Security Operations Center Quotes

Green had been amazed by their discovery: you could break into a Titan II complex with just a credit card. Once the officers showed him how to do it, Green requested permission to stage a black hat operation at 4-7—an unannounced demonstration of how someone could sneak into the launch control center undetected. SAC had a long history of black hatting to test the security at its facilities. Black hat teams would plant phony explosives on bombers, place metal spikes on runways, infiltrate a command post and then hand a letter to the base commander that said, “You’re dead.

With many high-earning, public women espousing operating as individuals, "feminism" was reduced to a self-empowerment strategy. A way to get things. A way to get more of the things you thought you deserved. A way to consume. But it also performed something far more sinister: "feminism" became automatically imbued with agency and autonomy, starting popular feminist discourse with a lack of class literacy. Centering popular feminism there meant that the women and other marginalized genders who didn't have the necessary means to secure independence or power—in broader culture, in their families, in their communities, in their workplaces—were not a part of this conversation about becoming an optimized agent of self.

Obama’s mother was a CIA operative in Indonesia.  She was trained at the East –West Center in Hawaii in both Russian and Indonesian . She volunteered to go into a dangerous zone where military coups occurred on a daily basis.                Obama’s grandmother worked in a bank in Hawaii that was a front for the CIA where she was in effect a ‘paymaster’ for CIA assets. This fact was also true of his maternal grandfather.                 So Obama who was sold as 'community organizer’ and Lecturer in Government had given of himself by also working as an asset for the CIA.  His mentor was none other than Peter Geitner,  the father of Tim Geitner, our present Secretary of the Treasury. Obama’s history was correctly blacked out for ‘national security reasons' which I don’t happen to agree. 

There is no real happiness for those on the wrong side. The greatest pleasure in life is the security of the true side. You can vainly try to win over the world or you can nicely be over the world. Your task is to change your operating center from strained imagination to relaxed reality.

On December 4, 1998, the headline on the President’s Daily Brief, the most secret intelligence document in the government of the United States, read: “Bin Ladin Preparing to Hijack US Aircraft and Other Attacks.” It was a secondhand report picked up by the CIA from the Egyptian intelligence service, but no one ever had seen anything like it. “Bin Ladin might implement plans to hijack US aircraft before the beginning of Ramadan on 20 December,” the warning read. “Two members of the operational team had evaded security checks during a recent trial run at an unidentified New York airport.” The imputed motive was freeing the imprisoned bombers of the World Trade Center

In the technology value stream, we optimize for downstream work centers by designing for operations, where operational non-functional requirements (e.g., architecture, performance, stability, testability, configurability, and security) are prioritized as highly as user features.

Chinese leaders plan to shift support for EVs by encouraging the installation of charging stations. According to the China EV Charging Infrastructure Promotion Association, China already had 1.174 million charging stations at the end of 2019, operated by eight new Chinese charging companies.19 China also has battery-swapping stations, where drivers can replace discharged batteries on certain brands of cars.

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There is no world government; what there is instead is a worldwide network of local apparatuses of government, that is, a global, reticular, counterinsurgency machinery. Snowden’s revelations show this amply: secret services, multinationals, and political networks collaborate shamelessly, even beyond a nation-state level that nobody cares about now. In this regard, there is no center and periphery, internal security and foreign operations. What is tried out on faraway peoples will be the fate that is in store for one’s own people

The Wall Street Journal (The Wall Street Journal) - Clip This Article on Location 1055 | Added on Tuesday, May 5, 2015 5:10:24 PM OPINION Baltimore Is Not About Race Government-induced dependency is the problem—and it’s one with a long history. By William McGurn | 801 words For those who see the rioting in Baltimore as primarily about race, two broad reactions dominate. One group sees rampaging young men fouling their own neighborhoods and concludes nothing can be done because the social pathologies are so overwhelming. In some cities, this view manifests itself in the unspoken but cynical policing that effectively cedes whole neighborhoods to the thugs. The other group tut-tuts about root causes. Take your pick: inequality, poverty, injustice. Or, as President Obama intimated in an ugly aside on the rioting, a Republican Congress that will never agree to the “massive investments” (in other words, billions more in federal spending) required “if we are serious about solving this problem.” There is another view. In this view, the disaster of inner cities isn’t primarily about race at all. It’s about the consequences of 50 years of progressive misrule—which on race has proved an equal-opportunity failure. Baltimore is but the latest liberal-blue city where government has failed to do the one thing it ought—i.e., put the cops on the side of the vulnerable and law-abiding—while pursuing “solutions” that in practice enfeeble families and social institutions and local economies. These supposed solutions do this by substituting federal transfers for fathers and families. They do it by favoring community organizing and government projects over private investment. And they do it by propping up failing public-school systems that operate as jobs programs for the teachers unions instead of centers of learning. If our inner-city African-American communities suffer disproportionately from crippling social pathologies that make upward mobility difficult—and they do—it is in large part because they have disproportionately been on the receiving end of this five-decade-long progressive experiment in government beneficence. How do we know? Because when we look at a slice of white America that was showered with the same Great Society good intentions—Appalachia—we find the same dysfunctions: greater dependency, more single-parent families and the absence of the good, private-sector jobs that only a growing economy can create. Remember, in the mid-1960s when President Johnson put a face on America’s “war on poverty,” he didn’t do it from an urban ghetto. He did it from the front porch of a shack in eastern Kentucky’s Martin County, where a white family of 10 eked out a subsistence living on an income of $400 a year. In many ways, rural Martin County and urban Baltimore could not be more different. Martin County is 92% white while Baltimore is two-thirds black. Each has seen important sources of good-paying jobs dry up—Martin County in coal mining, Baltimore in manufacturing. In the last presidential election, Martin Country voted 6 to 1 for Mitt Romney while Baltimore went 9 to 1 for Barack Obama. Yet the Great Society’s legacy has been depressingly similar. In a remarkable dispatch two years ago, the Lexington Herald-Leader’s John Cheves noted that the war on poverty sent $2.1 billion to Martin County alone (pop. 12,537) through programs including “welfare, food stamps, jobless benefits, disability compensation, school subsidies, affordable housing, worker training, economic development incentives, Head Start for poor children and expanded Social Security, Medicare and Medicaid.” The result? “The problem facing Appalachia today isn’t Third World poverty,” writes Mr. Cheves. “It’s dependence on government assistance.” Just one example: When Congress imposed work requirements and lifetime caps for welfare during the Clinton administration, claims of disability jumped. Mr. Cheves quotes

In the past, the states best able to manage events beyond their borders have been those best able to avoid the temptation to overreach. Great powers remain great in large measure because they posses wisdom to temper active involvement in foreign interventions - to remain within the limits of a national strategy that balances ambition with military resources. The first principle of the strategic art states simply that the greatest weight of resources be devoted to safeguarding the most vital interests of the state. If a vital interest is threatened, the survival of the state is threatened. Generally, the most vital interest of a liberal democracy include, first and foremost, preservation of the territorial integrity of the state. The example of the attacks on New York and Washington should send a message to those of similar ambitions that the surest way to focus the wrath of the American people against them would be to strike this country within its borders again. The second strategic priority is the protection of the national economic welfare by ensuring free and open access to markets for vital materials and finished goods. Other important but less vital interests should be defended by the threat of force only as military resources permit. Outside the limits of U.S. territory, the strategic problem defining the geographic limits of U.S. vital interests becomes complex. While the United States may have some interests in every corner of the world, there are certain regions where its strategic interests, both economic and cultural, are concentrated and potentially threatened. These vital strategic "centers of gravity" encompass in the first instance those geographic areas essential to maintaining access to open markets and sources of raw material, principally oil. Fortunately, many of these economically vital centers are secure from serious threat. But a few happen to be located astride regions that have witnessed generations of cultural and ethnic strife. Four regions overshadow all others in being both vital to continued domestic prosperity and continually under the threat of state-supported violence. These regions are defined generally by an arc of territories along the periphery of Eurasia: Europe, the Middle East, South Asia, and north East Asia. For the past several centuries, these regions have been the areanas of the world's most serious and intractable conflicts. Points of collision begin with the intersection of Western and Eastern Christianity and continue southward to mark Islam's incursion into southeastern Europe in the Balkans. The cultural divide countries without interruption across the Levant in an unbroken line of unrest and warring states from the crescent of the Middle East to the subcontinent of South Asia. The fault-line concludes with the divide between China and all the traditional cultural competitors along its land and sea borders. Other countries outside the periphery of Eurasia might, in extreme cases, demand the presence of U.S. forces for peacekeeping or humanitarian operations. But it is unlikely that in the years to come the United States will risk a major conflict that will involve the calculated commitment of forces in a shooting war in regions outside this "periphery of Eurasia," which circumscribes and defines America's global security.

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According to the Post, Immigration and Customs Enforcement maintains fifteen detention centers around the country and on any given day there are 35,000 people in custody. Last year ICE detained over 400,000 undocumented workers and deported about the same number, at a cost of over $20,000 per deportee. The entire detention system eats over $2 billion a year. It’s the largest immigrant detention system in the world. In addition to the fifteen ICE facilities, the Feds contract with hundreds of county jails, juvenile detention centers, and state prisons to house their detainees, at a cost of about 150 bucks a day per person, 350 for a family. Two-thirds of all facilities are run by private companies. The more bodies they have, the more money they make. Homeland Security, which ICE answers to, has a quota, one mandated by Congress. No other law enforcement agency operates on a quota system.” “And conditions are deplorable,” Zola said, as if she knew more than Mark. “Indeed they are. Since there is no independent oversight, the detainees are often subjected to abuse, including long-term solitary confinement and inadequate medical care and bad food. They are vulnerable to assault, even rape. Last year, 150 died in custody. Detainees are often housed with violent criminals. In many cases, legal representation is nonexistent. On paper, ICE has standards for the facilities, but these are not legally enforceable. There is almost no accountability for how the federal funds are spent. The truth is, no one is looking and no one cares, except for the detainees and their families. They are forgotten people.

another screen collapsing toward the center of the cabin like well-trained operatives. Collapsing? Marcus, are you in my head? Because I kind of need you right now. She was certain he’d been watching over her the other night—otherwise, she’d have walked home alone like normal and . . . she

Art Ocain is a business leader, investor, writer, and DevOps advocate from Pennsylvania, the United States who specializes in the field of programming and cybersecurity. He focuses on using the theory of constraints and applying constraint management to all areas of business including sales, finance, planning, billing, and all areas of operations. Ocain has a Mathematics degree from the University of Maryland and a Business degree from the University of the People. And he is also certified by many renowned organizations like CISM from ISACA, CCNA from Cisco, MCSE from Microsoft, Security Administrator from Azure, Six Sigma, Scrum, and many more. Ocain is responsible for leading many teams toward revolutionary change through his DevOps principles, no matter the type of company or team. So far, he has worked in a lot of companies as a project manager, a President, a COO, a CTO, and an incident response coordinator. Along with this, Ocain is a blog writer and public speaker. He loves to write and share his knowledge and has given presentations at SBDC (Small Business Development Center) and Central PA Chamber of Commerce. Ocain shares his thoughts and information about his upcoming events on sites like MePush, LinkedIn, Slideshare, Quora, and Microsoft Tech Community. Throughout his career, Ocain has been a coach and a mentor to many people and has helped develop companies and build brands.

It is believed by men who have devoted years of research to the subject, that all energy and matter throughout the universe respond to and are controlled by the Law of Attraction which causes elements and forces of a similar nature to gather around certain centers of attraction. It is through the operation of this same universal Law of Attraction that constant, deeply seated, strong DESIRE attracts the physical equivalent or counterpart of the thing desired, or the means of securing it.

you must begin “with the end in mind,” as the author Stephen Covey so aptly put it in The Seven Habits of Highly Effective People.1 In this case, the desired goal is to secure some early wins that will help you build the momentum for change in the business. You’ll need to identify three or four areas in which you have a good chance of realizing rapid improvements—think of them as your “centers of gravity.” The best candidates are business problems that you can get to relatively quickly, that won’t require too much money or other resources to fix, and whose solution will yield very visible operational or financial gains.

Today the cloud is the central metaphor of the internet: a global system of great power and energy that nevertheless retains the aura of something noumenal and numnious, something almost impossible to grasp. We connect to the cloud; we work in it; we store and retrieve stuff from it; we think through it. We pay for it and only notice it when it breaks. It is something we experience all the time without really understanding what it is or how it works. It is something we are training ourselves to rely upon with only the haziest of notions about what is being entrusted, and what it is being entrusted to. Downtime aside, the first criticism of this cloud is that it is a very bad metaphor. The cloud is not weightless; it is not amorphous, or even invisible, if you know where to look for it. The cloud is not some magical faraway place, made of water vapor and radio waves, where everything just works. It is a physical infrastructure consisting of phone lines, fibre optics, satellites, cables on the ocean floor, and vast warehouses filled with computers, which consume huge amounts of water and energy and reside within national and legal jurisdictions. The cloud is a new kind of industry, and a hungry one. The cloud doesn't just have a shadow; it has a footprint. Absorbed into the cloud are many of the previously weighty edifices of the civic sphere: the places where we shop, bank, socialize, borrow books, and vote. Thus obscured, they are rendered less visible and less amenable to critique, investigation, preservation and regulation. Another criticism is that this lack of understanding is deliberate. There are good reasons, from national security to corporate secrecy to many kinds of malfeasance, for obscuring what's inside the cloud. What evaporates is agency and ownership: most of your emails, photos, status updates, business documents, library and voting data, health records, credit ratings, likes, memories, experiences, personal preferences, and unspoken desires are in the cloud, on somebody else's infrastructure. There's a reason Google and Facebook like to build data centers in Ireland (low taxes) and Scandinavia (cheap energy and cooling). There's a reason global, supposedly post-colonial empires hold onto bits of disputed territory like Diego Garcia and Cyprus, and it's because the cloud touches down in these places, and their ambiguous status can be exploited. The cloud shapes itself to geographies of power and influence, and it serves to reinforce them. The cloud is a power relationship, and most people are not on top of it. These are valid criticisms, and one way of interrogating the cloud is to look where is shadow falls: to investigate the sites of data centers and undersea cables and see what they tell us about the real disposition of power at work today. We can seed the cloud, condense it, and force it to give up some of its stories. As it fades away, certain secrets may be revealed. By understanding the way the figure of the cloud is used to obscure the real operation of technology, we can start to understand the many ways in which technology itself hides its own agency - through opaque machines and inscrutable code, as well as physical distance and legal constructs. And in turn, we may learn something about the operation of power itself, which was doing this sort of thing long before it had clouds and black boxes in which to hide itself.

• Lodging REITs (e.g., Hospitality Properties Trust [HPT]), which hold properties such as hotels, resorts, and travel centers. • Self-storage REITs (e.g., Public Storage [PSA]), which specialize in both owning self-storage facilities and renting storage spaces to customers. • Office REITs (e.g., Boston Properties [BXP]), which own, operate, and lease space in office buildings. • Industrial REITs (e.g., PS Business Parks [PSB]), which own and manage properties such as warehouses and distribution centers. • Data center REITs (e.g., Equinix [EQIX]), which own data centers, properties that store and operate data servers and other computer networking equipment. • Timberland REITs (e.g., Rayonier [RYN]), which hold forests and other types of real estate dedicated to harvesting timber. • Specialty REITs, which narrow in on very specific properties such as casinos, cell phone towers, or educational facilities.

AWS and the Seven-Year Lead When creating Amazon Web Services (cloud computing), Amazon was essentially creating their own internal Internet Operating System (IOS) and then leveraging their technology infrastructure into a profit center. He said, “IT departments are recognizing that when they adopt AWS, they get more done. They spend less time on low value-add activities like managing datacenters, networking, operating system patches, capacity planning, database scaling, and so on and so on. Just as important, they get access to powerful APIs [Application Programing Interfaces] and tools that dramatically simplify building scalable, secure, robust, high-performance systems. And those APIs and tools are continuously and seamlessly upgraded behind the scenes, without customer effort.” —Bezos (2014 Letter) In other words, Amazon took the proprietary infrastructure they built for themselves and turned it into a service that any developer could use for their own purposes.

The casual dismissal of men or women who have chosen to follow a domestic-centered path as second-class citizens, for example, is shameful when one looks at cultural mores and stories that describe the woman as queen within her home, who managed and ordered and made sure the family had a safe, warm, secure, and successful base from which to operate, thereby maximizing their chances of success in their chosen paths.

I never imagined a cyberattack would strike at the center of our law firm's financial operations. We had set aside $420,000 in Bitcoin as a client settlement fund—a security buffer painstakingly earned through years of trust and prudence. Suddenly, one day, our networks fell victim to a coordinated cyberattack that locked our accounts, leaving our funds inaccessible like treasures in an electronic vault without a key. The timing was disastrous; client settlements were imminent, and our reputation depended on our ability to bring about justice in and out of court. Desperation mixed with determination. I summoned a legal tech colleague, and he soothingly described Tech Cyber Force Recovery. He said they were not just tech wizards; they were covert professionals who understood the subtleties of high-stakes legal environments. I called them immediately because our client's trust was at risk and our firm's reputation was on the line. Since we initially engaged Tech Cyber Force Recovery, their staff has been nothing short of discreet and professional. They set to work on our case with the level of attention that only forensic accountants can provide, rummaging through digital histories, blockchain transaction ledgers, and all metadata that might trace our money. Their efforts were diligent and respectful of the delicate nature of what we did as if each transaction was a delicate piece of evidence in a high-profile case. For 14 heart-stopping days, there were daily reports told to me in plain, understandable English. They worked with external cybersecurity professionals and even with the regulatory bodies to ensure that all measures were taken to get our money back without compromising our firm's confidential data. My hopes were revived with each report. Finally, on the fourteenth day, I received the news that elevated my heart: our balance locked in was restored in full. Not only did Tech Cyber Force Recovery recover our Bitcoin, but they also provided us with priceless guidance in protecting our systems from future attacks. In the process, they not only recovered our money but regained the trust of our customers. Today, when I'm standing in a courtroom or sitting in a boardroom, I speak with greater conviction, knowing that no matter what cyber affliction struck us, there are experts who can restore order and trust. Thanks for a great job done tech cyber force recovery TELEGRAM +15617263697

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