Insights

Notes from the field.

Short essays from the team on how we think about network risk.

Posts

Perspective

The breach that was allowed

Many network incidents are not break-ins at all. Why that should change how we think about risk.

The Rakasec team · 2 min read →
Operations

Every network drifts. That is normal.

Drift comes from work, not negligence. The problem is not that it happens, but that it goes unseen.

The Rakasec team · 2 min read →
Zero trust

Zero trust is a journey, not a purchase

No single product makes an organisation zero trust. Knowing where you stand is the first step.

The Rakasec team · 2 min read →
Perspective

The breach that was allowed

When a network incident makes the news, the story is usually told as a break-in: a clever attacker, a new vulnerability, a race to patch. Look closer and a different pattern often appears. The attacker did not force a door. The door had been left open, sometimes for years.

That matters, because it changes who gets to decide the outcome. A new vulnerability is outside your control. Whether it can be reached from where an attacker stands often is not, and that decision was usually made long before anyone had heard of the vulnerability.

The best time to deal with exposure is before anyone else knows it exists.
Operations

Every network drifts. That is normal.

Every network team has a standard. Ask when every device last matched it and the room goes quiet. Drift does not come from negligence; it comes from work: the emergency change during an incident, the temporary exception for a project that finished long ago.

Each change is rational. The sum is an estate where nobody can say with confidence what is intentional. Then an annual review samples a handful of devices, files a report, and the drift keeps compounding for another year.

The fix is visibility, not discipline. Drift that is seen while it is small is a quick conversation. Drift discovered a year later is an investigation.

Zero trust

Zero trust is a journey, not a purchase

Zero trust has become a promise that every vendor makes and few organisations feel they have reached. That is not because the idea is wrong. It is because it describes a direction, not a destination you can buy.

The organisations making real progress share one habit: they are honest about where they stand today, they focus on the few changes that matter most, and they can show that they are moving. Everything else follows from that.