Breaking into Cybersecurity Leadership with Paul Ruppert

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Outro Music

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Christophe Foulon: Welcome to another

episode of Breaking into Cybersecurity

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Leadership, where today we have

another leader from the telecoms area.

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Paul Rupert has an extensive experience

in various areas of telecom and

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helping organizations improve their

security posture as well as their

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ability to communicate using telecom.

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But he also has an extensive

leadership background, which

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we want to take advantage of

and harness his learning today.

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So Paul just give us a little bit of intro

about yourself and then we can jump into

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some of the leadership questions after

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Paul Ruppert: Well, great.

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First off, thanks very much for the

opportunity to have a discussion with

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you this morning and the opportunity to

share some experiences with your audience.

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As you mentioned, my name is Paul Rupert.

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I happen to be the president.

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Of a global consultancy called Global

Point View and I've been called an

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ambidextrous executive because I seem

to be able to manage two things at once

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in the context of, I've been a senior

level telecoms executive for a little

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over 25 years, but I've also been a

consultant back to the telecom space as

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well as to enterprises looking to leverage

telecommunications platforms so that

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In layman's terms means everything from

voice, data, as well as text messaging,

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which is where I got into this space.

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I've been in both global enterprises,

as I mentioned, like at and t, uh, and

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others, and I've also been involved

in two rank cockroach startups.

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One, which became a phenomenally

successful enterprise.

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We took it from literally to half

a billion dollar liquidity event

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in the course of five years.

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And I was responsible for billing

out the international piece of that.

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So therefore, again, I've got this

coin of domestic and international.

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As well.

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I've been involved in innovation

development as well as having

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to oversee the optimization

inside large organizations of

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different types of functionality.

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I happen to have two patents as a

co-author in messaging, interoperability,

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and last but not least, I've spent time

in both the private sector, which I just

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covered off as well as the public sector.

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I spent about 10 years in that space.

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Working for a US Senator as an

economic policy advisor to a

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cabinet secretary, running political

campaigns, kind of things you do

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when you are political hack.

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So that's kind of me in a nutshell.

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Christophe Foulon: So as you think

about your leadership experience,

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what were some of the things that you

wanted to do to move yourself from

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an individual contributor to become

that leader for an organization?

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Paul Ruppert: That starts off with, I

guess I got into the political world

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primarily because of a fascination

and interest in leadership overall

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and the various types of colors

and even cultures of leadership.

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Because I happened to be half French.

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So things like Napoleon Bonaparte

and Charles Dugal were sometimes

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elements of the conversation over

dinner when I was in high school.

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But as I started to get into the

private sector, especially in the

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context of mobile telecommunications,

I saw various types of opportunities,

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but I wasn't looking on just

one different functionality.

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I started off doing business

development in a mobile operator.

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Setting up kiosks, believe it or

not, retail kiosks before they were,

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the word was startup, or excuse me

standups as they are called now.

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And I recognized that because I

was in, even though it was a very

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large telco, and I mean that in

the context of we spent $3 billion

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for our licenses only in California

and Nevada, which was our operating

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footprint, but we were a startup.

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So there was always looking, there was

opportunities to be able to expand your

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reach, and that was how I manifested

what I thought was leadership in

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the context of, Hey, here's an idea.

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And that was part of the job anyways,

in the context of your developing new

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initiatives and business development.

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And then I moved into product development

after about six or seven months.

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So I was always raising the horizon

of what I was looking to be doing

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beyond just that particular role.

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And in addition to all that, I also

leveraged my My experience in the

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political world, which I really never

really thought of at the time, which

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was how effective are you in developing

relationships and networking across

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spaces that you're not familiar with?

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'cause I came into the business

not with a telecommunications

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or electrical engineering or

computer engineering background.

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I was starting from scratch, so I was

always on hunt for new information, new

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ideas, and candidly, part of my success in

my early stage of my career in that large

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organization as I was leveraging the fact

that I happened to be half French and I

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started looking at what was going on in

Europe in the same type of businesses.

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And so I took their playbook and brought

them back to California and said.

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We could be doing this, why aren't we?

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And in most cases that's a great idea.

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Okay, we go run with that.

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So raise your horizon, if you will,

and widen your aperture in terms

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of being able to develop your own

leadership skills and knowledge base.

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Christophe Foulon: And as you think

about that, like what are the solid

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skills needed for that leadership

experience within the organization?

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Paul Ruppert: Oftentimes the

hack need view of leadership is

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all about command and control.

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Order giving.

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And that's just not how people operate.

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And that's not how the world

operates, especially in the context

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of the cybersecurity aspects where

integrity and trust are paramount.

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As I looked at my own background

relative to your question, I'd say

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probably that delegation, collabora

collaboration and communication are

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the the three primary elements of

my own success, which are essentially

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critical in the field that we're in.

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In my view you the reality is that you

need to trust your team's capabilities.

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So delegate allows them to be specialized

in certain areas as well as expand their

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own capabilities especially in complex

fields like our, like cybersecurity

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or the telecommunication space.

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And collaboration brings.

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Different types of perspectives,

whether they're cultural,

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experiential, age, race, et cetera.

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To, the multifaceted security challenges

that you face in cybersecurity, as

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well as in the context of the jobs

that I held, which were globally based.

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So I had to be able to, as I used to say.

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Integrate the capabilities to elevate

the performance of the company and

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elevate the performance of the product.

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And I helped manage international

services at that time.

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So that was really key.

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And the other aspect in

terms of collaboration, I.

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Again, don't position myself as being

as a consultant, as a cybersecurity

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consultant because in reality I do

more business as a strategy consultant

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as well as a due diligence provider.

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In terms of mergers and acquisitions,

that's what I've been doing mostly in

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the last two years, and then recently

with the compliance issues, The

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collaboration aspect essentially drives

the ability to address multifaceted

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security challenges, which are

inherent in the cybersecurity world.

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And then the last piece, as I

mentioned, the communication piece.

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You know that it's essentially the

glue that holds everything together.

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So that everyone is on the same

page and can respond swiftly to

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the threats in the cyber aspect.

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Had my own little adage, which was,

uh, eyes on hands off, which is

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you entrust the people that are on

your team with them, quote, doing

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their job as Bill Belichick would

say of the New England Patriots.

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Christophe Foulon: As you think

about your skills and competencies,

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how would you rate yourself on them

on a scale of one to five, and how

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did that change over your career?

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I.

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Paul Ruppert: So the skills

and competencies, I could

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probably wax on forever.

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Even though I'm not an ego-driven

individual, we can all talk about

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ourselves, give me meaning delegation,

collaboration, communication skills,

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networking, things of that nature.

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I.

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Christophe Foulon: Yes.

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How did you improve them over your career

and your level of comfort with them?

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Paul Ruppert: As a kid, let's say

in high school, et cetera, and going

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into college, I started to find my

voice, I guess you could call it.

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I was never part of the, in-crowd,

no, no one ever thinks that they're in

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the, in-crowd, but I started in Because

of the experiences, the educational

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experiences and things that I pursued

especially as I started to recognize

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that I was not gonna get into medical

school because I had failed chemistry.

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But the political stuff was you

I took to water like a duck.

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And as a result of studying various

types of leaders, as I mentioned

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And I had some family experience

in the political realm as well.

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My father had run for Congress, et cetera,

but he lost I was able to see that, yeah,

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this is an avenue that I could pursue.

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And then luckily enough I took a shot

and ended up getting a job in the Senate.

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Now, the communications aspect was, I.

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You see that upfront, you're on

one side of the microphone carrying

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paper, but you, if you want,

you can learn a lot from that.

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And so I learned a lot from osmosis.

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So the communications piece critical.

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And then the nature of the work in that

first career was all about networking.

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Even the first day on my job, I worked

for a great man named John Danforth,

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who was a senator from Missouri.

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And the first day on the job, he

brought in the three I was what's

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called a legislative assistant, which

was really a low, the lowest level.

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Job that you could have inside the A

senator's office outside of doing key

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punch operating or something like that.

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And he pointed out all of you.

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And we were all like 24, 25, which is what

I was and again, there were three of us.

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I said, all of you are three calls away

from talking to a cabinet secretary.

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And that was kinda like, what

But the reality was that by

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leveraging his If you will.

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His posture and his power.

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'cause it was all derivative.

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It was a matter of here's how you can

solve the problems that you're gonna be

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dealing with, whether they be constituent

problems, not receiving a social

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security check or something along those

lines, or somebody inquiring about I.

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Particular economic policy,

et cetera, et cetera.

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After fashion, this was

six degrees of Kevin Bacon.

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This was three degrees of John Danforth

and how we operated how we did our jobs.

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So that was something that was quite

eye-opening as a young man, as a

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young executive, not an executive

per se, but as a young person.

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And then I leverage that

in the private sector.

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There's no question about it.

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Leveraging the negotiation skills that I

learned, horse trading on policy issues

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with other members, other staff, with

other members of Congress and senators,

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and being in the room at the same time

when, that was being ironed out or

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hammered out or argued out in some cases

at loud levels, but be able to take that

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and then apply it within a private sectors

context was, quite enriching for me.

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So the lesson there

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Christophe Foulon: sounds

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Paul Ruppert: out there,

get yourself in the arena.

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Don't worry about it.

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Yeah, you can say fake it till you

make it, unless you're trying to do,

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surgery, but you get the idea that this

is how you expand your capabilities

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and going back to lifelong learning.

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That's the other aspect of this.

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Being open to this and being

humble as well as my view.

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Christophe Foulon: It, it

seems like you really took

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advantage of the network effect.

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In this role, but also took took advantage

of the influence effect of the individual

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that you're working for, that you could

take advantage of their network and of

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the influence that you mentioned, that

you would get working for them to help

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achieve what you're looking to achieve.

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And this is a skill that you

almost have to use in your

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day-to-Day career as a leader.

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Paul Ruppert: Oh, absolutely.

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No question about it.

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Especially the network effect.

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I love the fact that you raised that.

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Now you've given me the opportunity

to talk about Metcalf's Law, maybe

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you're familiar with, maybe you're not.

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But Metcalf's Law is essentially and a, a.

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A critical element of the messaging

business because the messaging business

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is based on networks and network of

networks, and that's essentially you're

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riding on the telecommunications networks.

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So as I came into the the

telecommunications world, I learned about

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net cap's law, which is essentially you

have a geometric or an exponential with

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every node that you add to a network.

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And ironically, this guy

Metcalf started to design or.

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He proposed this notion during

the era of fax machines.

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It went from fax machines to the

internet to mobile telecommunications

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as well as into messaging.

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And I used to even sell a service,

when I was inside a vendor called

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Metcalf for exactly that reason.

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So yeah, all the nodes

within your network.

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It may sound trite and hackneyed, but

there is an impact as a result of that.

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And as I read a book, I don't know, maybe

25 years ago it was called business is a

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Contact Sport, which is essentially all

about how to go about building networks.

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And this is pre LinkedIn.

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Mind you, that's how old I am.

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Christophe Foulon: So taking that and

bringing it to . Now using technology

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like LinkedIn, what advice would you

give to future leaders as they build

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their networks, as they build their

influence to develop their career?

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Paul Ruppert: Find your voice and

don't be afraid to, Go out and take a

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stand on a proposal, an idea, whatever

it might be and then take your shot.

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There's I can't remember which Roman

Emperor said this, but fate, fortune

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favors the audacious or even more current,

the motto of the British SAS, the Special

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Air Service, which is who Daress wins.

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Those are two things that I've

kind followed on my own, and

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so you're not gonna do this

to be really brutally candid.

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You can go off and have a passion

for anonymity, and you may do

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some one thing really well.

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But then can you marshal support

from those who are different from

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you, who may think differently than

you, who may communicate differently

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than you, who may have completely

different backgrounds from you?

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Is essential.

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To leadership, the, again, leveraging

the political experience I have as

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I think back on it, just in this one

flash, the reality is that relationships

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scale, leadership, you can't run a

million, let's say you have a hundred

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thousand people if you want to.

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In the military where you have armies

that are a hundred thousand people,

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you can't run that on your own.

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There's a hierarchy that

exists within that context.

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The same thing exists inside

organizational behavior.

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Large organizations and even cockroach

startups where it may be just five

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guys, a dog and a computer in a garage.

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That same ability to,

interact and communicate

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perspective without dominating.

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That's one of the things I would

say probably has a problem in our

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political world at the moment.

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There's very little compromise between

the two, so you start to learn that.

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And then one last step in all

this is negotiation capabilities

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and understanding that.

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Christophe Foulon: I read a

book from an FBI . Agent talked

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I think it was never say no or

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Paul Ruppert: I'll take you

one step further, go ahead and

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I was about to say, if you

wanna look into the negotiation

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capabilities, I'll give you a book.

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So forgive me for

interrupting, but go ahead.

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Great minds think alike.

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Christophe Foulon: No, go ahead.

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It just made me realize that book

and I loved reading it because it

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takes you from No, the first no.

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Really means I, I wanna learn more.

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Versus it being a full stop.

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No.

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And when I sold telecommunications

back in my younger days it was

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three or four nos before we really

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Paul Ruppert: Yeah.

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I've again, I've run a large sales

organization and then somebody who might

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be at a lower level or a junior level.

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And I maybe have three levels

in my organization of 40

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people around the world.

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I remember, they said no to this.

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I'm like okay, you probably

were not qualifying properly.

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And secondarily, this is just a deferred.

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Yes.

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So just keep going.

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Go back to them, really go back to them.

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Yes.

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Go back to here's how, but the book

that I was about to suggest, at

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Harvard Business School there is a

class called Negotiations Analysis

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and has been there for about 35 years.

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And it's run by the same professor.

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Understand.

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I think it's still today.

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And I took that class I was a

Kennedy School student, meaning I

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was at the the Kennedy School of

Government, but half my coursework

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I took at Harvard Business School.

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And the professor's name's James Banus

and the book is Manager as a negotiator.

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And he talks about the

structure and process.

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So the FBI, I've read that book as well

some years ago when it first came out.

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The difference is one is very

approachable, one's very analytical, but

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that analytical applies to so many things.

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And the class was a great class because

every week he had us doing a negotiations.

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and it was negotiating with

other members of the class.

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And then, you would win a status by

having the best negotiating outcome.

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And the best negotiating outcome

was measured in the context of

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how to analyze negotiations.

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And we had all different types of,

and then in about five years ago,

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I picked up another book that he

wrote, which was three Dimensional.

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I think it's called three dimensional

Negotiations or three, 3D negotiations.

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What he's talking there is that

oftentimes in negotiations you have

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the two principles across the table,

but there's a whole constellation

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of under other interests that are

involved in these negotiations.

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They're just not at the table

that you might representing.

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And that was my takeaway.

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And again, it hooked me because.

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Again the elements that I've been involved

in terms of, selling and negotiating to

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mobile network operators or enterprises

vis-a-vis telecommunication services.

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It's not always the decision maker.

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There are influencers that are, may

not, may or may not be in the room.

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And, as I would always put it.

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For myself and then my teams, which

was what's the executive landscape for

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this challenge that we're looking at?

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Meaning, I wanna know who the

players are, where do they sit?

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Are they at the table?

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Are they out the door?

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Do we need to, and then oftentimes, the

commercials people like myself who are

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just focusing on the commercial expansion

and capabilities and then the pricing

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negotiations, et cetera, we had to be

able to have an understanding of what

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the technical side was considering.

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I.

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So then I started changing my

even approach to frontloading the

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technical elements of the discussion.

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: 00:19:42

So we were co-opting the technologists

on the other side who were

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saying no, that's not gonna work.

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We were going right to them at the

beginning and then moving to the

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commercial guys, it's a little bit of.

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Machiavelli in the context

of a, of negotiations.

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But that's, those are the kind of

things that I would also suggest

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pick up and read, including the

FBI agent's book as I recall.

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Or go to Harvard Business School

and take negotiations analysis

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Christophe Foulon: There.

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: 00:20:10

There you

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Paul Ruppert: one way or the other.

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Christophe Foulon: Any final advice

that you would give to future leaders?

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Paul Ruppert: The other element of this

is as I've looked back and I've had

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this question asked of me before the

pursuit of leadership is not linear.

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It may be a ladder, but it's not linear.

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: 00:20:25

It's not A to B2C to D you've gotta

widen your aperture and be very adaptable

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to opportunities as they come up.

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And then the other element is, you

don't always, even in the context,

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you know I was talking about earlier

bragging if you will, that I was in a

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startup where we went from scratch to

half a billion dollar liquidity event.

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: 00:20:45

There was a lot of days

that was just pure hell.

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: 00:20:48

And it wasn't what you

thought it would be.

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: 00:20:51

It's not a pristine, even though it's

portrayed in the context of the media,

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: 00:20:55

the collective business, media, et

cetera, the heroes of startups, et cetera.

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But the reality is most

days it's a knife fight.

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Then you start getting traction,

and then you've gotta stay humble

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: 00:21:06

in terms of what are we doing here

and looking for other opportunities.

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: 00:21:09

So it's constantly pivoting

and being adaptable to the

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conditions in front of you.

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Don't think that they're gonna be

that way, and to cap all that, it's

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like what Winston Churchill said, if

you're going through, hell keep going.

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Christophe Foulon: Wow.

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: 00:21:21

Perfect.

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: 00:21:22

Paul Ruppert: Oh, perfect.

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: 00:21:23

I don't about perfect,

but I appreciate that.

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: 00:21:25

I try to give good and

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: 00:21:27

get good conversation on these things.

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: 00:21:29

Christophe Foulon: I appreciate it and

I'm sure those that are listening will

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learn some lessons from your advice.

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The way I say it is that there's cheap.

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Lessons that you can learn from others.

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And there's expensive lessons

that you can learn from

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: 00:21:42

So hopefully they learn the cheap

lessons from you rather than

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expensive lessons for themselves.

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: 00:21:48

Paul Ruppert: To be honest.

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: 00:21:49

Christophe Foulon: and with that,

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: 00:21:50

Paul Ruppert: I'm always

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: 00:21:51

looking feedback as well in the context.

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: 00:21:53

There were a few times I'm thinking to

myself, no, you're going too long, Paul.

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: 00:21:56

You're gonna lose the audience

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: 00:21:58

I'll definitely ask them to give

feedback and share that with

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: 00:22:01

okay.

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: 00:22:01

Thank you.

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: 00:22:07

Christophe Foulon: Thank you very much.

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Everyone that's listening,

please share this with others.

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We need diverse perspective.

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: 00:22:13

We need diverse experience in order

to be successful in this field

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: 00:22:18

and individuals like Paul that

come from a different background.

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We need the skills and competencies

from those areas as well to be

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successful in cybersecurity.

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So it's a team sport.

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So invite others to the table.

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Thank you everyone for

joining and have a great day.