Avoid cloud pitfalls: Monitor & manage on the go with iland

Many companies continue to struggle when making their move to cloud because they are forced to sacrifice the clear visibility Don Barclay Authentic Jersey and convenient Don Barclay Jersey control they are accustomed to Don Barclay Kids Jersey getting Don Barclay Womens Jersey from their local Don Barclay Youth Jersey data centers. See how iland’s Enterprise Cloud Services portal (Summer 2014 update) and mobile app enable teams to easily monitor and control their cloud costs and resources on the go.



Coffee Crazed Sales Cultures

We know a Sales Executive who once found what he thought was the equivalent of the Glengarry leads on steroids.  It was early February and he was in line to close the two biggest deals in company history.  For him, it meant retiring annual quota with almost 11 months left in the year! glengarry_rect

But it was not to be. The call came in from his CEO one week before the deals would close informing him that “we’ve decided to go in a new direction”.  He was summarily terminated without cause over the phone by the CEO one week before the two deals would close.”

Yes, this is an extreme example of how a high pressure focus on one’s quota can sometimes blind us to what’s going on around you. It does however happen more often than most people realize.  Corporate sales quotas are a way of life for most sales people and frequently it can lead to an uncomfortable life.

The fear of not making quota and the potential job loss that may accompany it is undoubtedly even more common.

I have to admit that at this point in my career I am not held to a quota.  At the same time, having spent over 25 years in sales, I am in a position to empathize with both sales people and their clients who are both affected by the sales person’s quota.   (It is also my good fortune that my job allows me to help both the sales person and the client to navigate this issue, which we will discuss at a later date)


Numerous studies have found that sales quotas can lead to a variety of problems for both client and sales person, including the following:

–       Quotas can add significant pressure to the salesperson, which may affect his ability to sell with relaxed confidence and enthusiasm.

–       Possible high turnover if talented sales people fail to meet quota.

–       Potential for salespeople to get too aggressive with prospects.  Salespeople motivated too heavily on sales volume may naturally become pushy and persistent, rather than helpful, with prospects.


What we are left with is the question of how to manage quotas in order to avoid running into these highly counterproductive issues.  With regards to the technology sector, recent recommendations from Deloitte Consulting Groups, Michael Herman include the following:

–       Shared quotas across multiple sales roles; Account Manager, Product Specialist, Channel Managers.   Thus allowing for greater shared responsibilities and accountability.

–       Effective quota setting in technology companies requires that sales be tracked at multiple levels (e.g., product, territory, and region).  The primary example is the increased use of third party channel partners where tracking sales and giving credit where credit is due is becoming even more challenging.

–       A recent trend in the high-tech sector is the increased use of subjective measures (e.g., MBOs) with longer time horizons for business development sales reps.  These sales reps are engaged early on with customers to gain insight into demand trends earlier on in the product life cycle. The idea is to get their sales reps closer to end users to partner up the product life cycle chain, with the ultimate goal of seizing “design win rights” early on in the sales process. With design win rights, these high-tech companies can become market makers for new product functionality instead of followers.


We share Mr. Herman’s belief that these approaches can be highly successful and have experienced our own personal success with the first two examples.  The third approach, while we have not seen this in action, seems almost intuitive in the way it engages the customer on a different level, early in the sales cycle.  We just wonder are today’s technology sales leaders willing and able to try something new?

Houston Technology Happy Hour – Sept Event


Don’t miss out on your chance to meet some of Houston’s most influential IT professionals during the triumphant return of the Houston Technology Happy Hour to Hefley’s Bar & Grill!

For those that have endured the outdoor patio at our previous events, rest assured the A/C will be blowing cold at Hefley’s! For those that have joined us at Hefley’s in the past, you know we’ll have a reserved upstairs private bar, private restrooms and a great outdoor wrap-around balcony granting some amazing views of the Houston skyline at dusk.

Special thanks to this month’s sponsors, Skybox Datacenters and Data Center Evolution. More info on them below.

Complimentary appetizers will be served with a cash bar and friendly staff where you can order all your Texas favorites. Get this! It’s just $3 for Texas beers and $3-4 Texas liquors! This is an exclusive Thursday night promotion just for our group! Thank you Hefley’s!

Door prizes will be given away, too! So, what are you waiting for? RSVP right now! This event will sell out!


Houston Technology Happy Hour - Sept Event

Danger Ahead! The Perilous Waters of Contentious Vendor Relationships

“I’m the Captain Now” – that famous scene based on that all too real life situation that took place off the coast of Somalia in April 2009 brings to mind a business parallel around what some call “vendor-lock”. Now rarely is a vendor going to point deadly weapons directly at a customer and claim they are in charge but that feeling of shock for a customer that feels they are stuck in a negative working relationship for business critical services they can’t escape can sure Damarious Randall Authentic Jersey get the blood pressure up. Why does this typically happen and what can be done to avoid such negative situations?


[subtitle3] “Win/Win” Should be the Approach from the Beginning [/subtitle3]

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Too often an initial contract negotiation can start the relationship off in a bad place and even create personal issues that can haunt later negotiations long after the ink on a Master Service Agreement is dry. Entering into a working agreement for critical services should always be performed with a “win-win” mentality from both sides of the table. If you don’t feel the vendor will operate with this mindset or that they simply don’t care about your positions on matters – then you should seriously question if they are the right partner. This being said getting vendors to agree to terms, pricing or items that truly are not in their best interests may feel like a win in the short term but can lead to painful situations down the road. Think about it this way – do you really want to be the customer that “won” a negotiation that makes you the least profitable customer on their list when you are relying on them to perform tasks critical to your business?


[subtitle3] Don’t Expect a Vendor to Negotiate Against Themselves [/subtitle3]

Even with the best “win-win” mentality it is critical that the customer bring contractual expertise to the table on the actual services being provided. Just because one is a good lawyer or a good negotiator does not mean they have a clue about the nature of a technological service contract especially if the service is relatively new to the marketplace. Spending money to have an external consultant or outside legal counsel experienced in doing the specific type of contract is absolutely worth it. In many circumstances one misstep could be very costly in an MSA / SLA review and these types of documents can vary dramatically in a lightly regulated marketplace like technology services. The vendor has an intimate understanding of these agreements as a result of negotiating them on a daily basis. It is in the best interest of your organization that you engage with someone who can at least interpret the intent of the terms your entering into.


[subtitle3] Vendor Relations just like Employee Relations are Key [/subtitle3]

Having strong personal relationships and dialogue with personnel at multiple levels of a critical service provider’s organization can bear positive results in many facets. This really should be a cultural initiative. In all actuality many vendors are simply more important to the business than departments full of employees. Businesses surely don’t plan to have contentious relationships with their own folks – but all too often blunt force policies of negotiation and dealings with critical suppliers are the tactics deployed to reach some objective which is typically short sighted.


[subtitle3] All important contract items and order requests should always be agreed to in writing [/subtitle3]

Poor documentation does neither side justice. There should always be a respect for the timing and importance of having a clear process to do things correctly. Executing tasks ahead of clear requests leads to finger pointing and can often lead to resentment. Very important to avoid the “he said, she said” issues that can destroy any good working relationship whether it be on a Damarious Randall Kids Jersey contract or a daily operational task. In a worst case scenario, if a matter ends up in court it will matter very little what was discussed, only what was agreed to in the contract


[subtitle3] Keep a solid foundation that can survive turnover and change [/subtitle3]

Merger & Acquisition activity is a constant part of life in today’s rapidly changing business landscape – especially in the technology sector. People simply don’t stay in one place for as long as they used to either. Maintaining a consistent working relationship with a critical vendor becomes even more challenging when the people and often the company itself changes completely. A change in the actual ownership of the vendor needs to always be considered. Language in your agreement should also take into account the potential for this type of change. This typically falls under the heading of Subordination and Attornment in your agreement.


[subtitle3] Always Have an Escape Plan, Just in Case [/subtitle3]

Part of the expertise of entering into a Damarious Randall Womens Jersey contract is understanding not just how you legally terminate it Damarious Randall Youth Jersey – but also how you functionally terminate it if need be. All too often the cost or even the feasibility of moving away from a service is prohibitive or practically impossible if there is not proper and consistent planning. One should not be caught in this situation without truly understanding what it may do to the working relationship and the type of leverage it may give to the wrong vendor. Even if a customer does all the right things up front and maintains a great relationship – things can indeed change and you get caught looking like Tom Hanks with his hands up – losing control of his ship and crew.


Contributing Author: Kevin Knight | VP of Kiamesha Global | [icon name=”linkedin” size=”18px” link=”″]

Data Center Negotiations | Wolves of Tech Street

It was nearly 20 years ago and I was working on closing a deal for a Frame Relay network with a local hospital in Chicago. My Vice President, Ed, pulled me aside and asked how negotiations were going.  After I explained my strategy, Ed said something that I would never forget.  “Look Kevin, our clients are your neighbor, your relative, your friends and if they’re not, then I can assure you that they are the neighbor, relative or friend of another member of our team.  As a result, I expect you to be honest and straightforward and to document everything that you are offering them to ensure that there will be no question that you have always done the right thing for our client.”

In stark contrast to my original experiences, here is what many of us are more likely to hear when discussing sales strategy on data center negotiations with senior sales management.  “Tell them whatever they want to hear and don’t say no to anything.  More importantly, don’t put anything in writing.  We can work around most of these points during contract negotiations.”

Tell them what they want to hear Kiamesha Global, LLC


Is it possible that we have seen a dramatic shift in sales negotiations strategy over the last 2 decades, and if so, what might be the cause?  There are a several possibilities.  In June 2013 the Ethics Resource Center published a new study that showed unexpected and disturbing findings that may portend a future downward shift in business ethics.  The new report titled Generational Differences in Workplace Ethics examines the differences in attitudes toward ethical issues among four generational groups.  Most importantly, the report states that younger workers are significantly more willing to ignore the presence of misconduct if they think that behavior will help save jobs.  “Willingness to ‘let the ends justify the means’ seems to have a strong inverse correlation with age,” according to the report.

Other studies have also shown that the reason unethical behavior occurs is because of the absence of punishment for committing the act (Zey-Ferrell and Ferrell). Individuals are more likely to participate in unethical behavior when they are rewarded for the conduct. Sales, which provides direct rewards in the form of commissions for sales closed, is highly susceptible to this type of behavior. This especially true if sales management supports and encourages an attitude of “whatever it takes” to close a deal.

While it is easy to speculate on the causes of this behavior, in most situations the individuals involved didn’t actually believe that their behavior was unethical.  They believed that their behavior was more indicative of persuasion than manipulation. I believe that it is more likely that they fell into a psychological trap of obedience to authority which overrode their own judgment on the matter.  The end result of this particular type of behavior is that the buyer is left with incomplete or incorrect information on which to make their decision.  This could easily lead to poor decision making which create a huge risk to the buyer’s organization and to their own careers.

Whatever the case, I believe this type of behavior  is cause for concern among those of us who need to make decisions regarding the acquisition of new technology. For me personally, this concern became a major influence in my recent decision to pursue a second career in consulting with Kiamesha Global. We will seek to find ways to avoid this dilemma in future discussions here at Kiamesha Global.

Data Center Disco Fever

Colocation by definition is simply placing more than one party together within a data center facility.  What we are seeing today discothough is far from organizations just being neighbors sharing power and cooling infrastructure.  Leading colocation firms are increasingly embracing the power of interconnection and collaboration on their own campuses in what I like to call “The Disco Ball Data Center”.

The Disco Ball Data Center is all about making a colocation facility a dynamic platform with rich amenities that include not Vance Mcdonald Jersey just the diverse connectivity that carrier neutral sites are well known for but also multiple options of direct connect technology services.  Such facilities then become much more valuable than just the often Spartan and utilitarian purposes of their technical designs.  Being able to connect to your service providers and your customers directly within the same building or via an interconnection platform between sites in separate geographies can have major performance and financial benefits.

With the invisible Disco Ball above head, organizations looking to provide great end user experience can really get down together dancing to the sweet music of efficiency and effectiveness.


[big_title2]How did this dance get going?[/big_title2] 

Connectivity and Colocation Veteran Kevin Knight and VP of Consulting Services for Kiamesha Global, [icon name=”linkedin” size=”18px” link=”″] has been in the middle of the developments and really paints a great historical picture of how we arrived at this point.

“With recent announcements like the Equinix / Net App Hybrid Cloud Partnership becoming an almost daily occurrence, interconnection is clearly the hot topic in the colocation world.   What many in Vance Mcdonald Authentic Jersey the industry may not be aware of is that interconnection has for many years, been one of the driving forces behind the development of colocation as we know it today.

Many legacy colocation facilities, like 120 E. Van Buren in Phoenix, AZ, started out as interconnection points during the AT&T divestiture.  In order to provide court ordered interconnection to new inter-exchange carriers, AT&T allowed the new IXC’s to connect at designated locations in major hubs around the country.   Later, many of these buildings Vance Mcdonald Womens Jersey were sold to companies like Digital Realty and Equinix to be used as network neutral collocation facilities which then provided their clients with a vast array of carriers to choose from.

fThe development of internet exchanges provided for a different type of interconnection.  Through the efforts of former Digital Equipment Corporation employees like Jay Adelson (who then went on to found Equinix) and Al Avery, in 1996 the Vance Mcdonald Youth Jersey Palo Alto Internet Exchange (PAIX) was created.  The PAIX facility was established as the first major carrier-neutral Internet exchange point, providing connectivity from multiple fiber providers.  PAIX is now owned by Equinix.

Not long after the dot com bust we also saw the creation of financial exchanges in colocation facilities.  As electronic trading moved away from T1 connectivity in favor of low latency, proximity based trading, we saw the organic growth of financial exchanges in facilities such as 350 East Cermak in Chicago. A major impetus to this occurred in late 2000 when the Chicago Mercantile Exchange implemented an open access policy that allowed clients to trade directly on the CME Globex platform which then resided at 350 East Cermak.  This meant that their clients no longer were required to route their trades through a broker over the telephone allowing for the first direct on-line trading.   The site also allowed for trading companies, clearing houses, market date feeds, exchanges and other partners to collocate and interconnect in close proximity and in Vance Mcdonald Kids Jersey a secure environment freeing them from managing their own data centers and obtaining connectivity via carrier networks.”


[big_title2]It took time for customers to warm up to the dance[/big_title2]

Adam Myers [icon name=”linkedin” size=”18px” link=”″], President of Telesource Communications Inc. ( sheds further light on how the Disco Ball Data Center came about.

“When Telesource opened our doors in 1997 providing carrier neutral solutions the overwhelming majority of our customers operated exclusively in-house data centers and went it alone in terms of managing their own interconnections to providers and customers.  While the original telco data centers provided some advantages over the in-house solution they were deficient in terms of power and cooling facility infrastructure as well as diversity of access.

Over time we have seen a proliferation of highly focused data center operators offering enterprise high availability and carrier diversity.  Customers are now leveraging these platforms in a way that is light years ahead in terms of overall efficiency from just 10 years ago.  With the rise of a multitude of Infrastructure and Software as a Service Providers the model of the carrier neutral data center can no longer be avoided by the enterprise or service providers themselves looking to stay competitive in the marketplace.”


[big_title2]Where does the party go from here?[/big_title2]

It looks like the Disco Ball Data Center is just getting going and the only thing certain is that further change is ahead of us.  So while the server, network, storage and facility technologies will surely evolve and amaze – an ever more vibrant and dynamically connected, collaborative platform is surely the path forward.  Those that choose not to follow it and continue to stay out of the dance may find it increasingly difficult.

[INFOGRAPHIC] Casualties of Cloud Wars

[big_title2]Cloud Wars Ignore Customer Casualties According to New Study[/big_title2]

 iland, a leading enterprise cloud infrastructure provider, announced the findings of a new global survey conducted by Enterprise Management Associates (EMA) and commissioned by iland. The survey asked more than 400 professionals across the United States, Europe and Asia-Pacific to share their experiences with IaaS providers and revealed that Roger Craig Jersey while tech giants fight cloud wars, customers are suffering from overwhelming cloud failure rates and multiple unexpected challenges.

“Stories about successful cloud implementations are captivating, but the reality is that cloud is more complex than many news headlines make it out to be,” said Dennis Drogseth, vice president, EMA. “Companies must be self-aware. Unless they have an experienced staff that can manipulate the mass-market systems of the big providers, they should seek cloud vendors that take a different, personalized approach.”


[big_title2]Key survey findings put spotlight on adoption trends and unexpected challenges[/big_title2]

  • Respondents used an average of three cloud vendors, indicating an ongoing effort to find the “right” cloud Roger Craig Authentic Jersey solution, risk mitigation policies that require the diversification of providers, department-level fragmentation, and no pressing need to standardize on a single Roger Craig Womens Jersey vendor.
  • In addition to commonly discussed cloud benefits like cost and rapid scalability, 49 percent of respondents view disaster recovery as a key advantage to hosting workloads in the public cloud.
  • Customers of VMware vCloud-based service providers report the highest success (67 percent) and lowest failure rates (33 percent), defined as stalled or unsuccessful (tried but failed) adoption.


SEE INFORGRAPHIC OF SUMMARY FINDINGS HERE:  Casualties-of-Cloud-Wars-infographic


[button url=”” target=”_blank” color=”skyblue” size=”medium” border=”true” icon=””]Download the White Paper[/button]

About iland

With Roger Craig Youth Jersey data centers in the U.S., U.K. and Singapore, iland delivers proven Roger Craig Kids Jersey enterprise cloud solutions that help companies do business faster, smarter and more flexibly. Unlike any other provider, iland’s technology and consultative approach mean anyone–regardless of expertise, location or business objective–can experience the benefits of a hassle-free cloud. From scaling production workloads, to supporting testing and development, to disaster recovery, iland’s secure cloud and decades of experience translate into unmatched service.  Underscoring the strength of its platform, the company has been recognized as VMware’s Service Provider Partner of the Year, Global and Americas. Visit

Masters of the Deep

 In the aftermath of the START-II arms control treaty, some of the USA’s nuclear-powered  Ohio Class SSBN nuclear missile submarines were converted to become long range conventional Ray-Ray Armstrong Jersey strike and special operations SSGN “Tactical Tridents.” Their 24  Trident II D-5 nuclear ballistic missiles were removed and replaced with up to 154 Tomahawk cruise missiles, plus Ray-Ray Armstrong Authentic Jersey space in the sub for 66-102 Special Forces troops.


In the aftermath of dwindling profit margins based on supporting a legacy direct sales model in the late 1990’s, all the major IT, Telecom, Datacenter and Cloud companies either revamped or started their indirect, Channel Partner programs. With greatly reduced overhead and shifting focus from direct to Channel Ray-Ray Armstrong Womens Jersey Programs, service providers have been able to concentrate on Ray-Ray Armstrong Youth Jersey product innovation, service delivery and customer service.

Channel Partners are the new masters of the IT-Telecom marketplace in Ray-Ray Armstrong Kids Jersey providing neutral design, procurement, project management, implementation and on-going management services. By utilizing a Channel Partner, you’ll be able to focus on your core business and accomplish your mission.




The Fitness Mentality for IT Environments

The Fitness Mentality for IT Environments

Many of us pushing our grey matter to the limit in the fast-paced Information Technology World struggle to keep the pounds from accumulating around our midsections as we spend so much of our time and energy in strategy meetings, white-board sessions and punching away at our keyboards, tablets and smartphones.  Not easy to keep in Thor-like condition with all this going on.

What about our IT environments themselves?  Despite our best efforts and intentions are we doing what we should to keep them toned and in peak condition?



[big_title2]Flab in the Facility[/big_title2]

If you are running your own in-house data center it can be tough to keep it in Rashard Robinson Jersey shape.  With concerns over power and cooling capacities and redundancies, oversizing power and cooling infrastructure commonly leads to permanent bloat and overspend both in capital and operating expense.  Pre-planning everything out for facility needs in a modular fashion ahead of time is the best way to achieve high efficiency but you really need to have pretty sizeable scale to go that route.

Even running in super-efficient colocation facilities it is very common to see extra weight and Rashard Robinson Authentic Jersey simply wasteful spend in contracts.  Colocation customers concerned about not having enough to accommodate future growth all too often buy far too much up front versus negotiating flexible, scalable terms with their provider.  Why pay now for something that can be contractually guaranteed in the future?


[big_title2]Belt-Busting Infrastructure Sprawl[/big_title2]

Infrastructure Management Veteran, David Feller [icon name=”linkedin” size=”18px” link=”″] knows full well the challenges of keeping the physical infrastructure from getting out of hand.

“The challenges of addressing planned and unplanned business requirements make it very easy to over purchase if you are not diligent.  Faced with unclear growth requirements, building in additional infrastructure capacity is the path many businesses choose to take.  It is not as simple as saying ‘take it to the CLOUD and use the scalability of that solution’.  Many times business drivers and business returns make that option unavailable, and for legacy systems that are often ‘business critical’, that move is not a short term solution.”

Another decision that an organization must weigh is whether to continue with a particular hardware roadmap (vendor growth path), and what technology decisions that path requires.  When and how that vendors’ changes affect your current capacity and growth strategies can contribute to premature /over purchasing of current technology.  However, changing a technology direction often contains hidden costs for an organization.  Neither of those additional costs are something that an IT Director or CIO wants to occur, and it highlights the criticality of technology upgrades/changes must be made as a business decision, not an IT decision.

Working with a colocation vendor and network providers to have scalable terms is the preferred method that we found for our solutions.   Regardless of those terms, it is essential to have short, medium and long term roadmaps for your computing direction/facilities, and to engage the heads of business units as a partner in the decision making.  If you treat this as a project, then having a business leader as the champion of the facilities project helps to ensure the alignment necessary, and the delivery of services in a cost effective Rashard Robinson Womens Jersey manner.”


[big_title2]Empty Calorie Consumption in the Networks[/big_title2]

Adam Myers [icon name=”linkedin” size=”18px” link=”″], President of TeleSource Communications, Inc. ( has seen all sorts of simply unfit and inefficient networks in his over 17 years of helping customers procure, implement and manage the right network solutions.

“Since we started in 1997, we continue to see waste build up in the network services marketplace.  From over-purchased, under-utilized capacity, to legacy services still billing that are no longer in use by the customer or their network, excess often represents 20-30% of customer spend.  Getting rid of this low-hanging fruit, is just the beginning.  Once you’ve trimmed the waste, you’ll be able to focus and use resources on other areas that can produce tangible benefit to the business.”


[big_title2]Getting the right Mindset[/big_title2]

So whether it Rashard Robinson Youth Jersey is keeping those extra pounds off our own midsections or helping keep those IT environments in shape it really all starts with acceptance that there is a problem that we have the power to solve.

Having great communication and collaboration with the business units to help us understand what Rashard Robinson Kids Jersey our IT environments will need to produce is where it starts.  From there making sure that all IT stakeholders understand that being efficient at all levels is going to help us get more and do more for the users we serve and ultimately ourselves.

[VIDEO] The Art of Cyber War | Carl Herberger, Radware

[subtitle3] Cyber Security Threats Are Emerging & Evolving Rapidly! [/subtitle3]
Watch and Listen to excerpts of the “Art of Cyber War” Speech given by Radware’s VP of Security Solutions, Carl Herberger.


About Carl Herberger

Carl Herberger  – As Vice President of Security Solutions at Radware, Mr. Herberger is responsible for developing, managing, and increasing the company’s security practice. He also serves as the primary corporate spokesperson in the Americas for security-related topics. Since 2010, Mr. Herberger has led Radware’s security business product leadership & growth. A frequent guest of Fox Business News, CNN and Bloomberg Broadcast News, along with numerous NYT, WSJ and Washington Post citations, Mr. Herberger is considered a foremost expert on the problems and solutions surrounding Cyber Attacks. Before joining Radware, Carl served as V.P., Security & Compliance at Evolve IP, a major East Coast Cloud Security provider based in Philadelphia. While at Evolve IP, he was responsible for all aspects of the company’s $MM managed and professional service security offerings, including P&L, marketing, pricing, delivery, technology selection, and staffing. Before joining Evolve IP, Carl served as President and Co-founder of Allied InfoSecurity, Inc. — an international provider of best-in-class security consulting and technical compliance services.

Prior to his tenure at Allied InfoSecurity,  Inc., Carl served as the Information Security Officer for Barclaycard US. In this role, he was responsible for the entire information security program. From 2002 to 2006, Mr. Herberger was the senior executive in charge of the SunGard Professional Services IT Security Practice which was recognized as one of the top-five IT security consulting organizations in the U.S. in 2005

Looking for a customized data center solution?:

About Kiamesha Global
Kiamesha Global, LLC is a technology brokerage providing a unique ecosystem through a strong global network of Data Center Facility, Wide Area Network and Cloud Service Providers. Kiamesha Global, LLC also offers strategic business development consulting and support to emerging technology firms.

About Radware
Radware (NASDAQ: RDWR), is a global leader of application delivery and application security solutions for virtual and cloud data centers. Its award-winning solutions portfolio delivers full resilience for business-critical applications, maximum IT efficiency, and complete business agility. Radware’s solutions empower more than 10,000 enterprise and carrier customers worldwide to adapt to market challenges quickly, maintain business continuity and achieve maximum productivity while keeping costs down.

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