David Spark

The market is massive.

No, I think it would be much higher, I argued.

No, because if you work for Ford, you know all of Ford's subs, but you don't know all of Toyota's subs.

And so you don't necessarily know, like the person who makes the fiber optic channels for Toyota might not be your vendor.

So you might not know who they are.

And there's a lot of little vendors at RSA.

We should remember that.

Yes, there's a ton.

Well, hundreds and hundreds and hundreds.

And you were able to... I should say RSAC because they've insisted that media call them RSAC this year.

So I think the Socratic method is a component and a tool in the toolbox, but I've known a lot of leaders who think that's the only thing they have to do.

And there's a lot of people who don't learn well with that.

because you're not actually helping them if you just always are challenging them.

Well, what would you do if I wasn't here?

Their answer is, I don't know because you've never told me or you've never shown me.

So it's a combination of show them, tell them, give them an opportunity to do something with safety rails before you're gonna sort of put them out on their own.

And I'm a big fan of starting with escalations as the place where most people need more help, but the person who needs the most help is the leader at the top, the CISO.

You should look at every time you overrule your staff, that they have told somebody something and their boss or they come to you and you change what the ruling is, right?

Your people say, well, you can't do that.

And you say, well, you can do it as long as you do these few things.