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<v Speaker 1>Okay, so picture this. You're looking at a book cover

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<v Speaker 1>and it's got this incredible, uh, really vivid illustration on it.

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<v Speaker 1>On one side, you've got a knight in full red

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<v Speaker 1>armor wielding a massive sword that is literally on fire.

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<v Speaker 2>Yeah, it is a very cool cut, it really is.

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<v Speaker 1>And on the other side there's a knight in blue

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<v Speaker 1>armor holding a sword made of solid, jagged ice. They

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<v Speaker 1>are locked in combat. Sparks flying fire versus ice. It's

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<v Speaker 1>like the ultimate battle scene.

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<v Speaker 2>It's a striking image for sure, and honestly, for anyone

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<v Speaker 2>working in cybersecurity or even just you know, watching movies

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<v Speaker 2>about hackers, that image that red versus blue is the

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<v Speaker 2>traditional view of how the world works. Right. You have

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<v Speaker 2>the red team, the attackers, trying to break in, and

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<v Speaker 2>the blue team, the defenders, trying to stop them.

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<v Speaker 1>Exactly. It's the classic wargame scenario, right.

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<v Speaker 2>Good versus evil, attack versus defense. But today we are

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<v Speaker 2>doing a deep dive into a source that asks a

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<v Speaker 2>pretty radical question. What happens if those two knights stop

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<v Speaker 2>trying to kill each other? What if instead of swinging

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<v Speaker 2>those swords, they actually sat down, took off their helmets

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<v Speaker 2>and started comparing notes in real time. That is the

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<v Speaker 2>core premise of practical purple teaming by Alfie Champion. It

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<v Speaker 2>sounds simple, almost counterintuitive, but the answer to your question

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<v Speaker 2>is that you get something much more dangerous to the

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<v Speaker 2>actual bad guys. Okay, you get resilience.

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<v Speaker 1>I love that. So today we are unpacking purple teaming.

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<v Speaker 1>And just to be clear right off the bat, because

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<v Speaker 1>I know we have listeners from all over the industry,

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<v Speaker 1>this isn't about hiring a new purple team to sit

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<v Speaker 1>between the red and blue ones, right right, Like we

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<v Speaker 1>aren't telling companies to go out and build a whole

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<v Speaker 1>new department.

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<v Speaker 2>Yeah, absolutely not. And the source is very emphatic about this.

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<v Speaker 2>Purple teaming is a methodology. It's not a separate team,

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<v Speaker 2>got it. It's a functional shift where the offensive side,

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<v Speaker 2>the ethical hackers, and the defensive side of the security

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<v Speaker 2>operation center, they collaborate openly. Okay, so the goal shifts

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<v Speaker 2>from beating the defender to collaborating with the defender to

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<v Speaker 2>maximize cyber resilience.

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<v Speaker 1>It sounds so logical, but you know, as we went

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<v Speaker 1>through champions Book, it became clear that this is actually

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<v Speaker 1>a mass of shift in mindset. It really goes against

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<v Speaker 1>the grain of how this industry has operated for decades

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<v Speaker 1>oh completely. So to really get why this matters, I

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<v Speaker 1>think we have to look at the old way. When

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<v Speaker 1>we talk about traditional red teaming. What does that dynamic

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<v Speaker 1>usually look like?

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<v Speaker 2>What traditional red teaming is designed to be a realistic

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<v Speaker 2>simulation of an adversary. The red team acts like the enemy.

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<v Speaker 2>They hide their tracks, they operate in secret, and they

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<v Speaker 2>try to break in without being caught. And crucially, the

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<v Speaker 2>blue team often doesn't even know the test is happening.

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<v Speaker 1>So it's a surprise attack like a stress test precisely.

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<v Speaker 2>And while that has value, I mean you need to

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<v Speaker 2>know if you can be surprised, it often creates a

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<v Speaker 2>zero sum game. Yeah, think of the psychology there. If

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<v Speaker 2>the red team wins, if they break in and steal

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<v Speaker 2>the CEO's password or encrypt the database, the blue team

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<v Speaker 2>feels like they failed. It could be incredibly demoralizing. It

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<v Speaker 2>creates this ego friction where Red thinks they are geniuses

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<v Speaker 2>and Blue feels incompetent.

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<v Speaker 1>Right, nobody likes being tricked, especially when it's literally your

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<v Speaker 1>job to stop the trick. But beyond the feelings, the

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<v Speaker 1>source highlights a major operational inefficiency here, which is the

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<v Speaker 1>feedback loop.

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<v Speaker 2>Right. This is the critical flaw in the traditional model.

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<v Speaker 2>If I'm on the red team and I hack you

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<v Speaker 2>on Monday, I usually don't tell you about it immediately.

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<v Speaker 2>Oh wow, I finished my operation. I read a report.

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<v Speaker 2>You might not find out about the hack until I

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<v Speaker 2>present that PDF three weeks.

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<v Speaker 1>Later, which is just a massive document sitting on a

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<v Speaker 1>desk that nobody wants to.

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<v Speaker 2>Read exactly, and by then the digital evidence might be gone,

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<v Speaker 2>the logs rotated out. The context is lost. In purple teaming,

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<v Speaker 2>transparency is the weapon. Okay, the offensive team shares their plan.

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<v Speaker 2>They say, I'm going to run this specific attack at

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<v Speaker 2>this specific time, using this specific technique.

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<v Speaker 1>I have to play Devil's advocate here. Though, that seems

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<v Speaker 1>like cheating, doesn't it. If I tell you I'm going

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<v Speaker 1>to punch you, it's easier to block. Are we actually

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<v Speaker 1>testing anything? If we give the answers away?

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<v Speaker 2>It feels like cheating if your goal is just to

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<v Speaker 2>win the exercise. Oh but if your goal is to learn,

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<v Speaker 2>it's a shortcut. This leads to the aha moment of

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<v Speaker 2>purple teaming, shortening the feedback loop instead of waiting weeks

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<v Speaker 2>for a report. The defender watches the attack happen in

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<v Speaker 2>real time. If they miss it, they can say, hey,

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<v Speaker 2>I didn't see that alert. Can you run it again?

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<v Speaker 1>Run it again? That really is the magic phrase, isn't it?

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<v Speaker 1>It changes everything it is.

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<v Speaker 2>You can tweak your defenses on the fly, maybe ad

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<v Speaker 2>just a firewall rule, or change a detection logic and

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<v Speaker 2>retest immediately. Wow. That is exponentially faster than waiting for

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<v Speaker 2>a yearly audit. You are fixing the hole while the

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<v Speaker 2>person who found it is standing right there.

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<v Speaker 1>It's the difference between taking a final exam and having

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<v Speaker 1>a tutor sitting next to you explaining the answers as

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<v Speaker 1>you go.

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<v Speaker 2>Great analogy.

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<v Speaker 1>Yeah, Now, before we get into the how I want

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<v Speaker 1>to distinguish this from other terms or listeners might know.

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<v Speaker 1>We hear about vulnerability assessments and penetration tests constantly. Where

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<v Speaker 1>does purple teaming fit in that line? Dscape?

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<v Speaker 2>Good question, that's important to draw the lines. Think of

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<v Speaker 2>a vulnerability assessment like walking around a building checking for

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<v Speaker 2>unlocked doors. It's usually automated scanning for unpatched software. It's

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<v Speaker 2>broad covering everything, but it's very shallow. It just tells

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<v Speaker 2>you the door is unlocked, not what is inside, got it?

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<v Speaker 1>And a penetration test.

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<v Speaker 2>A pin test is usually focused on finding flaws and

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<v Speaker 2>one specific thing, like a new web app or a

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<v Speaker 2>specific server. It's deeper, but it's still often about can

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<v Speaker 2>we get in. It stops once they prove they can

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<v Speaker 2>break the lock.

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<v Speaker 1>And the source mentions assumed breach testing.

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<v Speaker 2>That sounds ominous, Yes, assumed breach is where you skip

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<v Speaker 2>the hard part of getting in. You assume someone clicked

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<v Speaker 2>a phishing email or a laptop was stolen. You start

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<v Speaker 2>the test from the inside. That is often where purple

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<v Speaker 2>teaming shines because you can focus entirely on detecting movement

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<v Speaker 2>inside the network, which is where the real damage happens.

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<v Speaker 1>Because realistically, eventually someone is going to click the line.

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<v Speaker 2>Someone always clicks the line, So purple teaming asks, once

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<v Speaker 2>they are inside, can we catch them before they steal

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<v Speaker 2>the crown jewels?

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<v Speaker 1>Right? So we know how they work together conceptually, but practically,

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<v Speaker 1>if you put a hacker and a corporate security officer

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<v Speaker 1>in a room, they might be speaking different dialects entirely.

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<v Speaker 2>Oh absolutely.

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<v Speaker 1>The hacker is talking about exploits and shell code, the

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<v Speaker 1>defenders talking about compliance and tickets. The source material spends

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<v Speaker 1>a lot of time on frameworks to bridge this.

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<v Speaker 2>Gap it does without a common language, this collaboration falls

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<v Speaker 2>apart and the absolute standard, the Rosetta stone for this

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<v Speaker 2>is itri Att and.

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<v Speaker 1>Ck Periodic Table for hackers.

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<v Speaker 2>It really is itr Att and Ck catalogs known adversary

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<v Speaker 2>behaviors based on real world observations gives us a matrix

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<v Speaker 2>across the top. You have tactics. These are the adversaries

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<v Speaker 2>high level goals.

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<v Speaker 1>So the tactic is the what are they try and do,

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<v Speaker 1>like I want to skal data or I want to

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<v Speaker 1>shut down the system.

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<v Speaker 2>Correct tactic equals goal things like initial access, execution or exfiltration.

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<v Speaker 2>And underneath each tactic are the techniques the how okay,

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<v Speaker 2>the goal is initial access, the technique might be phishing

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<v Speaker 2>or exploiting a public facing application.

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<v Speaker 1>And then it drills down even further right.

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<v Speaker 2>Yes, down to procedures, which are the specific tools or

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<v Speaker 2>steps used. So we have PTPs, tactics, techniques and procedures.

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<v Speaker 1>Why is the structure so vital for purple teaming, specifically.

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<v Speaker 2>Because it removes ambiguity instead of the red team saying

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<v Speaker 2>we did some hacking stuff and got your passwords. They

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<v Speaker 2>can say we executed technique T one O five nine

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<v Speaker 2>command and scripting interpreter using PowerShell.

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<v Speaker 1>That's way more specific.

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<v Speaker 2>Exactly. The Blue team can then look up T one

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<v Speaker 2>O five to nine in their own database. It aligns

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<v Speaker 2>the attack with the defense. It turns magic into a

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<v Speaker 2>catalog number.

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<v Speaker 1>And connected to This is my absolute favorite concept from

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<v Speaker 1>the book. It's a visual that explains why we do

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<v Speaker 1>all this work. The Pyramid of pain.

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<v Speaker 2>It sounds like a wrestling move, it really does.

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<v Speaker 1>Welcome to the Pyramid of Pain, but it's actually about

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<v Speaker 1>how much you can annoy a hacker.

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<v Speaker 2>Right. It represents the difficulty we inflict on an attacker

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<v Speaker 2>when we block them. Visualize a pyramid. At the wide bottom.

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<v Speaker 2>You have things that are trivial for an attacker to change,

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<v Speaker 2>things like hash values and IP addresses.

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<v Speaker 1>Right, So if I block an attacker's IQ address, I

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<v Speaker 1>might feel good about myself. I stop them, But what

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<v Speaker 1>does that actually do to them?

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<v Speaker 2>To them, almost nothing. They just route their traffic through

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<v Speaker 2>a different server, takes them seconds. It causes them zero pain.

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<v Speaker 2>It's like change in a burner phone.

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<v Speaker 1>So we're basically playing whack a mole at the bottom of.

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<v Speaker 2>The pyramid, exactly moving up the pyramid, you have domain names,

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<v Speaker 2>then network and host artifacts, things like specific file names

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<v Speaker 2>or user agent strings. These are a bit harder to change,

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<v Speaker 2>but still manageable for a sophisticated attacker.

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<v Speaker 1>But then we get to the top, the point to

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<v Speaker 1>end the pain zone.

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<v Speaker 2>Tools and TTPs. If you can detect and block the

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<v Speaker 2>tools they use, they have to go find or build

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<v Speaker 2>new software. That is expensive, that takes time. But if

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<v Speaker 2>you can detect the TTP, the behavior itself, that is

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<v Speaker 2>the pinnacle.

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<v Speaker 1>Can you give me an example of a TTP versus

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<v Speaker 1>a tool, because I want to make sure I really

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<v Speaker 1>get this.

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<v Speaker 2>Okay, Let's say the TTP is credential dumping. The attacker

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<v Speaker 2>wants to steal login information from the computer's memory. There

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<v Speaker 2>are fifty different tools to do this. Mimicats is a

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<v Speaker 2>famous one. If you block mimicats, the tool the attacker

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<v Speaker 2>just uses a different script. But if you detect the

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<v Speaker 2>behavior of a program trying to touch the memory of

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<v Speaker 2>the security subsystem.

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<v Speaker 1>Then it doesn't matter what tool they use exactly.

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<v Speaker 2>You've blocked the technique. To get around that, the attacker

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<v Speaker 2>has to invent a completely new way of stealing credentials.

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<v Speaker 2>You're forcing them to relearn their tradecraft. You're making their

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<v Speaker 2>job incredibly.

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<v Speaker 1>Difficult, and that is the goal of purple teaming. We

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<v Speaker 1>want to live at the top of the pyramid of pain.

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<v Speaker 1>We want to make their lives miserable.

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<v Speaker 2>We do. We want to make the cost of hacking

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<v Speaker 2>us higher than the value of what they're trying to steal.

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<v Speaker 1>So we have the language mitre and the goal the pyramid.

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<v Speaker 1>Now let's get into mechanics. The source outlines two main

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<v Speaker 1>methodologies for actually running these exercises, scenario based and atomic on.

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<v Speaker 2>Very different they are, and they serve different purposes. Think

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<v Speaker 2>of scenario based purple teaming like a movie plot. It

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<v Speaker 2>follows a narrative arc. We call this an activity thread.

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<v Speaker 1>Okay, set the scene for me. What is the plot?

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<v Speaker 2>Action? A user clicks a phishing email in hr malware executes,

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<v Speaker 2>the attacker performs reconnaissance to see where they are. Then

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<v Speaker 2>they move latterly to a finance server. Finally they exfiltrate

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<v Speaker 2>sensitive data. It connects the dots across the entire kill

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<v Speaker 2>chain from start to finish.

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<v Speaker 1>Show It test the whole story.

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<v Speaker 2>It tests the people and the processes. This is crucial.

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<v Speaker 2>Can the security operation center handle the volume of alerts?

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<v Speaker 2>Do they panic when they see the attacker moving laterally?

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<v Speaker 2>Do they know who to call? Do they escalate to

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<v Speaker 2>the right manager.

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<v Speaker 1>It's a fire drill, it is, but as.

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<v Speaker 2>You can imagine, it's pretty heavy to set up. You

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<v Speaker 2>need a script. You need the red team acting continuously,

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<v Speaker 2>you need the Blue team monitoring. It's a production. It

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<v Speaker 2>takes time and resources. You can't do that every day.

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<v Speaker 1>Which brings us to the second method, which seems much

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<v Speaker 1>more agile, Atomic purple teaming.

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<v Speaker 2>Atomic is like the science lab. You isolate one specific variable.

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<v Speaker 2>Champion calls this de chaining. You take a single link

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<v Speaker 2>out of that kill chain, sage just credential dumping, and

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<v Speaker 2>you test it in a vacuum.

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<v Speaker 1>So no story mode, just the mechanics.

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<v Speaker 2>Right. You run the attack, see if you catch it,

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<v Speaker 2>fix the rule, and run it again.

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<v Speaker 1>This seems perfect for what the book calls performance benchmarking.

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<v Speaker 2>Yes, it's fast, repeatable, and very easy to automate. You

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<v Speaker 2>can run an atomic test for process injection every Tuesday

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<v Speaker 2>morning if you want, just to make sure your sensors

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<v Speaker 2>are still working.

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<v Speaker 1>Wow, Every Tuesday Yeah.

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<v Speaker 2>It answers the question did we get better at spotting

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<v Speaker 2>this specific bad thing since last month?

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<v Speaker 1>Let's make this real for the listener. The book has

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<v Speaker 1>this great example about a very specific problem finding out

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<v Speaker 1>who the administrators.

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<v Speaker 2>Are the discovery tactic.

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<v Speaker 1>Right, So I'm an attacker, I have landed inside the network.

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<v Speaker 1>I want to know who holds the keys to the kingdom.

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<v Speaker 1>I want to find the domain admin's groups so I

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<v Speaker 1>can target them. How many ways can I ask that question?

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<v Speaker 2>This is where the atomic methodology really shines because it

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<v Speaker 2>exposes the gaps. The book lays out a test suite. First,

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<v Speaker 2>there's the classic way. You're on a Windows machine. You

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<v Speaker 2>open the command prompt and you type net group, domain admins.

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<v Speaker 1>Simple, old school.

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<v Speaker 2>Very old school. Most security tools will catch that instantly.

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<v Speaker 2>It's loud and obvious. But then method two you use

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<v Speaker 2>a PowerShell script to query active directory, same question, different languages, okay.

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<v Speaker 2>Method three use a specific hacker tool, something like adfind.

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<v Speaker 2>This is tricky because adfind is a legitimate tool often

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<v Speaker 2>used by sitzidmins to manage the network, but it's beloved

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<v Speaker 2>it by attackers because it blends.

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<v Speaker 1>In so it looks like normal traffic.

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<v Speaker 2>And method four self using living off land binaries or

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<v Speaker 2>executing code directly in memory, so nothing touches the hard drive.

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<v Speaker 1>So here is the million dollar question. If I am

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<v Speaker 1>the blue team and I write a detection role that

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<v Speaker 1>says alert me, if anyone types net group domain admins,

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<v Speaker 1>am I safe?

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<v Speaker 2>You are saved from the lazy attacker who uses method one.

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<v Speaker 2>You're completely blind to methods two, three, and four. And

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<v Speaker 2>that is a terrifying realization for many organizations. They think

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<v Speaker 2>they are covered because they've blocked the first thing they

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<v Speaker 2>thought of.

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<v Speaker 1>And this leads to a concept. The expert in the

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<v Speaker 1>book and really the industry emphasizes capability abstraction. This is

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<v Speaker 1>a bit technical, but I think it's the most important

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<v Speaker 1>takeaway of the deep dive. Can you break that down?

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<v Speaker 2>Yes, capability abstraction is the antidote to the whack a

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<v Speaker 2>mole problem. We just listed four different ways to find

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<v Speaker 2>the admin's net dot ex, a PowerShell adfind in memory execution.

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<v Speaker 2>To a human, these look like four different tools, right.

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<v Speaker 1>One is a command, one is a script, one is

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<v Speaker 1>a program.

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<v Speaker 2>But to the computer, to the network controller, they are

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<v Speaker 2>all doing the same underlying thing. They're asking the domain

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<v Speaker 2>controller for a list of users. They're likely using the

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<v Speaker 2>same protocol like ld app or a sam.

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<v Speaker 1>So capability abstraction means looking at what is happening under

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<v Speaker 1>the hood, not just the shiny paint.

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<v Speaker 2>On top exactly. If you can detect the ld app

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<v Speaker 2>query that requests the domain admin list, you catch all

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<v Speaker 2>four methods with one rule.

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<v Speaker 1>Wait, really, one rule catches all of them, yes.

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<v Speaker 2>Because they all have to ask the question. If you

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<v Speaker 2>detect the question being asked, you don't care if they

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<v Speaker 2>use a megaphone, a whipper, or a handwritten note. You

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<v Speaker 2>caught the intent. That is the power of purple teaming.

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<v Speaker 2>It stops you from chasing tools and helps you detect

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<v Speaker 2>the underlying behavior.

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<v Speaker 1>That is a light bulb moment. Stop chasing a tool,

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<v Speaker 1>chase the behavior. It seems so obvious once you say it,

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<v Speaker 1>but getting there requires that deep technical collaboration precisely.

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<v Speaker 2>And you only get there if the red team, who

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<v Speaker 2>knows the tools talks to the blue team, who knows

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<v Speaker 2>the logs.

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<v Speaker 1>Okay, so we are running these tests, we're firing off

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<v Speaker 1>LDPP queries, we're checking logs, but we have to talk

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<v Speaker 1>about the humans in the room, the logistics and human

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<v Speaker 1>element section of the source material was surprisingly focused on

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<v Speaker 1>just sitting together.

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<v Speaker 2>Communication is critical. If you are doing your Purple Team

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<v Speaker 2>extra you shouldn't be emailing each other. You should be

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<v Speaker 2>in the same room or at least on a dedicated

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<v Speaker 2>video call or slack channel.

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<v Speaker 1>Shoulder surfing is the term they used.

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<v Speaker 2>Yes, it's literal. The Blue team members should literally be

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<v Speaker 2>looking over the shoulder of the Red team member as

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<v Speaker 2>they type the command A enter now, and then the

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<v Speaker 2>Red team members should walk over and look at the

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<v Speaker 2>Blue team's screen to see what the logs look like.

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<v Speaker 1>That transparency level is interesting. Do you tell the Blue

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<v Speaker 1>team exactly what is coming, like, Hey, I'm about to

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<v Speaker 1>run this specific malware at two point zero five pm?

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<v Speaker 2>Usually yes, full transparency is better for learning. If you

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<v Speaker 2>want to test surprise, do a Red team engagement. If

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<v Speaker 2>you want to test detection logic, tell them exactly what

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<v Speaker 2>you are doing.

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<v Speaker 1>Makes sense.

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<v Speaker 2>You don't want the Blue team wasting three hours wondering

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<v Speaker 2>if an alert is a false alarm. You want them

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<v Speaker 2>digging into the data immediately to see why it fired

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<v Speaker 2>or why it didn't.

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<v Speaker 1>And you have to write this down. You can't just say, oh,

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<v Speaker 1>it worked.

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<v Speaker 2>Data is everything you need to track success. The book

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<v Speaker 2>mentions tools like v ectr, which is designed for this

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<v Speaker 2>and visualizes the results, but honestly, a simple jar at

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<v Speaker 2>ticket or a shared Excel sheet works too. You need

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<v Speaker 2>to record the outcome and.

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<v Speaker 1>The metrics aren't just pass fail, are they.

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<v Speaker 2>No, it's nuanced. Did we block it, that's a win.

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<v Speaker 2>Did we detect it but not block it, that's okay.

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<v Speaker 2>At least the alarm rang. But maybe we can do better.

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<v Speaker 2>Or was it silent?

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<v Speaker 1>That silent categories the stuff of nightmares.

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<v Speaker 2>It is did the attack happen and we saw absolutely nothing,

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<v Speaker 2>no logs, no alerts, silence. That is the danger zone.

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<v Speaker 2>That means you are bleeding and you don't know it.

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<v Speaker 1>But finding those silent gaps is the whole point of

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<v Speaker 1>the exercise.

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<v Speaker 2>It is you'd rather find the silence now with your

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<v Speaker 2>colleague then later with a real attacker. And this brings

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<v Speaker 2>us back to that cultural shift we started with. We

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<v Speaker 2>have to move away from the ego battles, right.

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<v Speaker 1>The I gotcha moments, the gotcha culture Exactly.

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<v Speaker 2>The goal isn't for the red team to win. The

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<v Speaker 2>goal is for the blue team to get better. If

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<v Speaker 2>the red team breaks in, steals the data, and nobody

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<v Speaker 2>learns anything because they're too busy arguing or hiding the

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<v Speaker 2>fail The exercise was a total waste of money.

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<v Speaker 1>It's about leaving the ego at the door, you know.

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<v Speaker 1>Looking at all of this, the frameworks, the atomic tests,

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<v Speaker 1>the collaboration, it really feels like the industry growing up.

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<v Speaker 1>It's moving from night swinging swords to scientists in the

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<v Speaker 1>lab improving the immune system of the company.

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<v Speaker 2>That is a perfect analogy. It's moving from combat to engineering.

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<v Speaker 2>We are engineering resilience.

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<v Speaker 1>So to recap our deep dive Today. Purple teeming isn't

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<v Speaker 1>a new department. It's a new way of collaborating. It's

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<v Speaker 1>using frameworks like year ATT and c K to speak

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<v Speaker 1>the same language. It's aiming for the top of the

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<v Speaker 1>pyramid of pain to block behaviors, not just tools. And

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<v Speaker 1>it's using atomic tests to validate your defenses continuously.

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<v Speaker 2>And doing it continuously is key, not once a year,

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<v Speaker 2>but treating it as a constant cycle of improvement, because

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<v Speaker 2>the attackers aren't taking days off.

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<v Speaker 1>Now. Before we let you go, there was one thought

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<v Speaker 1>in the source material that really stuck with me. It

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<v Speaker 1>was about the adversaries themselves. We often think of hackers

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<v Speaker 1>as these omnipotent wizards who can do anything.

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<v Speaker 2>Ah. Yes, the mention of groups like the Lazarus group right.

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<v Speaker 1>The point was that even the sophisticated attackers, state sponsored

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<v Speaker 1>groups with millions of dollars, they change their tools constantly.

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<v Speaker 1>They might compile a new piece of malware every morning.

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<v Speaker 2>Their habits often remain the same. They have muscle memory,

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<v Speaker 2>just like we do. They prefer certain ways of moving laterally.

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<v Speaker 2>They have favorite commands for discovery. They are human.

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<v Speaker 1>They like what they know, and that is the challenge

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<v Speaker 1>we want to leave you with today. If you looked

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<v Speaker 1>at your organization's security right now, are you blocking IP

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<v Speaker 1>addresses the stuff that changes every day and causes low

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<v Speaker 1>pain for the attacker? Or are you hunting for habits?

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<v Speaker 2>Are you hunting for the behavior that forces the adversary

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<v Speaker 2>to rethink their entire strategy. That is where you want

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<v Speaker 2>to be.

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<v Speaker 1>That's the Purple Team mindset. Stay curious, everyone, and keep

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<v Speaker 1>connecting the dots.

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<v Speaker 2>Goodbye,
