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Akram Zaky
@iamakramzaky
Product Manager, Cloud Security @IBM ☁️
@McMasterU Alumni
Toronto, Canada
Joined March 2011
789 Following
443 Followers
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@IBM & @Meta launch AI Alliance with 45+ orgs for groundbreaking AI advancement. 🤖✨ Focus on trust, safety & diversity. A pivotal step in AI's evolution! #AIAlliance #Innovation #Tech #IBM #Meta
https://t.co/gole6agERl
Organizations are split on increasing #security investments as a result of a breach.
Explore the Cost of a Data Breach Report 2023 for the top areas identified for investment, as well as recommendations to help mitigate breach costs: https://t.co/bLI4wILJaf
In honor of the 20th #CybersecurityAwarenessMonth, we’re taking it back to 2003 - the release of the IBM ThinkPad T40.
Believe it or not, protecting online credentials mattered then too. 😉🔐
The average cost of a data breach has reached an all-time high of $4.45 million per incident.
Explore the Cost of a Data Breach Report that unpacks the rising costs, along with recommendations to upgrade your #cybersecurity strategy and minimize losses: https://t.co/YXxqSh8R3The average cost of a data breach has reached an all-time high of $4.45 million per incident.
Explore the Cost of a Data Breach Report that unpacks the rising costs, along with recommendations to upgrade your #cybersecurity strategy and minimize losses: https://t.co/YXxqSh8R3The average cost of a data breach has reached an all-time high of $4.45 million per incident.
Explore the Cost of a Data Breach Report that unpacks the rising costs, along with recommendations to upgrade your #cybersecurity strategy and minimize losses: https://t.co/YXxqSh8R3The average cost of a data breach has reached an all-time high of $4.45 million per incident.
Explore the Cost of a Data Breach Report that unpacks the rising costs, along with recommendations to upgrade your #cybersecurity strategy and minimize losses: https://t.co/YXxqSh8R3q
To survive (and thrive) in today’s business world, you need an AI Mindset. To find out what this means, I spoke with Frank Attaie, General Manager, Technology, @IBMCanada at #ThinkToronto. Here’s our conversation.
#Partner
Stanford study finds LLMs don't align with EU's evolving AI Act. @IBM 's Watsonx platform, with AI/ML models, data store, & governance toolkit, addresses this need. A critical move for global AI regulations.
#AI #BusinessAI #Regulation
https://t.co/m9aAe4WKtL
Learn more about Amazon Verified Permissions https://t.co/Q24i9qNvYT #Reinvent22
1/ I've been managing people remotely for 8 years. Here's how to be a better manager in a remote (distributed) team:
This cool, I never knew where the bluetooth icon came from....
“Jesus, Reed, where are you taking us?”
Reed looked down at the MapQuest printout he was using to navigate us, probably wondering the same thing.
We were in Seattle. The street we were walking on looked like a movie-set of Skid Row. There was trash on the sidewalk, broken glass in the window casements. We passed The Liberty Loans Pawn Shop. The Fair Hair Wig Store. And then, a few doors down, another run-down, four-story brick building. I could just see into the dimly lit lobby. On the wall, behind a faded wood desk, was a large sign reading [Amazon. com]
Reed had gotten a call a few days earlier from Joy Covey, Amazon’s CFO. She wondered if we would be interested in meeting with her and Jeff Bezos, Amazon’s founder and CEO. She didn’t say why she wanted to meet, but she didn’t need to.
Although Amazon was only a few years old, and still strictly a place to buy books, Bezos had decided early in 1998 that his site was going to be an everything store, and we knew that music and video were going to be next. With that in mind, it didn’t take us long to figure out why Jeff and Joy wanted to meet. Netflix was in play.
I’d be lying if I said that the feeling — although thrilling — wasn’t also a little bittersweet. In the summer of 1998, we’d finally gotten the engine to turn over, and we were just starting to pick up some speed. I wasn’t quite ready to put it in park and hand over the keys.
The Amazon building certainly didn’t look like it belonged to a powerhouse. The carpeting was stained, There were multiple people per cubicle. Almost every horizontal surface was covered: by books.
Jeff was in his office when we walked in. His desk was made of a door that had been mounted atop 4x4 wooden legs. I suddenly realized that every desk I’d seen in the office was the same. As we filed into a nearby conference room, I saw that this table, too, was made from recycled doors. “Ok, Jeff,” I said, grinning. “What’s with all the doors?”
“It’s a deliberate message,” he explained. “Everyone in the company has them. It’s a way of saying that we spend money on things that affect our customers, not on things that don’t.”
As I started to bring Jeff up to speed about Netflix, detailing the efforts we’d made to get the site off the ground, he peppered me with questions. How could I know that I had every DVD? How could I forecast expected turns?
We traded beta names: he laughed at Kibble and told me that Amazon had originally called itself Cadabra, which he had thought evoked the sense of magic that online shopping could produce. “The problem is that cadabra sounds a little too much like cadaver,” Bezos said, barking out a laugh.
Reed was bored. He wanted, I knew, to direct the conversation to the topics at hand: What Netflix was doing, how it could fit with what Amazon was doing, and how some kind of “arrangement” could be a win-win situation for both parties.
Joy jumped in to help. “Reed,” she suggested, “can you help me understand how you’re thinking about your unit economics?”
This was exactly what Reed wanted to hear, and with obvious relief, he ran Joy through the numbers.
An hour later, after the meeting was over, Joy lingered behind to wrap things up. “I’m impressed with what you’ve accomplished,” she started, “but if we elect to continue down this path, we’re probably going to land somewhere in the low eight figures.”
But…
It didn’t seem like the right moment to give up.
Looking back, I know now that this trip was about much more than just selling the company. It turns out that there’s nothing like having the option to get out that reinforces your desire to stay in.
For Reed and I, this wasn’t a sales trip. This was a commitment ceremony.
![marcrandolph's tweet photo. “Jesus, Reed, where are you taking us?”
Reed looked down at the MapQuest printout he was using to navigate us, probably wondering the same thing.
We were in Seattle. The street we were walking on looked like a movie-set of Skid Row. There was trash on the sidewalk, broken glass in the window casements. We passed The Liberty Loans Pawn Shop. The Fair Hair Wig Store. And then, a few doors down, another run-down, four-story brick building. I could just see into the dimly lit lobby. On the wall, behind a faded wood desk, was a large sign reading [Amazon. com]
Reed had gotten a call a few days earlier from Joy Covey, Amazon’s CFO. She wondered if we would be interested in meeting with her and Jeff Bezos, Amazon’s founder and CEO. She didn’t say why she wanted to meet, but she didn’t need to.
Although Amazon was only a few years old, and still strictly a place to buy books, Bezos had decided early in 1998 that his site was going to be an everything store, and we knew that music and video were going to be next. With that in mind, it didn’t take us long to figure out why Jeff and Joy wanted to meet. Netflix was in play.
I’d be lying if I said that the feeling — although thrilling — wasn’t also a little bittersweet. In the summer of 1998, we’d finally gotten the engine to turn over, and we were just starting to pick up some speed. I wasn’t quite ready to put it in park and hand over the keys.
The Amazon building certainly didn’t look like it belonged to a powerhouse. The carpeting was stained, There were multiple people per cubicle. Almost every horizontal surface was covered: by books.
Jeff was in his office when we walked in. His desk was made of a door that had been mounted atop 4x4 wooden legs. I suddenly realized that every desk I’d seen in the office was the same. As we filed into a nearby conference room, I saw that this table, too, was made from recycled doors. “Ok, Jeff,” I said, grinning. “What’s with all the doors?”
“It’s a deliberate message,” he explained. “Everyone in the company has them. It’s a way of saying that we spend money on things that affect our customers, not on things that don’t.”
As I started to bring Jeff up to speed about Netflix, detailing the efforts we’d made to get the site off the ground, he peppered me with questions. How could I know that I had every DVD? How could I forecast expected turns?
We traded beta names: he laughed at Kibble and told me that Amazon had originally called itself Cadabra, which he had thought evoked the sense of magic that online shopping could produce. “The problem is that cadabra sounds a little too much like cadaver,” Bezos said, barking out a laugh.
Reed was bored. He wanted, I knew, to direct the conversation to the topics at hand: What Netflix was doing, how it could fit with what Amazon was doing, and how some kind of “arrangement” could be a win-win situation for both parties.
Joy jumped in to help. “Reed,” she suggested, “can you help me understand how you’re thinking about your unit economics?”
This was exactly what Reed wanted to hear, and with obvious relief, he ran Joy through the numbers.
An hour later, after the meeting was over, Joy lingered behind to wrap things up. “I’m impressed with what you’ve accomplished,” she started, “but if we elect to continue down this path, we’re probably going to land somewhere in the low eight figures.”
But…
It didn’t seem like the right moment to give up.
Looking back, I know now that this trip was about much more than just selling the company. It turns out that there’s nothing like having the option to get out that reinforces your desire to stay in.
For Reed and I, this wasn’t a sales trip. This was a commitment ceremony.](https://pbs.twimg.com/media/FtkBlGIaAAI3llk.jpg)
Today at #Think2023, IBM Watson Orchestrate Enterprise Edition and IBM Watson Code Assistant were introduced.
Learn more about the newest IBM solutions designed to reimagine work by empowering your workforce with #AI and #automation: https://t.co/qhElqCkBen
ChatGPT inspired interest. Now, Foundational Models are coming to business. Here are the early use cases:
IBM intros a slew of new AI services, including generative models https://t.co/5DIxxVnZ6I
Allez les Bleus 🇫🇷
@IBM Signs Exclusive Multi-Year Sponsorship and Fan Experience Partnership with @MLSEFoundation https://t.co/S1q0UHeOlD via @YahooFinance
We're honored to be named a Leader in the 2022 @Gartner_inc Magic Quadrant for SIEM for the 13th consecutive time! 🎉
Learn more about our positioning in the latest blog: https://t.co/Hlg1n3MXnN
#cybersecurity #security #SIEM
Hey @HaltonDSB we need to teach our kids online security from an early age. Sending 4 letter passwords on slip, is not a good start. @GoogleWorkspace that you use provides best practices on sending credentials to users. Please follow them!
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