In September 2006, a Debian maintainer did everything right and broke the world’s trust for a year and a half. He was cleaning up the OpenSSL package. Valgrind and Purify, the memory checkers every careful engineer is supposed to listen to, kept flagging two lines in md_rand.c. The lines read uninitialized memory. That’s a sin. Undefined behavior, the kind of thing you delete without a second thought. So he deleted it. ...
Last Friday, the White House ordered every federal agency to stop using Anthropic products within six months. The Defense Secretary designated the company a “supply chain risk to national security” — a label normally reserved for foreign adversaries like Huawei or Kaspersky. Anthropic’s crime: they refused to remove two safety guardrails from Claude before deploying it on classified Pentagon networks. No AI for mass domestic surveillance of American citizens. No fully autonomous weapons without human oversight. ...
This is the third and final part of a series based on a real-world engagement: a company that scaled from $40M to $1B in annual revenue in just five years, and the security program that had to grow with it. This is a story about building high-performance operating systems where security, standards, architecture, and performance act as enablers rather than constraints. Part 1: Earning credibility before you’ve earned authority. Part 2: Blurring the lines — Security at the SRE and Operations level. Part 3: Wrapping the gift — Transparency and agency. The Quality That Can’t Be Purchased I’ve been writing around this idea for a while — in Cold Aisle Trenches, in why standards fail when you try to impose them, in how defense in depth actually works at scale. The thread is always the same: security can’t be bought. You can’t swipe a credit card and receive “secure” in a box. It’s a quality that emerges — like the lights-out data center you don’t chase but eventually arrive at, because every other piece fell into place first. ...
This is the second of a three-part series based on a real-world engagement: a company that scaled from $40M to $1B in annual revenue in just five years, and the security program that had to grow with it. This is a story about building high-performance operating systems where security, standards, architecture, and performance act as enablers rather than constraints. Part 1: Earning credibility before you’ve earned authority. Part 2: Blurring the lines - Security at the SRE and Operations level. Part 3: Wrapping the gift — Transparency and agency. From Trust to Reliance ...
This is the first of a three-part series based on a real-world engagement: a company that scaled from $40M to $1B in annual revenue in just five years, and the security program that had to grow with it. This is a story about building high-performance operating systems where security, standards, architecture, and performance act as enablers rather than constraints. Part 1: Earning credibility before you’ve earned authority. Part 2: Blurring the lines - Security at the SRE and Operations level. Part 3: Wrapping the gift — Transparency and agency. The Inflection Point A few years back, AMTI was at the heart of a fascinating corporate challenge. I was serving as a fractional CISO and advisor for a company standing at a critical inflection point. ...
It was 2017. We had just deployed an additional ScaleIO cluster to handle the onboarding of a new customer with hundreds of VMs. Eight nodes, each with 40 Gbps at the backend. Beautiful. Efficient. The whole rack was a work of art—Dell R740s with MD1220 expansions, bezels removed so you could see all those drives blinking in perfect synchronization. The cluster was deployed less than two weeks ago. I told the customer to “burn it.” ...
I see people everywhere anxious about whether AI will disrupt their jobs, their industries, their lives. I’ve always approached this with calm. Not indifference—calm. The future rarely sends advance notice, but it is always arriving. This isn’t news. It’s the human condition. A few years ago, I attended a keynote by Michio Kaku where he framed—perfectly, for me—the relationship between humanity and technological change. What follows is my version. I can’t claim novelty, and I’m not a domain expert in sociology or economics. I’m an infrastructure builder observing the same pattern from the inside. ...
A few years ago, I was having dinner with the Americas VP of a European energy supermajor — one of those companies that extracts oil from war zones, negotiates with regimes that don’t appear on polite lists, and operates in places where “political risk” means your assets might get nationalized or your personnel kidnapped. Seventy-plus countries. Active operations in Libya, Nigeria, Angola, Myanmar, Yemen. The kinds of places where security briefings come before breakfast. ...
In 2015, I did what seemed like the mature thing to do. I created a Production Engineering department. My college foundation was production engineering. I was a true believer: if we formalized standards and assigned a dedicated group to own operational rigor, the organization would naturally converge toward consistency. The mandate: Create SOPs. Define standards. Reduce variance. Improve reliability. On paper, it was textbook. In practice, it was a slow-motion collision with reality. ...
Most security programs are built around preventing bad things from happening. That’s necessary but insufficient. At AMTI, where I served as CTO and led infrastructure security for a multi-tenant cloud serving customers from single-VM deployments to enterprise DRaaS contracts spanning hundreds of miles of metro fiber, I learned that mature security is about resilience: the capacity to detect, contain, and recover faster than adversaries can escalate. The Visibility Problem at Scale Operating a cloud service provider on your own ASN creates a specific governance challenge: you’re the abuse contact, but in a GDPR-compliant architecture, you have no visibility into customer data. Encrypted traffic is opaque by design. This constraint forced architectural discipline: we couldn’t inspect our way to security, so we had to instrument our way there. ...
Every company says security is a core value. Few embed it as a design constraint. The difference shows up when things break. I get a call from a co-founder I’ve known for years. His company just raised $400M+ Series D. His voice is flat: “We have a problem.” Same day, we’re on a call. He’s a skilled engineer — personally devastated. They leaked over 2 million user records. Home addresses. Phone numbers. The full profile. The data had been publicly accessible for three weeks before anyone noticed. ...
A few years ago, as Field CTO for an enterprise customer, I was pulled into a rescue effort that started the way these stories usually start: pain, urgency, and a narrative that felt convenient. The application hit a bootstorm—150,000+ users slamming it in a short window—and then the predictable second-order effect: every day after that, more tickets piled up. Instability. Session timeouts. Intermittent failures. The kind of symptoms that turn a service into a rumor. ...