ADAM ANDERSON has nearly two decades’ experience working in cyber and cybersecurity issues, starting with work on the Y2K dilemma at the age of twenty-two to founding Palmetto Security Group in 2005. His desire for challenge and entrepreneurial drive led him to simultaneously develop fourteen companies within a decade. TOM GILKESON, Former US Air Force Lieutenant Colonel and Federal Law Enforcement Special Agent, serves as head of Corporate Security for Michelin North America and has over twenty-five years of government and corporate security experience performing risk management, ethics and compliance, counterintelligence, and law enforcement operations for large and small global enterprises. His extensive experience leading international security teams spans Italy, France, Saudi Arabia, Japan, UK, Kuwait, Qatar, Bahrain, China, Canada, Mexico, and Iraq.

• A NOTE FROM THE AUTHORS INTRODUCTION Why Aren’t More Companies Thinking about Security Risks in a Constructive Way? Learning from Industry Examples and Introducing Frameworks Don’t Go It Alone—Creating Peer Groups with Other Executives Framework Principle 1: How Do You Identify What You Own? Framework Principle 2: How Do You Protect Assets? Framework Principle 3: How Do You Detect Threats? Framework Principle 4: How Do You Respond? / What Is the Response Plan? Framework Principle 5: Recovery Planning Conclusion APPENDIX ABOUT THE AUTHORS

ADAM ANDERSON has nearly two decades’ experience working in cyber and cybersecurity issues, starting with work on the Y2K dilemma at the age of twenty-two to founding Palmetto Security Group in 2005. His desire for challenge and entrepreneurial drive led him to simultaneously develop fourteen companies within a decade. TOM GILKESON, Former US Air Force Lieutenant Colonel and Federal Law Enforcement Special Agent, serves as head of Corporate Security for Michelin North America and has over twenty-five years of government and corporate security experience performing risk management, ethics and compliance, counterintelligence, and law enforcement operations for large and small global enterprises. His extensive experience leading international security teams spans Italy, France, Saudi Arabia, Japan, UK, Kuwait, Qatar, Bahrain, China, Canada, Mexico, and Iraq.

• A NOTE FROM THE AUTHORS INTRODUCTION Why Aren’t More Companies Thinking about Security Risks in a Constructive Way? Learning from Industry Examples and Introducing Frameworks Don’t Go It Alone—Creating Peer Groups with Other Executives Framework Principle 1: How Do You Identify What You Own? Framework Principle 2: How Do You Protect Assets? Framework Principle 3: How Do You Detect Threats? Framework Principle 4: How Do You Respond? / What Is the Response Plan? Framework Principle 5: Recovery Planning Conclusion APPENDIX ABOUT THE AUTHORS

ADAM ANDERSON has nearly two decades’ experience working in cyber and cybersecurity issues, starting with work on the Y2K dilemma at the age of twenty-two to founding Palmetto Security Group in 2005. His desire for challenge and entrepreneurial drive led him to simultaneously develop fourteen companies within a decade. TOM GILKESON, Former US Air Force Lieutenant Colonel and Federal Law Enforcement Special Agent, serves as head of Corporate Security for Michelin North America and has over twenty-five years of government and corporate security experience performing risk management, ethics and compliance, counterintelligence, and law enforcement operations for large and small global enterprises. His extensive experience leading international security teams spans Italy, France, Saudi Arabia, Japan, UK, Kuwait, Qatar, Bahrain, China, Canada, Mexico, and Iraq.

• A NOTE FROM THE AUTHORS INTRODUCTION Why Aren’t More Companies Thinking about Security Risks in a Constructive Way? Learning from Industry Examples and Introducing Frameworks Don’t Go It Alone—Creating Peer Groups with Other Executives Framework Principle 1: How Do You Identify What You Own? Framework Principle 2: How Do You Protect Assets? Framework Principle 3: How Do You Detect Threats? Framework Principle 4: How Do You Respond? / What Is the Response Plan? Framework Principle 5: Recovery Planning Conclusion APPENDIX ABOUT THE AUTHORS