Danielle Jablanski

And so I give them all of the batch operations in the facility for bottling, labeling, et cetera, like everything that happens.

Then I give them the Coca-Cola business model, right?

This is how they have these kind of distributed supply chains.

This is what gets sent here.

And this is how they make money off of that, right?

Because they're not actually responsible for the entire end-to-end product, right?

It's distributed.

There's subsidiaries, yada, yada.

And then I go through and I say, like, here's a plant network.

And I say, here's a recent update for a Wi-Fi thing that they've done for the

the plant.

And so, and I basically have them act as consultants and look at this network topology.

There's some obvious things like it's missing a DMZ, but there are actually pictures of the facility in Dallas that have like open PLC racks online that you can find on Google.

And so I walked them through this entire kind of put your security hat on.

And as a consultant, tell me what we could do better, what we could bring in house, what you would recommend exporting, what we don't necessarily understand, what we can learn from other breaches.

There was a Pepsi incident that I link into the thing.

And so it starts that systems of systems thinking is really the main takeaway.

And if they've been paying attention to the whole course, they can borrow from every single week to say, oh, you know, the MITRE attack tells me that this is a vulnerability in this type of a facility.

But I really look to see at the end of the day, are they building on what they've learned to apply it to the real world, which is something that they consume, not understanding not only this equation,

equipment and machines that make that happen, but the processes and the layers of how it gets from, from A to Z. So not an organic product, obviously, but one that's manufactured that I hope is like illuminating for students where they're like, wow, I have never thought about the world around me like this.