Q3 2017 Okta Inc Earnings Call on December 06, 2017 / 10:00PM
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HW&Co. Landscape Industry Reader Template
TECHNOLOGY, MEDIA, & TELECOM QUARTERLY SOFTWARE SECTOR REVIEW │ 3Q 2016 www.harriswilliams.com Investment banking services are provided by Harris Williams LLC, a registered broker-dealer and member of FINRA and SIPC, and Harris Williams & Co. Ltd, which is authorised and regulated by the Financial Conduct Authority. Harris Williams & Co. is a trade name under which Harris Williams LLC and Harris Williams & Co. Ltd conduct business. TECHNOLOGY, MEDIA, & TELECOM QUARTERLY SOFTWARE SECTOR REVIEW │ 3Q 2016 HARRIS WILLIAMS & CO. OVERVIEW HARRIS WILLIAMS & CO. (HW&CO.) GLOBAL ADVISORY PLATFORM CONTENTS . DEAL SPOTLIGHT . M&A TRANSACTIONS – 2Q 2016 KEY FACTS . SOFTWARE M&A ACTIVITY . 25 year history with over 120 . SOFTWARE SECTOR OVERVIEWS closed transactions in the . SOFTWARE PRIVATE PLACEMENTS last 24 months OVERVIEW . SOFTWARE PUBLIC COMPARABLES . Approximately 250 OVERVIEW professionals across seven . TECHNOLOGY IPO OVERVIEW offices in the U.S. and . DEBT MARKET OVERVIEW Europe . APPENDIX: PUBLIC COMPARABLES DETAIL . Strategic relationships in India and China HW&Co. Office TMT CONTACTS Network Office UNITED STATES . 10 industry groups Jeff Bistrong Managing Director HW&CO. TECHNOLOGY, MEDIA & TELECOM (TMT) GROUP FOCUS AREAS [email protected] Sam Hendler SOFTWARE / SAAS INTERNET & DIGITAL MEDIA Managing Director [email protected] . Enterprise Software . IT and Tech-enabled . AdTech and Marketing . Digital Media and Content Services Solutions Mike Wilkins . Data and Analytics . eCommerce Managing Director . Infrastructure and . Data Center and . Consumer Internet . Mobile [email protected] Managed Services Security Software EUROPE Thierry Monjauze TMT VERTICAL FOCUS AREAS Managing Director [email protected] . Education . Fintech . Manufacturing . Public Sector and Non-Profit . Energy, Power, and . Healthcare IT . Professional Services . Supply Chain, Transportation, TO SUBSCRIBE PLEASE EMAIL: Infrastructure and Logistics *[email protected] SELECT RECENT HW&CO. -
The Book of Apigee Edge Antipatterns V2.0
The Book of Apigee Edge Antipatterns Avoid common pitfalls, maximize the power of your APIs Version 2.0 Google Cloud Privileged and confidential. apigee 1 Contents Introduction to Antipatterns 3 What is this book about? 4 Why did we write it? 5 Antipattern Context 5 Target Audience 5 Authors 6 Acknowledgements 6 Edge Antipatterns 1. Policy Antipatterns 8 1.1. Use waitForComplete() in JavaScript code 8 1.2. Set Long Expiration time for OAuth Access and Refresh Token 13 1.3. Use Greedy Quantifiers in RegularExpressionProtection policy 16 1.4. Cache Error Responses 19 1.5. Store data greater than 512kb size in Cache 24 1.6. Log data to third party servers using JavaScript policy 27 1.7. Invoke the MessageLogging policy multiple times in an API proxy 29 1.8. Configure a Non Distributed Quota 36 1.9. Re-use a Quota policy 38 1.10. Use the RaiseFault policy under inappropriate conditions 44 1.11. Access multi-value HTTP Headers incorrectly in an API proxy 49 1.12. Use Service Callout policy to invoke a backend service in a No Target API proxy 54 Google Cloud Privileged and confidential. apigee 2 2. Performance Antipatterns 58 2.1. Leave unused NodeJS API Proxies deployed 58 3. Generic Antipatterns 60 3.1. Invoke Management API calls from an API proxy 60 3.2. Invoke a Proxy within Proxy using custom code or as a Target 65 3.3. Manage Edge Resources without using Source Control Management 69 3.4. Define multiple virtual hosts with same host alias and port number 73 3.5. -
Are3na Crabbé Et Al
ARe3NA Crabbé et al. (2014) AAA for Data and Services (D1.1.2 & D1.2.2): Analysing Standards &Technologies for AAA ISA Action 1.17: A Reusable INSPIRE Reference Platform (ARE3NA) Authentication, Authorization & Accounting for Data and Services in EU Public Administrations D1.1.2 & D1.2.2– Analysing standards and technologies for AAA Ann Crabbé Danny Vandenbroucke Andreas Matheus Dirk Frigne Frank Maes Reijer Copier 0 ARe3NA Crabbé et al. (2014) AAA for Data and Services (D1.1.2 & D1.2.2): Analysing Standards &Technologies for AAA This publication is a Deliverable of Action 1.17 of the Interoperability Solutions for European Public Admin- istrations (ISA) Programme of the European Union, A Reusable INSPIRE Reference Platform (ARE3NA), managed by the Joint Research Centre, the European Commission’s in-house science service. Disclaimer The scientific output expressed does not imply a policy position of the European Commission. Neither the European Commission nor any person acting on behalf of the Commission is responsible for the use which might be made of this publication. Copyright notice © European Union, 2014. Reuse is authorised, provided the source is acknowledged. The reuse policy of the European Commission is implemented by the Decision on the reuse of Commission documents of 12 December 2011. Bibliographic Information: Ann Crabbé, Danny Vandenbroucke, Andreas Matheus, Dirk Frigne, Frank Maes and Reijer Copier Authenti- cation, Authorization and Accounting for Data and Services in EU Public Administrations: D1.1.2 & D1.2.2 – Analysing standards and technologies for AAA. European Commission; 2014. JRC92555 1 ARe3NA Crabbé et al. (2014) AAA for Data and Services (D1.1.2 & D1.2.2): Analysing Standards &Technologies for AAA Contents 1. -
Manpreet Singh
MANPREET SINGH SUMMARY OF EXPERTISE ● 1 Year of Co-op experience at SAP as SLT/HANA Product support Engineer. ● 2+ years of full time experience in US IT firm named Cognizant as Java and ESB Developer. ● Broad understanding of Machine Learning, AI and hands on with latest developments in IoT. ● Experience in Penetration Testing, Intrusion Detection, Digital forensics and Risk Management. ● Sound Knowledge and Experience in Google API Management Platform named Apigee. ● Well acquainted with knowledge related to IT Infrastructure and SOA architecture. ● Good organizational, analytical, problem-solving skills and a great team player. ACADEMIC & PROFESSIONAL DEVELOPMENT Master of Engineering (Sep 2017 - Apr 2019) University of Victoria, Canada Electrical and Computer Engineering Bachelor of Technology (Aug 2011 - May 2015) LPU, Punjab, India Electronics and Communication Engineering TECHNICAL SKILLS Enterprise Tools SAP SLT, Apigee Edge, SAG webMethods, Soap UI, Splunk, SNow Penetration Testing Tools Nessus, Zenmap, Wireshark, Hydra, Burp-suite, Metasploit Programming C++, Java, Python Database MySQL Web Development Wordpress, HTML5, CSS3 Network TCP/IP, OSI Model, WLAN/LAN technologies Operating System Windows, Linux (Kali), Mac OS, iOS, Android Interpersonal Leadership, Teamwork, Time Management, Communication WORK EXPERIENCE Software Dev QA Engineer 1 (August 2019- Present) Fortinet Technologies, Burnaby, BC Canada. ● Work as Software developer for various security interfaces. ● Work as QA engineer for testing the code in production and development. Product Support Engineer (Sept 2018 – August 2019) SAP, Vancouver, Canada SAP Landscape Transformation Replication Server (SLT) Engineer ● Worked as a SLT product support engineer; handling Configurations, Troubleshooting and Incident Handling for top SAP clients. ● Handled (VH) priority issues for real business problems using live troubleshooting sessions for Max Attention Customers like Apple, Porsche, Coca-Cola. -
Google Cloud Whitepaper
1 Table of contents Introduction 3 The compliance landscape for UK health and social care data 4 Legislation governing UK health data 4 Overview of NHS Digital in England 6 Overview of the Use of Public Cloud Guidance 6 Overview of the DSP Toolkit 7 Google Cloud Platform information governance overview 8 Google Cloud Platform’s approach to security and data protection 8 The Shared Responsibility Model 12 How Google Cloud Platform meets NHS Information Governance requirements 13 Data Security Standard 1 13 Data Security Standard 2 20 Data Security Standard 3 22 Data Security Standard 4 22 Data Security Standard 5 25 Data Security Standard 6 26 Data Security Standard 7 29 Data Security Standard 8 31 Data Security Standard 9 32 Data Security Standard 10 33 How Google Cloud Platform helps customers meet their DSP Toolkit requirements 34 Google Cloud Platform products to help with compliance 34 Google Cloud Platform Terms of Service and Conditions 37 Additional Resources to help Google Cloud Platform customers 37 Conclusion 38 2 Disclaimer This document was last updated in O ctober 2020 a nd is for informational purposes only. Google does not intend the information or recommendations in this document to constitute legal advice. Each customer must independently evaluate its own particular use of the services as appropriate to support its legal compliance obligations. Since Google is continually improving security and other features for our customers, some of the policies, procedures, and technologies mentioned in this document may have changed. Please visit cloud.google.com/security/compliance or contact your Google Cloud Account Representative to check for updated information. -
CIAM Platforms LEADERSHIP COMPASS
KuppingerCole Report LEADERSHIP COMPASS by John Tolbert December 2018 CIAM Platforms This report provides an overview of the market for Consumer Identity and AcCess Management and provides you with a Compass to help you to find the Consumer Identity and ACCess Management produCt that best meets your needs. We examine the market segment, vendor product and service functionality, relative market share, and innovative approaChes to providing CIAM solutions. by John Tolbert [email protected] December 2018 Leadership Compass CIAM Platforms KuppingerCole Leadership Compass CIAM Platforms By KuppingerCole Report No.: 79059 Content 1 Introduction .................................................................................................................................... 6 1.1 Market Segment ...................................................................................................................... 7 1.2 Delivery models ....................................................................................................................... 9 1.3 Required Capabilities .............................................................................................................. 9 2 Leadership .................................................................................................................................... 12 3 Correlated View ............................................................................................................................ 20 3.1 The Market/Product Matrix ................................................................................................. -
Economic and Social Impacts of Google Cloud September 2018 Economic and Social Impacts of Google Cloud |
Economic and social impacts of Google Cloud September 2018 Economic and social impacts of Google Cloud | Contents Executive Summary 03 Introduction 10 Productivity impacts 15 Social and other impacts 29 Barriers to Cloud adoption and use 38 Policy actions to support Cloud adoption 42 Appendix 1. Country Sections 48 Appendix 2. Methodology 105 This final report (the “Final Report”) has been prepared by Deloitte Financial Advisory, S.L.U. (“Deloitte”) for Google in accordance with the contract with them dated 23rd February 2018 (“the Contract”) and on the basis of the scope and limitations set out below. The Final Report has been prepared solely for the purposes of assessment of the economic and social impacts of Google Cloud as set out in the Contract. It should not be used for any other purposes or in any other context, and Deloitte accepts no responsibility for its use in either regard. The Final Report is provided exclusively for Google’s use under the terms of the Contract. No party other than Google is entitled to rely on the Final Report for any purpose whatsoever and Deloitte accepts no responsibility or liability or duty of care to any party other than Google in respect of the Final Report and any of its contents. As set out in the Contract, the scope of our work has been limited by the time, information and explanations made available to us. The information contained in the Final Report has been obtained from Google and third party sources that are clearly referenced in the appropriate sections of the Final Report. -
Department of Defense Enterprise Devsecops Initiative
Headquarters U.S. Air Force I n t e g r i t y - S e r v i c e - E x c e l l e n c e How did the Department of Defense move to Kubernetes and Istio? Mr. Nicolas Chaillan Chief Software Officer, U.S. Air Force Co-Lead, DoD Enterprise DevSecOps Initiative V2.5 – UNCLASSFIED Must Adapt to Challenges Must Rapidly Adapt To Challenges I n t e g r i t y - S e r v i c e - E x c e l l e n c e 2 Must Adapt to Challenges Work as a Team! Must Adapt To Challenges I n t e g r i t y - S e r v i c e - E x c e l l e n c e 3 Must Adapt to Challenges Work as a Team! A Large Team! Must Adapt To Challenges I n t e g r i t y - S e r v i c e - E x c e l l e n c e 4 Must Adapt to Challenges With Various TechnologiesWork as a Team! A Large Team! Must Adapt To Challenges I n t e g r i t y - S e r v i c e - E x c e l l e n c e 5 Must Adapt to Challenges With Various Technologies Work as a Team! A Large Team! Must AdaptBring To Challenges It With Us! I n t e g r i t y - S e r v i c e - E x c e l l e n c e 6 Must Adapt to Challenges With Various Technologies Work as a Team! Even To Space! A Large Team! Must AdaptBring To Challenges It With Us! I n t e g r i t y - S e r v i c e - E x c e l l e n c e 7 Must Adapt to Challenges With Various Technologies Work as a Team! To Space! A Large Team! MustWith Adapt a FewBring To Sensors! Challenges It With Us! I n t e g r i t y - S e r v i c e - E x c e l l e n c e 8 With Their Help! Must Adapt to Challenges With Various Technologies Work as a Team! To Space! A Large Team! MustWith Adapt a FewBring To Sensors! Challenges It With Us! I n t e g r i t y - S e r v i c e - E x c e l l e n c e 9 What is the DoD Enterprise DevSecOps Initiative? Joint Program with OUSD(A&S), DoD CIO, U.S. -
Workforce Dimensions and Softserve Partnership
Workforce Area of Expertise » Workforce Dimensions Developer Portal and API integration experience » Client-specific project extensions that accelerate users’ needs and simplify data entry » Deep experience developing ad-ins and other custom applications for global ISV’s including Microsoft, Google, Atlassian, and others » Kronos Partner since 2005 building custom applications across the Kronos suite, including Workforce Central®, Workforce Ready®, and Workforce Dimensions » A unified, global team with over two decades of deep product engineering experience providing seamless digital solutions to our clients Dimensions and SoftServe Partnership Every aspect of Workforce Dimensions™ — the underlying architecture, integration, user experience, functionality, data access, delivery, and support — is designed to help you optimize your people. Powered by the industry-first Kronos D5™ platform, Workforce Dimensions provides a breakthrough employee experience and an unprecedented level of operational insight into your workforce management practices. Whether your goals are to increase productivity, improve compliance, control labor costs, or achieve better business outcomes, Kronos provides the technology tools you need to manage your workforce of the future today. As the enterprise leader in workforce management applications, Kronos understands the need for strong integrations between software applications. That’s why we’ve built a robust developer portal with access to our API layer. The Workforce Dimensions Technology Partner program is designed to facilitate this interoperability and drive business results. As a Kronos® partner, SoftServe has designed and delivered many customized solutions across the workforce management solutions Kronos offers. We believe the best solutions support your vision and business strategy. Our breadth of business process and technology product knowledge helps extend the capabilities of your systems to match how you want to work and to perform complex operations with ease. -
Cloud Computing Industry Primer Market Research Research and Education
August 17, 2020 UW Finance Association Cloud Computing Industry Primer Market Research Research and Education Cloud Computing Industry Primer All amounts in $US unless otherwise stated. Author(s): What is Cloud Computing? Rohit Dabke, Kevin Hsieh and Ethan McTavish According to the National Institution of Standards and Research Analysts Technology (NIST), Cloud Computing is defined as a model for Editor(s): enabling network access to a shared pool of configurable John Derraugh and Brent Huang computing resources that can be rapidly provisioned. In more Co-VPs of Research and Education layman terms, Cloud Computing is the delivery of different computing resources on demand via the Internet. These computing resources include network, servers, storage, applications, and other services which users can ‘rent’ from the service provider at a cost, without having to worry about maintaining the infrastructure. As long as an electronic device has access to the web, it has access to the service provided. In the long run, people and businesses can save on cost and increase productivity, efficiency, and security. • Exhibit 1: See below the advantages and features of cloud computing. In general, cloud computing can be broken down into three major categories of service models: Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). Infrastructure as a Service (IaaS) IaaS involves the cloud service provider supplying on-demand infrastructure components such as networking, servers, and storage. The customer will be responsible for establishing its own platform and applications but can rely on the provider to maintain the background infrastructure. August 17, 2020 1 UW Finance Association Cloud Computing Industry Primer Major IaaS providers include Microsoft (Microsoft Azure), Amazon (Amazon Web Service), IBM (IBM Cloud), Alibaba Cloud, and Alphabet (Google Cloud). -
Technology Building Blocks for an Open API Strategy Photo by Kiran Dewasi
Technology Building Blocks for an Open API Strategy Photo by Kiran Dewasi Lesley-Ann Vaughan, Claudia McKay, and Michel Hanouch April 2020 Introduction Why open Digital financial services (DFS) providers are opening APIs to make it easier for third parties to connect in a APIs? seamless, fast, and secure self-service manner. They hope to accelerate growth, increase revenue, and expand the DFS ecosystem. “Third parties” is the term we use for businesses that integrate with DFS providers’ APIs to build applications and products. They can be enterprises, start-ups, developers, nonprofits, or government agencies. CGAP’s vision is that low-income customers will have access to a wider range of relevant and easily usable financial and nonfinancial services, through DFS providers and third parties working collaboratively. Why A combination of people, processes, and technology change is required to deliver open APIs well. review Too often, business leaders do not engage effectively on key technology considerations, and business strategy is this kept separate from technology strategy. Lack of proper integration between business and technology strategy at deck? the design stage can lead to technically unreliable solutions, the need for ongoing intensive technical support to the third parties, and a need to manage financial risk when things go wrong. This deck aims to bridge the gulf between the business leaders responsible for overall open API strategy and the technology decisions that need to be made. It is part of a collection of practical tools and resources that CGAP is publishing on open APIs. To see the full collection, visit the CGAP Open API Collection. -
Mergers in the Digital Economy
2020/01 DP Axel Gautier and Joe Lamesch Mergers in the digital economy CORE Voie du Roman Pays 34, L1.03.01 B-1348 Louvain-la-Neuve Tel (32 10) 47 43 04 Email: [email protected] https://uclouvain.be/en/research-institutes/ lidam/core/discussion-papers.html Mergers in the Digital Economy∗ Axel Gautier y& Joe Lamesch z January 13, 2020 Abstract Over the period 2015-2017, the five giant technologically leading firms, Google, Amazon, Facebook, Amazon and Microsoft (GAFAM) acquired 175 companies, from small start-ups to billion dollar deals. By investigating this intense M&A, this paper ambitions a better understanding of the Big Five's strategies. To do so, we identify 6 different user groups gravitating around these multi-sided companies along with each company's most important market segments. We then track their mergers and acquisitions and match them with the segments. This exercise shows that these five firms use M&A activity mostly to strengthen their core market segments but rarely to expand their activities into new ones. Furthermore, most of the acquired products are shut down post acquisition, which suggests that GAFAM mainly acquire firm’s assets (functionality, technology, talent or IP) to integrate them in their ecosystem rather than the products and users themselves. For these tech giants, therefore, acquisition appears to be a substitute for in-house R&D. Finally, from our check for possible "killer acquisitions", it appears that just a single one in our sample could potentially be qualified as such. Keywords: Mergers, GAFAM, platform, digital markets, competition policy, killer acquisition JEL Codes: D43, K21, L40, L86, G34 ∗The authors would like to thank M.