OPTIMIZE YOUR DATA LOSS PREVENTION INVESTMENT FOR BOTTOM LINE RESULTS

Providing DLP Since 2002

Deployed 400+ DLP Projects

Completed 500+ Assessments

Manage 40+ DLP Solutions in 22 Countries

Provide Daily Management of 1,000,000+ Users Globally

DATA LOSS PREVENTION EXPERTISE

QUICK FACTS

Symantec Master Specialization DLP Partner

RSA’s Only Authorized Managed DLP Partner

1st Managed DLP Services Provider (2008)

Localized Chinese DLP Practice (2011)

Global Support in 130 countries

Data Mining, Custom Policies, & Scripting

MARKET EVOLUTION - 2005/2006 GARTNER RESULTS

BEW Global forms partnership with Vericept in 2002. At the time of this report, BEW had 38 deployments of Vericept in the US and UK.

BEW Global and Vontu form a partnership. BEW Global is the first Vontu reseller.

Vidius changes name to PortAuthority and accelerates product development and US presence.

Reconnex enters market with forensics approach.

MARKET EVOLUTION - 2007 GARTNER RESULTS

Websense acquires PortAuthority. ($80M)

Trend Micro acquires Provilla, October 2007.

Raytheon acquires Oakley Networks, October 2007.

Tablus touted for exceptional data-at-rest capabilities. “Grid Worker”

MARKET EVOLUTION - 2008 GARTNER RESULTS

Vontu acquired by Symantec. ($350M)

Tablus acquired by RSA. ($40M Approx.)

McAfee acquires Reconnex for network DLP ($46M) and Onigma ($20M) for Host DLP.

Verdasys and Fidelis announce strategic partnership.

MARKET EVOLUTION - 2009 GARTNER RESULTS

CA acquires Orchestria, January 2009.

GTB struggles to gain a significant customer base.

Palisade Systems and Code Green Networks target SMB DLP market.

Workshare late entry into DLP market lacks functionality.

Vericept acquired by Trustwave.

MARKET EVOLUTION - 2010 GARTNER RESULTS

Symantec releases 10.5 and DataInsight to enhance DAR capabilities.

RSA releases 8.0 with enhanced endpoint capabilities. Strategic partnership with Varonis.

Websense releases 7.5 with upgraded management interface. Claims DLP in 30-minutes….

McAfee releases 9.0 with greater integration with network and host DLP into ePO console.

MARKET EVOLUTION - 2011 GARTNER RESULTS

MARKET EVOLUTION - 2013 GARTNER RESULTS

BEW GLOBAL METHODOLOGY

Risk Assessment

BEW GLOBAL’S CORE DIFFERENTIATORS

Methodology based on the cornerstones of ISO Plan-Do-Check-Act

Leverage our proven Quality Management System (QMS) to drive continuous improvement

Reduce risk and increase operational efficiencies

ASSESS QUANTIFY IMPLEMENT OPTIMIZE REVIEW

USE CASE: DLP PRE-PROJECT STATE

Organization Overview: Medical Device & Pharmaceutical Manufacturer, 40,000 employees globally

DLP Scope: Protection of Intellectual Property (General)

DLP Primary Issue: Customer overwhelmed with inaccurate incident data, no meaningful information

Application Management: Operated and managed by IT Security with limited input from business.

Policy Governance: Failure to use a lifecycle software development process for policy construction

Incident Triage: Infrequently reviewed by IT with little to no review by business owners.

Event Management: Hard to accomplish due to large # of false positives. No “gold nuggets.”

Reporting and Metrics: Zero customized reports. No relevant business analysis provided.

Status: System generates 25,000 incidents/day / 750,000 incidents/month

APPLICATION SUPPORT & INTEGRATION

Primary System DLP Management = Human Resource / Expertise Requirements

Integrated System Management = Cross Department Collaboration Processes

Health Check & System Validation Management = System Resource Requirements

Vendor Management = Primary and Integrated Technology Vendor Relationships

POLICY & RULE GOVERNANCE

Who requests rules & policy requirements?

Are business owners engaged?

Who reviews rule requests?

Criteria for approved rule?

What’s the process for converting a rule request into a policy?

Who’s responsible for converting a rule into technical policy? Do they have technical policy authoring expertise?

What is the formal policy development process?

First drafts rarely work as expected!

Is there a process to relay production policy metrics to stakeholders?

WORKFLOW DEVELOPMENT & MANAGEMENT

Who develops & manages policy “buckets”? False positive, inbound partner, outbound employee

Who defines thresholds that determine response rules for each “bucket”? Are 10 SSNs a high, medium or low severity incident?

Who designs & sets the policy response triggers?

Malicious, Inadvertent, Suspicious, above threshold.

Triage response options: Human notificationSystem notification (auto)Hybrid?

Who’s responsible for building alerts, alarms & notifications? Has business been engaged on event management?

Who manages the DLP policy & rules repository? Why recreate the wheel?

Who reviews volume & yield of incidents & events? What’s the review frequency?

How are events/incidents routed? Who owns the incident/event?

How does DLP fit in overall incident/event management process?

Can this be mapped to DLP system?

What metrics are developed to measure success of rules & related policy?

Who ‘s responsible for developing metrics?

Revision of rules based on quality of policy results.

Who manages policy optimization process?

How will integrated systems be tied together to yield valued info?

Secure mail, web gateway, GRC, SIEM

INCIDENT TRIAGE & EVENT MANAGEMENT

BUSINESS ANALYTICS

Who develops reports?

Are DLP system generated reports adequate?

Who drives report requirements? Requestors, Reviewers, others?

Do they have the expertise with 3rd party reporting tools?

Are the metrics valuable & driving meaningful change?

Report accuracy tied into QA process?

APPLICATION MANAGEMENT PITFALL

Problem: Current IT infrastructure management is often inadequately trained for planning, deployment and ongoing operational management of DLP operation system. (Oracle vs. SQL, etc.)

Solution: Better internal planning & cross functional involvement. In addition to outsourced 3rd party management of on premise solution or fully managed cloud-based delivery. This provides you with instance expertise reducing the need for staffing and providing higher availability.

Inadequate Planning & Resources

Inadequately Trained Infrastructure Resources

POLICY GOVERNANCE PITFALLNo Plan of Attack

Problem: A survey of 50 DLP customers in 2010 said 83% of firms did not consider the overall DLP system cycle & the necessary resources for optimal system usage prior to solution acquisition. Inadequate or lack of resources leads to poor policy construction & unmanageable incidents.

Solution: A well thought out DLP scope with a supporting policy governance process that is VERY inclusive of business unit input as well as involvement with the triage & event management process. There must be people budgeted for any DLP project as well as preparation for business unit buy-in.

Inadequate Planning & Resources

POLICY GOVERNANCE PITFALLFai lure to Engage the Business

Stuck in the IT Department

• Problem: A survey of 50 DLP customers in 2010 said 76% of firms stated the DLP system technical management & daily operations were the responsibility of a group directly involved with IT. In these cases it is very rare to find heavy involvement from business owners directly involved with the creation & usage of the data targeted for protection.

• Solution: Designation of a primary business owner of the DLP solution, in conjunction with technical management, is the best recipe for success on the front-end planning phase of the project. Without direct & serious involvement from the business, it is very likely that the entire DLP will never get more than mediocre results.

POLICY GOVERNANCE PITFALLLack of Rule Customizat ion

Inaccuracy of Out-of-Box (OOB) Policies

• Problem: The reliance of organizations to use OOB policies as the primary detection criteria for their DLP scope. In many cases data identifiers in OOB policies may never capture unique attributes of a organizations information targets, yielding a combination of false positives and false negatives which lead to an unmanageable incident yield.

• Solution: Prior to enabling ANY managed production policies, it is highly recommended to select one primary data criteria to focus initial efforts. Once agreed upon, use business process mapping to capture how the data is used and stored, obtain examples, and then construct policies based on the collected data.

DATA-IN-MOTION PITFALLS: Miss ing the Target – Fa lse Sense o f Secur i ty

Mis-configured Tap or Port Span

ProblemMissing segments of network traffic or protocols

Solution Comprehensive test plan that maps to in scope business processes and related data types transmitted from various network locations to ensure all relevant data streams are being captured.

Encryption – The Masked Data

Problem Analysis of data DID not take place prior to encryption.

SolutionComprehensive test plan that proves ALL DLP data assessment takes place prior to the gateway encryption & implement managed “test” DLP policies that identify encrypted transmissions as part of the test plan.

Misfire of Network Discovery Scans

Problem Locations of sensitive data never targeted by the organization for scanning due to lack of an effective policy governance process.

SolutionIdentify potential data stores by discussing the DLP program with staff to understand process.

Network versus Endpoint Discovery

Problem Running DAR scans using a combo of network & endpoint without thinking about which policy types & detection methods are not the same.

SolutionPrior to acquiring DLP solution, have an understanding of the data types that make up your target environment & then, decide on scanning method. .

DATA-IN-MOTION (ENDPOINT) PITFALLS: The Pandora ’s Box o f DLP

Environment Assessment

Staying in Contact

User PerformanceImpacts

Network/System Performance Impacts

• ProblemNo rigorous endpoint environment assessment prior to the selection of the application & enablement.

• SolutionAddress age of environment, performance capabilities, technical & human issues, & load of applications, in conjunction with education on the DLP endpoints.

• Problem Failure to monitor endpoint population & their frequency of “checking-in” to the management server with validated results.

• SolutionPhased deployment of endpoint with validation via test plan on initial success of ALL agents & on-going endpoint agent health reports.

• Problem Implementing same policies for network based & endpoint assessments without testing or modification.

• SolutionUtilize a comprehensive test plan outlining specific metrics (time to open files, open/send emails, open applications) prior to deployment.

• Problem Failure to calculate & measure the impact of endpoint policy traffic across wide & local area network connections.

• SolutionThorough assessment of endpoint policies that addresses all of the concerns including policy design requirements, timing, frequency & delivery methods.

QMS SAMPLE QUARTERLY REPORT

USE CASE –POST PROJECT STATE

Organization Overview: Medical Device & Pharmaceutical Manufacturer, 40,000 employees globally

DLP Scope: Focused on 3 specific product lines linked to highest revenue & earnings

DLP Primary Goal: Identification of unauthorized movement of specific elements of IP

Application Management: Operated by a combination of IT, messaging & desktop management teams

Policy Governance: 100% customized policies based on data collected from business unit

Incident Triage: Daily review of incidents by Information Security

Event Management: Incidents meeting severity criteria routed to business unit for investigation

Reporting and Metrics: Behavioral pattern analysis leading to preventive actions

Status: R&D teams have high-level of confidence in ability to identify leakage of IP.

BEW GLOBAL HQ BEW GLOBAL EMEA BEW GLOBAL APAC

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www.bewglobal.com

BEW GLOBAL SALES CONTACTCole Harter

Regional Account Manager720.775.6984 | charter@bewglobal.com