With the world moving online at an unprecedented pace, there is a heightening vulnerability when it comes to cybersecurity. Just in the past few months alone, we have seen a ransomware attack against K-Electric and data breaches at Bykea and Swvl.

Expand the timeline a little further and you get names like Careem and BankIslami joining the ranks. What should be obvious by now is that investments in technology infrastructure and teams arent being complemented by security concerns or at least capabilities. But thats a challenge, and an opportunity this Karachi-based startup wants to take head on.

Meet Cloudnosys, a software for cloud security and compliance. It integrates with your system and lets companies audit the existing technology infrastructure without any expert knowledge of the technicalities, while also helping them achieve the relevant standards (such as General Data Protection Regulation or The Health Insurance Portability and Accountability Act, depending on the geography and industry).

All of this works on a checklist style that you can see from the dashboard, with the platform spelling out high and low risk areas and suggesting remedies as well. What more, it gives a clear workflow to follow in order to improve cyber security in weak areas. You can zoom in to find out which users are lacking where or the standing with respect to each server the data is hosted on.

Unlike on-premise servers where one basically owns the data centres and can pull the plug as a last resort, public cloud is built on a community basis that in a way results in loss of control. And despite the checks and balances meant to ensure security of the infrastructure by the service provider, the shared responsibility model delegates the operational maintenance to an individual client. That means contrary to the popular belief, hosting data with, say, Amazon or Microsoft doesnt mean the cybersecurity headache ends there.

However, in the case of Pakistan, cybersecurity doesnt exactly feature among the top headaches at organisations, at least beyond clearing audits by regulators if applicable. Whatever little landscape that does exist is mostly served by managed service providers, which act as IT consultants, offering customised solutions, reselling global products locally or conducting trainings. As far as the product-based ecosystem is concerned, its largely missing.

Cloudnosys spun out as a separate product from Atompoint, a tech company operating out of Karachi. We used to make WordPress themes and plugins, of which some got popular. Then in 2017, my partner Kamran Mahboob who lives Atlanta, spoke to me about the growing proliferation of cloud and how that creates a need for enhanced security. Soon after, we started developing the software and finally launched it in 2019, founder CEO Yunus Jamal tells Dawn.

As for the funds, Yunus and co are currently bootstrapping and plan to keep it as such, at least until boarding 15 or more medium/large enterprise clients. Regarding the business model, you probably guessed it: the startups revenues come from subscriptions with plans starting from $499 a month which comes with 100 instances and two compliance standards among other things.

Then come the work group and growing packages at price tags of $1,250 and $2,500, and finally theres the enterprise option for customisable features and rate.

With that pricing, one naturally wonders how many can even afford this software? After all, there are not a lot of companies, definitely not in Pakistan, that can or are at least willing to dole out such an amount for cybersecurity needs? That too for an agent-less product?

The cost of running this product for us is high, so we need to first position ourselves in the enterprise market before expanding into the SME with more basic features, the founder says.

Within the cloud security software space, the startup is directly up against Armor, a well-established Texas-based company operating in the industry for over a decade with almost $150 million funding. Theres also AT&T Cybersecurity, which acquired AlienVault, to consolidate its position in this space. But the founder is confident of his product.

Our unique selling point is flexibility and centralisation of security monitoring. Cloudnosys can accommodate enterprises by letting them integrate their own security scripts and third-party tools. This allows us to provide full end-to-end monitoring and response for all layers of the application and not just the cloud, explains Jamal.

With regards to the latter, he says: First of all, their solution is 5x more expensive, starting at $7,000. They have security tools, rather than a platform which means it basically lacks flexibility and integration with other external platforms.

Keeping all my blabbering aside, whats the scope for a product catering to cloud security when on-premise data centres reign supreme in our country? As a follower market, we will eventually make the move towards cloud and cybersecurity. Its only a matter of time, opines Jamal.

He has a point. In fact, just on September 28, the State Bank of Pakistan issued a circular allowing financial institutions - which despite their many shortcomings are still perhaps the most regulated players in terms of cybersecurity - to host their non-critical data on cloud servers. Once that transition kicks in, there would be an increased need for security and with that, possibly a more willing market for Cloudnosys.

The writer is member of staff: m.mutaherkhan@gmail.com Twitter: @MutaherKhan

Published in Dawn, October 4th, 2020

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Detailed TOC of Managed Hybrid Cloud Hosting Market Report 2020-2025:1 COVID-19 Impact on Managed Hybrid Cloud Hosting Market Overview1.1 Product Definition and Market Characteristics1.2 Global Managed Hybrid Cloud Hosting Market Size1.3 Managed Hybrid Cloud Hosting market Segmentation1.4 Global Macroeconomic Analysis1.5 SWOT Analysis2 COVID-19 Impact on Managed Hybrid Cloud Hosting Market Dynamics2.1 Managed Hybrid Cloud Hosting Market Drivers2.2 Managed Hybrid Cloud Hosting Market Constraints and Challenges2.3 Emerging Market Trends2.4 Impact of COVID-192.4.1 Short-term Impact2.4.2 Long-term Impact3 Associated Industry Assessment3.1 Supply Chain Analysis3.2 Industry Active Participants3.2.1 Suppliers of Raw Materials3.2.2 Key Distributors/Retailers3.3 Alternative Analysis3.4 The Impact of Covid-19 From the Perspective of Industry Chain4 Managed Hybrid Cloud Hosting Market Competitive Landscape4.1 Industry Leading Players4.2 Industry News4.2.1 Key Product Launch News4.2.2 M&A and Expansion Plans5 Analysis of Leading Companies5.1 Company A5.1. Company Profile5.1.2 Business Overview5.1.3 Managed Hybrid Cloud Hosting market Sales, Revenue, Average Selling Price and Gross Margin (2015-2020)5.1.4 Managed Hybrid Cloud Hosting market Products Introduction5.2 Company B5.2.1 Company Profile5.2.2 Business Overview5.2.3 Managed Hybrid Cloud Hosting market Sales, Revenue, Average Selling Price and Gross Margin (2015-2020)5.2.4 Managed Hybrid Cloud Hosting market Products Introduction6 Managed Hybrid Cloud Hosting Market Analysis and Forecast, By Product Types6.1 Global Managed Hybrid Cloud Hosting Market Sales, Revenue and Market Share by Types (2015-2020)6.2 Global Managed Hybrid Cloud Hosting Market Forecast by Types (2020-2025)6.3 Global Managed Hybrid Cloud Hosting Market Sales, Price and Growth Rate by Types (2015-2020)6.4 Global Managed Hybrid Cloud Hosting Market Revenue and Sales Forecast, by Types (2020-2025)7 Managed Hybrid Cloud Hosting Market Analysis and Forecast, By Applications7.1 Global Managed Hybrid Cloud Hosting Market Sales, Revenue and Market Share by Applications (2015-2020)7.2 Global Managed Hybrid Cloud Hosting Market Forecast by Applications (2020-2025)7.3 Global Managed Hybrid Cloud Hosting Market Revenue, Sales and Growth Rate by Applications (2015-2020)7.4 Global Managed Hybrid Cloud Hosting Market Revenue and Sales Forecast, by Applications (2020-2025)Continued

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Who would have thought that a movie could be made and released during lockdown! C U Soon1 , a gripping thriller produced during the pandemic was recently released on a streaming platform to critical acclaim, while many more films2 are in the making globally. In many positive ways, the world seems to be making the most out of this pandemic. So much that, it is now safe to say that a lot more got done in these past six months which under typical pre-COVID-19 circumstances might have taken years to see the light of day. From e-commerce to EdTech, from streaming platforms to collaboration tools, since the outbreak of COVID-19, the world has taken many strides towards ensuring and enhancing human life, with Digital Technologies playing the lead role! The pandemic is causing many companies to accelerate their digital journey. These companies are quickly moving from active experimentation to active scale. This means that the many digital pilot programs and initiatives which companies had in place, now need to mature into full-fledged digital initiatives. However, these digital transformation initiatives cannot follow the pre-COVID path journey. They need to be looked at from a fresh perspective with a post-COVID lens. Companies need to re-draw their roadmaps based on changing customer behavior, newer workforce demands, digitally enabled operations to support the core business, supplier dynamics, regulations, etc. Any firm which does not align with the business priorities and considerations from the new normal in their digital journey is bound to be usurped and become irrelevant. We do not need to look too far. Education systems across the world (school, higher education, and vocational training) have been traditionally classroom based with minimal technology dependency. This pandemic and its restrictions dealt a serious blow to education systems worldwide. By the end of March 2020, schools across 180 countries had closed, impacting ~$1.5 Billion learners. This pandemic has turned out to be a blessing in disguise for the EdTech sector. Using digital and platform technologies, EdTech companies were able to quickly scale to meet the rising demand from educational institutions. For example, the University of Washington3 was one of the first educational institutions that moved all in person classes online amid the pandemic4 in March 2020. Using the latest digital technologies, this University enabled learnings for 6000+ courses and over 50,000 students registered for its Spring semester. In Wuhan, China, 81% of school students attended classes via Tencent Online School5 . These examples help us understand the level of digital disruption that is taking place in our world today. This trend is further reinforced by the huge bets investors are placing on the EdTech sector. According to Crunch Base6 , funding for EdTech companies reached $4.1 billion between January and July 2020 vs $ 2.6 B in the same period in 2019. Crisis provides an opportunity to reimagine things and envision a better and new normal. We have heard about the work-from-home (WFH) trend earlier, but we had never experienced it on this large a scale. The pandemic has left us no option but to push us towards remote working. Even roles which were assumed location critical (like in manufacturing or lab-centric engineering design) have been enabled digitally. At HCL, with our digital tech support offerings and remote labs, we ensured delivery of services to our clients through the pandemic-related lockdowns. Thanks to the existing digital infrastructure like cloud, network connectivity, and collaboration tools, and the human-centricity it offers, people are quickly able to adapt to the new ways of working. We do not have to look far to feel the pulse of the post-COVID world. With almost everything now moving to the Cloud, and with the as-a-service business model being increasingly preferred, we feel the real momentum of businesses transforming themselves into digitally mature organizations. Use cases for Edge, remote working, streaming (to name a few) keep getting stronger with every passing day, especially since the beginning of this pandemic. Look at the number of people who today effortlessly use Microsoft Teams, Google Classroom, Byjus the learning app, Amazon! We can work and study, order our groceries, consult a doctor, and meet up with friends and family, all from our mobile device. Digital technologies are making the unimaginable possible in the wake of this pandemic. Who would have thought of taking a virtual reality (VR) vacation before COVID-19? Today, there are apps, wearable devices, and platforms (AirPano, GoPro Fusion + VR, Wanderlust Travel Videos, etc.) that bring the world to you. You can travel the world from the comfort of your couch. Offerings range from a shark dive in the Bahamas to a Tahitian surfing excursion to a fast-paced tour of New York City. It is no exaggeration that with 3D and these new VR technologies, we can experience almost every nook and corner of our world (from the Danube to Dehradun) without leaving home. Business travel (Events, Summits, Conferences, Client meetings) used to be a top priority for many corporate leaders. Thanks to usage and adoption of all the video conferencing and collaboration tools (Zoom, Teams, Meet), event delegates and participants can attend industry events (large-format or niche) from the comfort of their homes. It is only a matter of time before VR technology disrupts this space further to create human-like experiences. With human centricity in technology taking center stage, the line between what is accepted and not (rule versus violation) tends to blur. Things like data privacy and security will still be concerns and will need to establish a lot of trust with the customers. When the Indian government tried to establish the biometric system (UIDAI, Aadhaar) in 2009 for social safety and direct beneficiary transfer schemes there was a lot of scrutiny and pushback citing data privacy and security concerns. It took more than a decade for Aadhaar to establish the necessary trust i.e. for people to let go of the fear of sharing their data. (90% of people trust their data is safe in the Aadhaar system7 , per the 2019 Omidyar Network report). However, this pandemic has proved that we might not hold technology to the same level of scrutiny if it means sharing data to protect our lives. Governments across the world are relying on app-based contact tracing8 which collects personal and health data from the users to identify patterns and manage the pandemic. These apps are being implemented as part of standard operating procedures for travel, entering offices, entry at schools, shopping at malls, etc. According to an MIT review, there are more than 47 countries where these technologies are being deployed. For example, Qatar9 COVID tracing app Ehteraz is being used by 90% of its population and Icelands9 Rakning C-19 app is being used by close to 40% of their population. Indias COVID-19 tracking app Aarogya Setu9 became the worlds fastest-growing application, beating Pokmon Go with 50 million users in the first 13 days of its release (Currently 150+ Million installations). Is this shift (health and safety taking precedence over our data and privacy concerns) for the long term? Earlier, we would have frowned if offices had installed face (facemask) recognition devices or had asked for our biometrics every time we entered the work-spot. China has effectively deployed facial recognition with mask algorithms and biometrics to allow entry of people into schools and office, to enforce lockdowns, track people coming out of hotspots. With the pandemic, our health and safety have taken precedence over our privacy concerns. COVID has bought about certain lasting changes in customers and patterns of user behavior. We are seeing people embrace social distancing, contactless technologies, online buying like never before. We also see people give more importance to health and safety over data privacy concerns. While companies look at long-term work from home (WFH), data security, health & safety, digital operations, newer business models, and Supply chains, in the new normal, companies need to quickly adapt to these changing trends and therefore will need a greater focus on enriching customer experiences. Customer leaders who care and innovate during this crisis and anticipate how customers will change their habits will build stronger relationships that will endure well beyond the crisiss passing McKinsey About Author: Vijay Anand Guntur Corporate Vice President, ERS, HiTech and Communications HCL Technologies Vijay is a Corporate Vice President and heads the HiTech and Communication (HnC) business within the Engineering and Research & Development Services (ERS) division of HCL Technologies. He is responsible for global delivery, sales and solutioning business. He is a member on the board of Actian, a JV between HCL Technologies and Sumeru Equity Partners, focused on data management. Vijay is adept at devising strategies for disruptive markets and establishing market differentiation through solutions, IPs, and strategic partnerships. He is responsible for the P&L and drives leadership position for HCL services in Telecom and Networking, ISV, Online, Consumer HiTech, Semiconductors, Server and Storage, Fintech, and Communication Services provider domains. Vijay has an MBA from The University of Chicagos Booth School of Business, and a Computer Science degree from BITS Pilani. REFERENCES: https://en.wikipedia.org/wiki/C_U_Soon https://www.bbc.com/news/business-53435415 https://www.washington.edu/news/2020/04/16/how-to-move-hands-on-classes-online/ https://www.cnbc.com/2020/03/06/coronavirus-university-of-washington-moves-all-classes-toonline.html https://www.weforum.org/agenda/2020/04/coronavirus-education-global-covid19-onlinedigital-learning/ https://news.crunchbase.com/news/back-to-school-edtech-vc-funding-reaches-4-1b-so-far-thisyear/ https://economictimes.indiatimes.com/news/politics-and-nation/90-of-people-trust-data-issafe-with-aadhaar-report/articleshow/72223494.cms?from=mdr https://www.livemint.com/news/india/are-contact-tracing-apps-helping-tame-the-pandemic11596611635201.html https://en.wikipedia.org/wiki/COVID-19_apps https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/adaptingcustomer-experience-in-the-time-of-coronavirus

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Digital Transformation why the buzz? Digital Transformation has been a catchphrase for quite a while now. Many business leaders and executives have claimed that their businesses are either undergoing a radical digital transformation or plan to undergo one. With changing business requirements, most organizations adopt the strategy of employing digital technologies to modify existing or create new business practices to improve customer experience. At a basic level, this intended transformation leverages digital technologies to remove silos and eschew several traditional business roles like customer servicing, sales, and marketing and remodels practices to think and engage with customers. For relatively new businesses, it is more about starting digital than transforming into it and the process can be comparatively straight forward. For others, curated digital transformation strategies must be employed with careful thinking, planning, and execution to achieve the goals of accelerated business growth. Cost Optimization with Digital Transformation Initiatives Procurement offices have reported up to 45% reduction in overall operating costs with digital transformation. Most organizations do not measure cost optimization with reduction in spending. They equate it with stimulated growth and differentiation, even though utilization of digital technology and analytical tools has shown a significant reduction of 5% in overall costs. Digital transformation delivers cost optimization with workforce efficiency, task automation, and higher resource utilization. However, another way digital transformation may optimize costs for enterprises is through accelerating the First-Time-Right (FTR) practice. FTR is a broad concept originating from Six Sigma that denotes any task that is performed in the right manner with the right outcomes, the first time. Organizations have successfully implemented machine learning tools to automate cumbersome interactions and interfaces to gain higher FTR scores. In some cases, organizations have achieved a 100% successful FTR for specific processes. This enables a paradigm of zero rework saving valuable time and resources for the organization thereby optimizing costs significantly. Strategizing Digital Transformation It is estimated that despite the potential, more than 70% of the digital transformation initiatives fail. Reasons vary, but the lack of a successful digital strategy is often the cause and a key differentiator. To give the digital transformation strategy the best chance to succeed with desired outcomes, it is imperative to plan practically and prudentially. So, how do we create effective digital transformation strategies? Well, there is no single answer since the transformation looks different for each enterprise and takes in several different unique attributes into consideration. However, there are a few general guidelines that organizations would do well to consider. Onboard all stakeholders with the concept: It is an imperative that all stakeholders are aware of what the transformation entails. This would include breaking down the abstract concept of a transformation into real world events. Everyone must be aware what a workday would look like in a digital environment so that it can help them map the challenges with the benefits and better prepare to be onboarded with the idea. Align transformation with business goals: For a successful business transformation, the idea and the subsequent implementation must be endorsed from the top down. CXOs, board members, and all functional teams must be aware as much as IT., All the initiatives must be aligned with the right outcomes, with the right people in the mix. The top executives also have a role to play in the mitigation of the uncertainty any radical change may bring about to a workforce. Conduct pilot testing: It is important to understand that several existing processes may be completely remodeled to align with the digital strategy. Therefore, it is paramount that proofs of concept and pilot runs are conducted before zeroing in on any aspect of the strategy and moving forward. Re-evaluate IT skills: All capabilities and competencies must be accounted for the transformation to succeed. The IT department must move away from commodity skills to strategy-aligned, forward looking competencies. Every skillset must include business acumen. It may also be important to develop competencies with L&D. Brace for a cultural transformation: At its heart, digital transformation is really a personal challenge. Accepting risks and aligning oneself with a comprehensive rehaul of doing things, are just some of the personal traits that can contribute to make digital transformation an organizational success story. In this regard, having the right people onboard can make or break the initiative. A successful digital transformation brings about manifold benefits for the undertaking organization. The visible overarching benefits are enhancement of organizational transparency, collaboration, efficiency, higher utilization of resources, and better experience, engagement, and retention of customers. However, another crucial outcome is the cost optimization that is visible across the enterprise and all its functions. In Conclusion Today, the question with digital transformation is not if but when. The new normal has already shown us that digital will replace personal interactions to a great extent and it is only a matter of time before every enterprise joins the bandwagon. A well strategized and systematically executed digital transformation can bring about multitude benefits for a business. From growth to resilience and from driving innovation to success, fostering a secure tomorrow for an organization lies squarely on creating a pragmatic and effective digital transformation strategy, today.

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