology as well. So I would say anything you know, like a junior administrator for us in our group theory. Entry level essentially is security analyst and so security analysts, you know those are people that you can difficulty train quickly, toe handle some operational type activities and really get to know the industry so security analyst jobs were great. And then, in addition to that, I mean, help desk jobs were great. Any kind of entry level technology job you could get is really gonna be a big win for you in terms of your career. So and my recommendation there is maybe, you know, try not to wait till you graduate. Thio get that experience, right? Because you know, your graduate and people see that hate you have degree, but, um, he's getting a lot better if you've got some experience with that degree. So, you know, even if it's a few hours a week, I think getting that experience really is really, really important. So eso yeah, that that would be my recommendation there.