NETSCOUT Adaptive Threat Analytics Enhances Incident Response
Cybersecurity professionals face a challenge in the race against time to detect and respond appropriately to cyber threats before it is too late. Alert fatigue, increasing alert volume, fragmented visibility from siloed tools, and cunning AI-enabled adversaries create a compelling need for a faster and more effective response plan. McKinsey & Company noted last year that despite a decline in response time to cyber-related risks in recent years, organizations still take an average of 73 days to contain an incident.
In the threat detection and incident response process, comprehensive north-south and east-west network visibility plays a critical role in all phases, but none more so than the 'Analyze' phase between 'Detection' and 'Response.' Adaptive Threat Analytics utilizes continuous network packet capture and local storage of metadata and packets independent of detections, built-in packet decodes, and a flexible ad hoc querying language, enabling more rapid threat investigation and proactive hunting. This provides SOC analysts with the specific knowledge needed to determine and execute the proper response more efficiently.
'Network environments continue to become more disparate and complex. Bad actors exploit this broadened attack surface, making it difficult for security teams to respond quickly and accurately,' said John Grady, principal analyst, cybersecurity, at Enterprise Strategy Group. Due to this, continuous, unified, packet-based visibility into north-south and east-west traffic has become essential for effective and efficient threat detection and incident response.'
Omnis Cyber Intelligence's AI-driven correlation stitches disparate events into cohesive, high-fidelity incidents, providing a holistic, actionable view of the entire attack chain. It delivers superior scalability and cost-effective NDR capabilities across complex IT environments and easily integrates into your cybersecurity ecosystems, such as your SIEM, SOAR, or XDR.
'Security teams often lack the specific knowledge to understand exactly what happened to be able to choose the best response,' stated Jerry Mancini, senior director, Office of the CTO, NETSCOUT. 'Omnis Cyber Intelligence with Adaptive Threat Analytics provides 'big picture' data before, during, and after an event that helps teams and organizations move from triage uncertainty and tuning to specific knowledge essential for reducing the mean time to resolution.'
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Gulf Today
7 hours ago
- Gulf Today
Germany plans to play central role in rearming Europe
For Gundbert Scherf — the co-founder of Germany's Helsing, Europe's most valuable defence start-up — Russia's invasion of Ukraine changed everything. Scherf had to fight hard to attract investment after starting his company — which produces military strike drones and battlefield AI — four years ago. Now, that's the least of his problems. The Munich-based company more than doubled its valuation to $12 billion at a fundraising last month. 'Europe this year, for the first time in decades, is spending more on defense technology acquisition than the US," said Scherf. The former partner at McKinsey & Company says Europe may be on the cusp of a transformation in defence innovation akin to the Manhattan Project — the scientific push that saw the US rapidly develop nuclear weapons during World War Two. 'Europe is now coming to terms with defence.' Reuters spoke to two dozens executives, investors and policymakers to examine how Germany — Europe's largest economy — aims to play a central role in the rearming the continent. Chancellor Friedrich Merz's government views AI and start-up technology as key to its defence plans and is slashing bureaucracy to connect startups directly to the upper echelons of its military, the sources told Reuters. Shaped by the trauma of Nazi militarism and a strong postwar pacifist ethos, Germany long maintained a relatively small and cautious defence sector, sheltered by US security guarantees. Germany's business model, shaped by a deep aversion to risk, has also favoured incremental improvements over disruptive innovation. No more. With US military support now more uncertain, Germany — one of the biggest backers of Ukraine — plans to nearly triple its regular defence budget to around 162 billion euros ($175 billion) per year by 2029. Much of that money will go into reinventing the nature of warfare, the sources said. Helsing is part of a wave of German defence start-ups developing cutting-edge technology, from tank-like AI robots and unmanned mini-submarines to battle-ready spy cockroaches. 'We want to help give Europe its spine back," said Scherf. Some of these smaller firms are now advising the government alongside established firms — so-called primes such as Rheinmetall and Hensoldt — that have less incentive to focus primarily on innovation, given their long backlogs for conventional systems, one of the sources said. A new draft procurement law, expected to be approved by Merz's cabinet on Wednesday, aims to reduce hurdles for cash-strapped start-ups to join tenders by enabling advance payment to these firms, according to a version dated June 25, reviewed by Reuters. The law would also entitle authorities to limit tenders to bidders inside the European Union. Marc Wietfeld, CEO and founder of autonomous robots maker ARX Robotics, said a recent meeting with German defence minister Boris Pistorius hammered home how deep the rethink in Berlin goes. "He told me: 'Money is no longer an excuse — it's there now'. That was a turning point," he said. Since Donald Trump's return to the political stage and his renewed questioning of America's commitment to NATO, Germany has committed to meet the alliance's new target of 3.5% of GDP on defense spending by 2029 - faster than most European allies. Officials in Berlin have emphasized the need to foster a European defence industry rather than rely on U.S. companies. But the hurdles towards scaling up industry champions in Germany - and Europe more broadly - are considerable. Unlike in the United States, the market is fragmented in Europe. Each country has its own set of procurement standards to fulfill contracts. The United States, the world's top military spender, already has an established stable of defence giants, like Lockheed Martin and RTX, and an advantage in key areas, including satellite technology, fighter jets and precise-guided munitions. Washington also began boosting defence tech startups in 2015 - including Shield AI, drone maker Anduril and software company Palantir - by awarding them parts of military contracts. European startups until recently languished with little government support. But an analysis by Aviation Week in May showed Europe's 19 top defence spenders - including Turkey and Ukraine - were projected to spend 180.1 billion this year on military procurement compared, to 175.6 billion for the United States. Washington's overall military spending will remain higher. Hans Christoph Atzpodien, head of Germany's security and defence sector association BDSV, said one challenge was that the military's procurement system was geared toward established suppliers and not well suited to the fast pace that new technologies require. Germany's defence ministry said in a statement it was taking steps to accelerate procurement and to better integrate startups in order to make new technologies quickly available to the Bundeswehr. Annette Lehnigk-Emden, head of the armed forces' powerful procurement agency, highlighted drones and AI as emerging fields that Germany needs to develop. "The changes they're bringing to the battlefield are as revolutionary as the introduction of the machine gun, tank, or airplane," she told Reuters. Sven Weizenegger, who heads up the Cyber Innovation hub, the Bundeswehr's innovation accelerator, said the war in Ukraine was also changing social attitudes, removing a stigma towards working in the defence sector. "Germany has developed a whole new openness towards the issue of security since the invasion," he said. Weizenegger said he was receiving 20-30 Linkedin requests a day, compared to maybe 2-3 weekly back in 2020, with ideas for defence technology to develop. Some of the ideas under development feel akin to science fiction - like Swarm Biotactics' cyborg cockroaches that are equipped with specialised miniature backpacks that enable real-time data collection via cameras for example. Electrical stimuli should allow humans to control the insects' movements remotely. The aim is for them to provide surveillance information in hostile environments - for example information about enemy positions. "Our bio-robots — based on living insects — are equipped with neural stimulation, sensors, and secure communication modules," said CEO Stefan Wilhelm. "They can be steered individually or operate autonomously in swarms. In the first half of the 20th century, German scientists pioneered many military technologies that became global standards, from ballistic missiles to jet aircraft and guided weapons. But following its defeat in World War II, Germany was demilitarized and its scientific talent was dispersed. Wernher von Braun, who invented the first ballistic missile for the Nazis, was one of hundreds of German scientists and engineers transported to the United States in the wake of World War II, where he later worked at NASA and developed the rocket that took Apollo spacecraft to the Moon. In recent decades, defence innovation has been a powerful driver of economic progress. Tech like the internet, GPS, semiconductors and jet engines originated in military research programs before transforming civilian life. Hit by high energy prices, a slowdown in demand for its exports and competition from China, Germany's $4.75 trillion economy contracted over the last two years. Expanding military research could provide an economic fillip. "We just need to get to this mindset: a strong defense industrial base means a strong economy and innovation on steroids," said Markus Federle, managing partner at defence-focused investment firm Tholus Capital. Risk aversion among European investors had in the past disadvantaged startups, which struggled to get the capital they need to survive the 'valley of death' — the critical early stage when costs are high and sales low. But a boost in defence spending by European governments following Russia's invasion of Ukraine has investors looking for opportunities. Europe now boasts three start-ups with a unicorn valuation of more than $1 billion: Helsing, German drone maker Quantum Systems, and Portugal's Tekever, which also manufactures drones. "There's a lot of pressure now on Germany being the lead nation of the European defense," said Sven Kruck, Quantum's chief strategy officer. Germany has become Ukraine's second-biggest military backer after the United States. Orders that might once have taken years to approve now take months and European startups have had the opportunity to test their products quickly in the field, several sources said. Venture capital funding of European defence tech hit $1 billion in 2024, up from a modest $373 million in 2022, and is expected to surge even more this year. "Society has recognized that we have to defend our democracies," said Christian Saller, general partner at HV Capital, an investor in both ARX and Quantum Systems. Venture capital funding has grown faster in Germany than elsewhere, according to a data analysis by Dealroom for Reuters. German defence startups have received $1.4 billion in the last five years from investors, followed by UK, the data shows. Reuters
Web Release
10 hours ago
- Web Release
Bain & Company announces senior leadership appointments in its Enterprise Technology practice
Bain & Company today announced senior leadership changes within its global Enterprise Technology (ET) practice, which supports the firm's clients worldwide in delivering accelerated business transformations by leveraging the most advanced technology platforms and solutions. With the rapidly evolving role of AI and fundamental technology innovations fueling tech-driven change across industries, Bain is continuing to see strong growth in client demand for its deep technology expertise. Tech- and AI-enabled revenue already accounts for more than 30% of the firm's business and is expected to reach half of revenues in coming years. The firm's new Enterprise Technology practice leadership team will play a pivotal role in the continuing development of its ET capabilities and its broader tech-related support for clients. Bain announced today that Pascal Gautheron will take over as the global leader of its Enterprise Technology practice, succeeding Stephen Phillips, who has headed the firm's global ET team for the past seven years. Phillips becomes chairman of the ET practice, working directly with Bain's clients and market-facing forums to raise awareness of enterprise technology's full potential. Gautheron takes over the global leadership position having previously served as head of the ET practice in Asia-Pacific (APAC). He brings to his new role more than 27 years of experience in shaping some of the region's largest technology-enabled business transformations, particularly in the banking and financial services sector. Since joining Bain in 2017, Gautheron has supported multiple clients in developing and implementing successful digital and core systems transformations, next-generation technology architectures, agile at scale, and leading-edge AI deployments. Having previously been based in Sydney, Australia, and having begun his career as an engineer in Stuttgart and Paris, and with an MBA from the HEC Paris Business School, Gautheron will return to those roots to lead Bain's ET practice from the firm's Paris office. In further key changes in Bain's regional ET leadership, the firm also announced today that Damian Stephenson replaces Gautheron as regional leader of the ET practice in APAC. Based in Sydney, Stephenson has spent nearly 20 years at Bain (both in APAC and North America). He specializes in supporting clients in all industries to pursue technology modernization and technology-led strategy and transformation. Stephenson is also a leader in the firm's Financial Services and M&A practices. Laurent Hermoye becomes regional leader for ET in Europe, the Middle East, and Africa (EMEA), succeeding Marc van der Vleugel. Brussels-based Hermoye brings two decades' experience in shaping and delivering large-scale digital transformations, particularly in the consumer brands sector. Major business transformations he has led have involved large-scale initiatives enabled by enterprise resource planning (ERP), digital marketing, commerce, and operations enhancements, as well as post-merger integrations and separations. He has also led multiple technology and AI strategies, operating model redesign programs, and cost transformations. Hermoye also serves as chairman of Enterprise Blueprints, a Bain company providing enterprise and solution architecture services. Denver-based partner Will Poindexter continues to serve as regional leader for ET in the Americas (AMER). Chuck Whitten, partner and global head of Bain's digital practices and capabilities, commented: 'With investment in AI and data now a paramount priority for companies across industries, the new Enterprise Technology leadership announced today will further accelerate our work to bring the power of cutting-edge technologies to help our clients solve some of the most complex business challenges. More than just identifying the best means for technology to benefit a business, today companies need to reinvent entire business models and value chains atop their tech infrastructures. Our new ET leaders will enable our clients to lead the field in grasping these critical business challenges.' Whitten added: 'With today's transition, I want to thank Stephen Phillips and recognize the outstanding contribution to Bain that he has made over more than two decades in leadership roles in our Enterprise Technology team. Stephen has been the guiding hand in the rapid growth of the ET practice through those years, in developing the breadth and depth of its capabilities, its expertise, and its people – and in bringing the very best of Bain to deliver industry-leading results for our clients. I'm delighted that, as ET practice chairman, Stephen will be playing a continuing and central role in the world-class work our ET team are bringing to clients around the globe every day.' Bain & Company's global Enterprise Technology practice consists of a team of more than 1,500 multidisciplinary experts including data scientists, architects, software engineers, innovators and designers. Along with nearly two-dozen focused partnerships with some of today's most renowned technology firms, Bain's ET team equip client businesses with market-leading capabilities to power growth and accelerate value creation.
Zawya
a day ago
- Zawya
Stellantis publishes preliminary and unaudited key figures for first half 2025
Dubai, United Arab Emirates – Stellantis N.V. is publishing today certain preliminary and unaudited financial information for the First Half of 2025, in addition to its global quarterly consolidated shipment estimates and commentary on related trends. In the absence of financial guidance, which was suspended by the Company on April 30, 2025, financial analyst consensus forecasts currently constitute the primary metric for market expectations. The disclosure of the following preliminary financial data for the First Half 2025 is intended to address the difference between these analyst consensus forecasts and the Company's performance for the period. Preliminary financial information for the First Half 2025(2): The following factors had a significant impact on results in the first half of 2025: The early stage of actions being taken to improve performance and profitability, with new products expected to deliver larger benefits in the Second Half of 2025 Approximately €3.3 billion of pre-tax net charges, primarily related to program cancellation costs and platform impairments, net impact of the recent legislation eliminating the CAFE penalty rate, and restructuring, which are excluded from Adjusted Operating Income(3) consistent with the Company's definition of AOI Adverse impacts to AOI from higher industrial costs, geographic and other mix factors, and changes in foreign exchange rates The early effects of US tariffs – €0.3 billion of net tariffs incurred as well as loss of planned production related to implementation of the Company's response plan Financial results for the First Half 2025 will be released as scheduled on July 29, 2025 and a call will be hosted on that day by CEO Antonio Filosa and CFO Doug Ostermann. Global consolidated shipment volumes for the Second Quarter of 2025: Stellantis today also publishes its consolidated shipment estimates. The term 'shipments' describes the volume of vehicles delivered to dealers, distributors, or directly from the Company to retail and fleet customers, which drive revenue recognition. Consolidated shipments for the three months ending June 30, 2025, were an estimated 1.4 million units, representing a 6% decline y-o-y, reflecting North American tariff related production pauses early in the quarter, in addition to reduced, but adverse impacts of product transition in Enlarged Europe, where several important nameplates are either in the ramp-up phase after recent launches, or awaiting production launches scheduled for the second half of 2025. Refer to page 4 for an explanation of the items referenced on this page In North America, Q2 shipments declined approximately 109 thousand units compared to the same period in 2024, representing a 25% y-o-y decline, due to factors including the reduced manufacture and shipments of imported vehicles, most impacted by tariffs, and lower fleet channel sales. Total sales declined 10% y-o-y, with U.S. retail sales relatively flat, and with the region's two largest brands, Jeep® and Ram, collectively delivering 13% higher sales y-o-y. Enlarged Europe Q2 shipments declined approximately 50 thousand units, representing a 6% y-o-y decline, due primarily to product transition factors. The recently-launched 'Smart Car' platform B-segment vehicles continue to ramp up to their full production levels, and prior year comparisons are affected by the hiatus of Fiat 500 ICE pending the arrival of its mild-hybrid successor. Shipments of the four Smart Cars (Citroën C3 and C3 Aircross, Opel/Vauxhall Frontera and Fiat Grande Panda) increased 45% sequentially in the Q2 2025 period, or 25 thousand units, compared to the Q1 2025 period. Across Stellantis' other regions, shipments grew 71 thousand units in aggregate, representing a 22% increase y-o-y, mainly driven by a 30% increase in Middle East & Africa and a 20% increase in South America. In Middle East & Africa shipments were up 29 thousand units, mainly driven by increased volumes in Türkiye and positive developments in Egypt, Algeria and Morocco. Stellantis continues its leadership in South America, with a 43 thousand unit y-o-y increase benefiting from higher industry volumes, especially in Argentina and Brazil. Refer to page 4 for an explanation of the items referenced on this page Management Conference Call: Stellantis CFO Doug Ostermann will host a conference call to discuss the preliminary first half of 2025 financial figures, and answer analyst questions. Time: Monday, July 21, at 8:30 a.m. EDT / 2:30 p.m. CEST Dial-In: Available in the Investors section of the Company's website ( NOTES Consolidated shipments only include shipments by Company's consolidated subsidiaries, which represent new vehicles invoiced to third party (dealers/importers or final customers). Consolidated shipment volumes for Q2 2025 presented here are unaudited and may be adjusted. Final figures will be provided in our H1 2025 Results. Analysts should interpret these numbers with the understanding that they are preliminary and subject to change. Adjusted Operating Income/(Loss) excludes from Net profit/(loss) adjustments comprising restructuring and other termination costs, impairments, asset write-offs, disposals of investments and unusual operating income/(expense) that are considered rare or discrete events and are infrequent in nature, as inclusion of such items is not considered to be indicative of the Company's ongoing operating performance, and also excludes Net financial expenses/(income) and Tax expense/(benefit). Unusual operating income/(expense) are impacts from strategic decisions, as well as events considered rare or discrete and infrequent in nature, as inclusion of such items is not considered to be indicative of the Company's ongoing operating performance. Unusual operating income/(expense) includes, but may not be limited to: impacts from strategic decisions to rationalize Stellantis' core operations; facility-related costs stemming from Stellantis' plans to match production capacity and cost structure to market demand, and convergence and integration costs directly related to significant acquisitions or mergers. Adjusted Operating Income/(Loss) Margin is calculated as Adjusted operating income/(loss) divided by Net revenues (4) Industrial Free Cash Flows is our key cash flow metric and is calculated as Cash flows from operating activities less: (i) cash flows from operating activities from discontinued operations; (ii) cash flows from operating activities related to financial services, net of eliminations; (iii) investments in property, plant and equipment and intangible assets for industrial activities, (iv) contributions of equity to joint ventures and minor acquisitions of consolidated subsidiaries and equity method and other investments; and adjusted for: (i) net intercompany payments between continuing operations and discontinued operations; (ii) proceeds from disposal of assets and (iii) contributions to defined benefit pension plans, net of tax. The timing of Industrial free cash flows may be affected by the timing of monetization of receivables, factoring and the payment of accounts payables, as well as changes in other components of working capital, which can vary from period to period due to, among other things, cash management initiatives and other factors, some of which may be outside of the Company's control. In addition Industrial free cash flows is one of the metrics used in the determination of the annual performance for eligible employees, including members of the Senior Management. About Stellantis Stellantis N.V. (NYSE: STLA / Euronext Milan: STLAM / Euronext Paris: STLAP) is one of the world's leading automakers and a mobility provider. Its storied and iconic brands embody the passion of their visionary founders and today's customers in their innovative products and services, including Abarth, Alfa Romeo, Chrysler, Citroën, Dodge, DS Automobiles, Fiat, Jeep®, Lancia, Maserati, Opel, Peugeot, Ram, Vauxhall, Free2move and Leasys. Powered by our diversity, we lead the way the world moves – aspiring to become the greatest sustainable mobility tech company, not the biggest, while creating added value for all stakeholders as well as the communities in which it operates. For more information, visit For more information, contact: CONTACTS stellantis@ Stellantis Forward-looking Statements This communication contains forward-looking statements. In particular, statements regarding future events and anticipated results of operations, business strategies, the anticipated benefits of the proposed transaction, future financial and operating results, the anticipated closing date for the proposed transaction and other anticipated aspects of our operations or operating results are forward-looking statements. These statements may include terms such as 'may', 'will', 'expect', 'could', 'should', 'intend', 'estimate', 'anticipate', 'believe', 'remain', 'on track', 'design', 'target', 'objective', 'goal', 'forecast', 'projection', 'outlook', 'prospects', 'plan', or similar terms. Forward-looking statements are not guarantees of future performance. Rather, they are based on Stellantis' current state of knowledge, future expectations and projections about future events and are by their nature, subject to inherent risks and uncertainties. They relate to events and depend on circumstances that may or may not occur or exist in the future and, as such, undue reliance should not be placed on them. Actual results may differ materially from those expressed in forward-looking statements as a result of a variety of factors, including: the ability of Stellantis to launch new products successfully and to maintain vehicle shipment volumes; changes in the global financial markets, general economic environment and changes in demand for automotive products, which is subject to cyclicality; Stellantis' ability to successfully manage the industry-wide transition from internal combustion engines to full electrification; Stellantis' ability to offer innovative, attractive products and to develop, manufacture and sell vehicles with advanced features including enhanced electrification, connectivity and autonomous-driving characteristics; Stellantis' ability to produce or procure electric batteries with competitive performance, cost and at required volumes; Stellantis' ability to successfully launch new businesses and integrate acquisitions; a significant malfunction, disruption or security breach compromising information technology systems or the electronic control systems contained in Stellantis' vehicles; exchange rate fluctuations, interest rate changes, credit risk and other market risks; increases in costs, disruptions of supply or shortages of raw materials, parts, components and systems used in Stellantis' vehicles; changes in local economic and political conditions; changes in trade policy, the imposition of global and regional tariffs or tariffs targeted to the automotive industry, the enactment of tax reforms or other changes in tax laws and regulations; the level of governmental economic incentives available to support the adoption of battery electric vehicles; the impact of increasingly stringent regulations regarding fuel efficiency requirements and reduced greenhouse gas and tailpipe emissions; various types of claims, lawsuits, governmental investigations and other contingencies, including product liability and warranty claims and environmental claims, investigations and lawsuits; material operating expenditures in relation to compliance with environmental, health and safety regulations; the level of competition in the automotive industry, which may increase due to consolidation and new entrants; Stellantis' ability to attract and retain experienced management and employees; exposure to shortfalls in the funding of Stellantis' defined benefit pension plans; Stellantis' ability to provide or arrange for access to adequate financing for dealers and retail customers and associated risks related to the operations of financial services companies; Stellantis' ability to access funding to execute its business plan; Stellantis' ability to realize anticipated benefits from joint venture arrangements; disruptions arising from political, social and economic instability; risks associated with Stellantis' relationships with employees, dealers and suppliers; Stellantis' ability to maintain effective internal controls over financial reporting; developments in labor and industrial relations and developments in applicable labor laws; earthquakes or other disasters; risks and other items described in Stellantis' Annual Report on Form 20-F for the year ended December 31, 2024 and Current Reports on Form 6-K and amendments thereto filed with the SEC; and other risks and uncertainties. Any forward-looking statements contained in this communication speak only as of the date of this document and Stellantis disclaims any obligation to update or revise publicly forward-looking statements. Further information concerning Stellantis and its businesses, including factors that could materially affect Stellantis' financial results, is included in Stellantis' reports and filings with the U.S. Securities and Exchange Commission and AFM.
