As vice president and head of global security at ActiveCampaign, I’m fortunate to be able to draw on a multitude of experiences and successes in my career. I started in general network security, where I was involved in pen testing and security research. I worked at several multibillion-dollar SaaS organizations—including three of the largest startups in Chicago—building out end-to-end application security programs, secure software-development lifecycles, and comprehensive security platforms.

From a solution-focused standpoint, I’ve learned that collaborating with teams to build a security culture is way more effective than simply identifying and assigning tasks.

Our “team up” approach

At ActiveCampaign, security is a full-fledged member of the technology organization. We adopt an engineering-first approach, eschewing traditional “just-throw-it-over-the-wall” actions. So, we certainly consider ourselves to be more than simply an advisory or compliance team. I’m proud of the fact that we roll up our sleeves and are right there with other parts of the tech organization, leading innovation and helping maintain compliance and deployment. The earlier you can build security into the process, the better (and the more money you’ll eventually save). We never want DevOps to feel like they need to complete tasks in a vacuum—instead, we’re partners.  

This extends to how we secure and deploy our cloud-based fleet. We don't feel that we need to constantly maintain assets—rather, we look at them holistically and integrate solutions across the quarter. To achieve this view, we rely on Rapid7 solutions like InsightIDR dashboards. They help us to see whether anything has gone outside of our established parameters, serving as a continuous validation that procedures within our cloud-based policies are working without variance. They act as a last line of defense, if you will. So, when alerts for cloud-based tools do come in, security teams can draft project plans to help alleviate risk, create guardrails to deploy assets across environments, and then partner up to get it all done. This is an untraditional approach, but one where we’ve seen a ton of success in strengthening partnerships across the organization.

What we’ve achieved

During my time at ActiveCampaign, our approach has yielded what I believe are strong results and achievements. In this industry, we all have similar challenges, so it demands tailored solutions. There’s risk in convincing stakeholders to continually integrate new processes in the hope that it will all pay off at some future date. But this team believed in that work. So, here are just a few of our successes:

  • The security team has ramped up to a hands-on role in the development of templates, solutions, and real-time cloud-based policy. This has helped to enable our DevOps and engineering orgs to take a more efficient, security-first approach.
  • We now have the ability to execute one-click deployments across 90% of our fleet through automations and managed instances.
  • You can’t fix what you don’t have visibility into, so we put in the effort to get to a place where we have full uniform deployments of logging and security tooling across our fleet.
  • For greater transparency, we created parity across different asset types. This meant developing multiple classifications as well as asset-based safeguards and controls. From there, we had a clearer understanding of organizational limitations that enabled us to collaborate efficiently across teams to resolve issues.
  • We can take steps to get to a future state, even if something doesn’t work today. As such, we’ve become extremely flexible at developing stop-gap measures while simultaneously working on long-term paths to upgrade or resolve issues.

Some key tips and takeaways

I don’t believe there is any one perfect path, and no doubt your path will be different than ours here at ActiveCampaign. In my view, it’s about leveraging teamwork and partnerships to achieve your DevSecOps goals. That being said, let’s discuss a few learnings that might be helpful.  

  • If you have to do something more than once, see if there is a way to automate that process going forward. Being more efficient doesn't cost a thing.
  • Convincing stakeholders and potential partners that the security org is more than, well, a security org, can go a long way in gaining support from decision-makers beyond or above your teams. Security can be an engineering partner that helps to power profit and value.
  • Get to your future state by proactively creating project plans that add insight into or address current investment limitations on your security team(s).
  • When it comes to partnering, there is also the other side of the proverbial coin. And that is not to assume everyone will have the same enthusiasm to work together across orgs. So, the takeaway here would be to communicate that DevSecOps is a shared responsibility, and not meant to be an inefficient detractor from a mission statement. In this way, everyone’s path to that shared responsibility will be different, but always remember that partnering—especially earlier in the process—is meant to create efficiencies.

The future state

Security, in its ideal form, is something for which we’ll always strive. At ActiveCampaign, we try to continuously make strides toward that “engineering org” situation. Time and again with efforts to align security to the customer value, I’m happy to see stakeholders—from the C-suite to board members—ultimately start to see how customers benefit. Then, it gets easier to obtain additional support so that we can get to that future state of protection, production, and value.    

I love highlighting efforts like those of our security product-engineering team. They’re building authentication features like SSO and MFA into our platform, on behalf of customers. When we can translate more security initiatives into operational and customer value, I get excited about the future of our industry and what we can do to protect and accelerate the pace of business.