Justin Berman has some of the essential jobs at Dropbox.
As head of safety, he oversees the corporate’s cybersecurity technique, its defenses and works day by day to maintain its greater than 600 million customers’ knowledge non-public and safe.
No stress, then.
Berman joined the file storage and workspace big a 12 months in the past throughout a interval of transition for the corporate. Throughout its early years, Dropbox was hit by a knowledge breach that noticed greater than 60 million person passwords stolen throughout a time the place tech giants have been entrenched in a “transfer quick and break issues” tradition. However issues have modified, notably at Dropbox, which made good on its promise to enhance the corporate’s safety and in addition went far past what any Silicon Valley firm had achieved earlier than to raised shield safety researchers.
On this collection, we’ll take a look at the function of the CSO — the chief safety officer — at among the largest corporations in tech to raised perceive the function, what it means to maintain a corporation safe with out hindering development and what recommendation startups can be taught from among the most skilled safety professionals within the trade.
We begin with Berman, who mentioned in a current interview what drew him to the corporate, what it means to be a safety chief and what different corporations can be taught from Dropbox’s groundbreaking safety insurance policies.
This interview has been edited for size and readability.
TechCrunch: You’ve been at Dropbox since June. Earlier than this you have been at Zenefits, Flatiron Well being and Bridgewater. What introduced you to Dropbox?
Justin Berman: Before everything, I believe the individuals listed below are superb. And I believe the issues I get to unravel right here aren’t those that lots of safety leaders discover themselves fixing. As a result of the corporate has had a historic dedication to safety, privateness, and belief and danger, I’m not coming in and having besides the tradition of safety from the bottom up. That tradition already exists. And the query we ask ourselves is how can we use that tradition to do the correct stage of issues versus simply doing as a lot as potential the place you may decelerate the enterprise?