Zscaler to acquire MDR specialist Red Canary to bolster zero-trust capabilities
Cloud security solutions
provider
Zscaler
has signed an agreement to acquire
managed detection and response
(MDR) specialist,
Red Canary
, to bolster in-house zero-trust solutions.
The deal, whose financial terms were not disclosed, is expected to close in August 2025.
Founded in 2014, the privately-held startup has raised $135 million in multiple rounds from investors including Summit Partners, Noro-Moseley Partners and Kyrus Tech, according to data from market intelligence firm Tracxn. Its competitors include Carbon Black, Cyberhaven and Absolute Software.
According to its website, Red Canary works with nearly 1,000 organisations, and provides MDR across its customers' cloud workloads, identities, SaaS applications, networks, and endpoints.
'With our innovative AI-powered risk management services like Risk360 and the acquired data fabric technology from Avalor, we are disrupting legacy security operations just like we did with our Zero Trust Exchange platform,' said Jay Chaudhry, CEO, chairman, and founder of Zscaler.
'By integrating Red Canary with Zscaler, we will deliver to our customers the power of a fully integrated Zero Trust platform and AI-powered security operations,' Chaudhry added.
The San Jose, US-headquartered cybersecurity giant offers solutions to nearly 45% of the
Fortune 500 companies
.
The companies said the integration of their solutions will enable security teams to detect, triage, investigate, and respond to threats with better speed and efficiency, helping organisations precisely tackle modern security challenges.
'Zscaler's global scale and reach provide the resources and granular data needed to fuel advanced AI,
threat intelligence
, and detection engineering, giving us a broader view of adversary behavior while enabling faster innovation across the board,' said Brian Beyer, CEO of Red Canary.
Forrester
analysts, however, expressed apprehensions about the foundation of the deal.
'While MDR is taking a turn towards more proactive capabilities and zero-trust can reduce the impact of breaches, zero-trust and MDR do not amplify one another. Therefore, bundling SSE with MDR is not a natural or compelling consumption model,' the analysts said in a blog article, analysing the deal.
According to Forrester, the managed network security and the managed SIEM segments have failed to create synergies beyond bundling via a single catalog of services. 'In fact, the challenges created by this disconnect helped create MDR as a standalone market,' they said.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Economic Times
18 minutes ago
- Economic Times
A chill is setting in that will take a long time to recover in the India-US relationship
Synopsis The India-US relationship has deteriorated, with disproportionate responses from the White House despite India's efforts to address trade concerns. Political imperatives in the US, rather than trade merits, seem to be driving the decisions, leading to a chill in relations and a hardening public mood in India. Over the past few weeks, as the India-US relationship has near-imploded, several opinions and assessments have emerged. Most analysts have been measured and thoughtful, and attempted to discern the long view. Others have been astonishingly uninformed, ranging from amateurs talking through their hats to (former) professionals opining through their golf caps. ADVERTISEMENT To be sure, any consequential policy episode must see a reckoning and self-appraisal within the government. This is to be expected in an accountable democracy. The external affairs ministry, commerce ministry and even the PMO would naturally undertake such an exercise. Were there diplomatic missteps? Could the trade negotiations have gone differently? Were gaps in Operation Sindoor's strategic comms deterministic? These are all good questions. Since there is always room for improvement, they must be asked and deliberated upon. However, this should not deflect from a fundamental and pivotal point: nothing India did, no act of commission or omission, merited the sort of response that has come from the White House and Trump regime. It's egregiously disproportionate. Inevitably, this warrants the conclusion that the issue is not about some minor sticking point that can be resolved with a 'high-level phone call' here, or more 'trade concessions' there. Advice that India should rethink its position on GM food, or making investment announcements even without resources to back them, is not particularly sensible those who should know better have advocated reckless and adventurist approaches that no Indian minister, civil servant or public official - past, present and future - can carry out. The legitimate restraints of the Indian system will always - and correctly - prevent also needs to be said India's diplomats recognised the importance of the trade and tariffs issue very early, and worked to a win-win plan. On their part, trade negotiators from the commerce ministry - again, often criticised - came up with the most ambitious market-access package in India's history. They were given the political space for it by the PM, and they delivered. ADVERTISEMENT Whatever else it is, the White House's rejection/non- acceptance of the trade offer - which would give the US an unprecedented market and strategic advantage in India - is not on merits. Even USTR insiders have that appreciation. So, what is driving the Trump regime's decision flow? How goalposts have shifted repeatedly in recent weeks would suggest that trade imperatives have long given way to political imperatives, perhaps even strategic and domestic calculations in the US president's inner council. If that is, indeed, the case, the basket of bilateral challenges could both deepen and expand in the near term. ADVERTISEMENT Either way, the relationship will take a long time to recover to the levels of political trust it has been used to over the past 20 years. A chill is setting in. The public mood is hardening, and the pressure on the Narendra Modi government - including on its ability to offer further trade concessions - is there for all to reckoning in New Delhi is that India is facing the most structured and coercive assault on its strategic autonomy - industrial and policy - in a long time. Inevitably, this perception will shape reactions. Consequences will not be limited to just the immediate future. ADVERTISEMENT No doubt there will be an economic cost. 50% tariffs are not going to be easy to manage, particularly for industries significantly dependent on US exports. Yet, this will also make other sectors wary of the geopolitical risks of excessive market exposure to the US. Rather than spur further engagement - as the trajectory of India-US relations has done in recent decades - it will induce caution and a desire to hedge and diversify. India's economic approaches towards China and Russia will become a self-fulfilling prophecy for Washington's tariff a slightly longer, but still not-too-distant, timeframe, India could conclude a trade deal with the EU. Once the EU recovers from its current 'He loves us, he loves us not' trans-Atlantic minuet, and assesses its position in the ballroom, it will note the opportunity of the moment. Next, India needs to find a non-China, non-RCEP (Regional Comprehensive Economic Partnership) pathway to an economic and supply chains partnership with the Indo-Pacific. ADVERTISEMENT CPTPP (Comprehensive and Progressive Agreement for Trans-Pacific Partnership) lends itself as an idea. Admittedly, CPTPP standards are very stringent. Could there be a trade-off between political comfort - the absence of arm-twisting and/or supply chains surrender - and calibrating just how much an external trade agreement could be used to drive internal reform and regulatory change? The process will not be easy, or without pain. Even so, if it is achieved, it could give India a longer-term hedge and option vis-a-vis the US. The lessons of the Summer of 2025 will alter the baseline for a reset, whenever that happens. This is not a stare-down India wanted - or, more accurately, wants. But whatever happens, India cannot allow itself to be outstared. (Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of (Catch all the Business News, Breaking News, Budget 2024 Events and Latest News Updates on The Economic Times.) Subscribe to The Economic Times Prime and read the ET ePaper online. NEXT STORY
Time of India
40 minutes ago
- Time of India
IIT-Kgp aims to boost global outreach in 75th yr
Kolkata: As IIT Kharagpur, first and largest IIT in the country, on Monday unveiled a series of transformative initiatives in innovation, knowledge, global outreach and community-building on its 75th foundation day. Adani Group chairman Goutam Adani delivered the plenary address. Union education minister Dhramendra Pradhan was the chief guest, MoS for education Sukanta Majumdar the guest of honour and US consul-general Kathy Giles-Diaz was among distinguished dignitaries. An alumnus, Ashok Dey Sarkar, his wife Ruma, son Shion and elder brother Samir gifted a personal property, worth nearly $ 10 million in Houston to IIT Kharagpur. "This will serve as the foundation of IIT-Kgp's Outreach Centre in the US, enabling global engagement, alumni collaboration and Indo-US partnerships at a new scale," said director Suman Chakraborty. The director announced Centres of Excellence on Digital Twins with a flagship focus on a globally unique Med-Tech Convergence Unit. "This hub will house path-breaking initiatives, including the world's first ultra-low magnetic field MRI research unit, designed to bring life-saving diagnostic tech within the reaches of the poorest," he said, adding Manekshaw Centre for Defence and Security Research was also opened, with a focus on hardware security and healthcare tech. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like American Investor Warren Buffett Recommends: 5 Books For Turning Your Life Around Blinkist: Warren Buffett's Reading List Undo You Can Also Check: Kolkata AQI | Weather in Kolkata | Bank Holidays in Kolkata | Public Holidays in Kolkata | Gold Rates Today in Kolkata | Silver Rates Today in Kolkata Platinum Jubilee Endowment Fund was launched to provide strategic high-value scholarships and introduce Chief of Staff models to inspire students "to become trendsetters instead of job-seekers, leading innovation". The campus introduced a Visiting Fellowship model to bring in the finest postdoc scholars, faculty, and scientific leaders from across the globe. Pradhan said "It is about looking forward to shaping our future in clean energy, AI, healthcare and innovation." Stay updated with the latest local news from your city on Times of India (TOI). Check upcoming bank holidays , public holidays , and current gold rates and silver prices in your area.
Time of India
40 minutes ago
- Time of India
Brutal CEO cut 80% of workers who rejected AI - 2 years later he says he would do it again
When most leaders cautiously tested AI, Eric Vaughan, the CEO of IgniteTech, took a gamble that shocked the tech world. The IgniteTech CEO replaced nearly 80% of his staff in a bold move to make artificial intelligence the company's foundation. His decision, controversial yet transformative, shows the brutal reality of adapting to disruption. Vaughan's story shows that businesses must change their culture, not just their technology, to thrive in the AI era. In early 2023, IgniteTech CEO Eric Vaughan faced one of his toughest decisions. Convinced that artificial intelligence was not just a tool but an existential shift for every business, he dismantled his company's traditional structure. ALSO READ: Orca attack mystery: What really happened to marine trainer Jessica Radcliffe Why did IgniteTech face resistance to AI? Live Events When Vaughan first pushed the company to use AI, he spent a lot of money on training. Mondays turned into "AI Mondays," which were only for learning new skills, trying out new tools, and starting pilot projects. IgniteTech paid for employees to take AI-related courses and even brought in outside experts to help with adoption, as per a report by Fortune. However, resistance emerged rapidly. It was surprising that the most pushback came from technical employees, not sales or marketing. A lot of people were doubtful about what AI could do, focusing on what it couldn't do instead of what it could do. Some people openly refused to take part, while others worked against the projects. Vaughan said that the resistance was so strong that it was almost sabotage. His experience is backed up by research. According to a 2025 report on enterprise AI adoption, one in three workers said they were against or even sabotaging AI projects, usually because they were afraid of losing their jobs or were frustrated with tools that weren't fully developed, as per a report by Fortune. ALSO READ: Apple iPhone 17 Air and Pro get surprise release date change — here's the new timeline How did Vaughan rebuild the company? Vaughan came to the conclusion that believing in AI was not up for debate. Instead of making his current employees change, he started hiring new people who shared his vision. He called these new hires "AI innovation specialists." This change affected every department, including sales and finance, as per a report by Fortune. Thibault Bridel-Bertomeu, IgniteTech's new chief AI officer, was a key hire. Vaughan reorganized the company so that every division reported to AI after he joined. This centralization stopped things from being done twice and made it easier for people to work together, which is a common problem when companies use AI. The change was expensive, disruptive, and emotionally draining, but Vaughan says it had to said, "It was harder to change minds than to add skills,' as per a report by Fortune. What can other companies learn from this? Even though it hurt, IgniteTech got a lot of benefits. By the end of 2024, it had released two AI solutions that were still in the patent process. One of them was Eloquens AI, an email automation platform. Revenue remained in the nine-figure range, with profit margins near 75% Ebitda. During the chaos, the company even made a big purchase. ALSO READ: Alien Attack in November? Harvard scientists warn mysterious space object could be advanced technology Vaughan's story teaches us a crucial lesson: using AI is as much about culture as it is about technology. While companies like Ikea focus on augmenting workers instead of replacing them, Vaughan chose radical restructuring to ensure alignment. Both methods show how hard it is for businesses to find a balance between trust and innovation. FAQs Why did Eric Vaughan fire so many people at IgniteTech? He thought that people who didn't want to use AI would hurt the company's future, so he decided to rebuild with people who shared his vision. What happened after IgniteTech changed its AI? The company introduced new AI products, set up a central AI division, and made more money, even though the change was hard.
