Tab Pierce – Caliber Security Partners

Tab Pierce – Caliber Security Partners

Founder of multiple businesses, mentor and guide to entrepreneurs to systematically move their vision to reality and through Caliber Security provide high-level service in the information security industry.

Founder of Caliber Security Partners which allows Tab to control how he works with clients and do business his way.

Tab Pierce
Founder – Caliber Security Partners

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FREE Resources from Tab Pierce at Caliber Security Partners

WICKED TIPS:

1) Own Multiple Businesses

2) Do a lot of Negotiation

3) Have a Mission

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Tab Pierce: Founder with the vision of being a different type of security company. We work with the best and brightest security companies and individuals to bring our clients solutions.

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00:00:59 – I’ve been a serial entrepreneur…

I don’t know that my mission was probably like a lot of other people’s mission, and it wasn’t clearly defined. It was more there. And I’ve been a serial entrepreneur. What that means is there is a lot of failures, a lot of crap and a lot of stuff that comes up, and that pretty much everything that I have ever done has been how do I impact somebody’s life?

How do I help them become better? How do I improve whatever it is they’re doing? And of course, how do I monetize that? Pretty much everything I’ve done in the cybersecurity world, it revolves around that, right. How do I make things safer? And the other businesses I have is how do I impact an individual’s life to help them make better things happen? So that was really always the mission.

And I know it sounds cliché because it doesn’t everybody want to improve everybody’s life, and maybe they do, but for me, that was a big impact, and I wanted to make a lot of money. 

00:09:48 – Companies pay us to basically hack them so bad people don’t.

I’ve been in cybersecurity since 1998, before it was even really an industry. So this has kind of been what I’ve hung my hat on for a long time. I’ll throw this bone out there. I like cybersecurity. I like my company. I can’t say I love it. Right. But I like it. And what I really like about it is, as you can imagine, when you’re doing security, cybersecurity, there’s some really interesting things that come up because when I try to describe it to people that don’t understand it, they say things like, we’re ethical hackers.

Companies pay us to basically hack them so bad people don’t. So a lot of it is safeguarding organizations. So the data that they have is safeguarded for the individual. So that’s kind of us in a nutshell. And most of our clients in that arena are either emerging technology businesses or like large enterprise companies.

00:28:23 – What really gets interesting is where we have multiple levels of negotiation

It’s really interesting because some of our clients, we do this early stage negotiation, which is first a level of competence that we have, and I guess then subsequently confidence that they have in us that we know what the heck we’re doing. And then it goes into how do we negotiate either multiple projects or long term projects or whatever.

And that gets interesting. What really gets interesting is where we have multiple levels of negotiation within side of an organization where it’s like they’ve got 50 to 100 different business units, and they have one group that kind of manages all negotiations. But then inside of each one of those, you kind of got to go through a subsequent, like, mini negotiation.

And honestly, that gets tiring because a lot of what we have to go through is a bit of minutiae that we have to do to just kind of go, hey, because we can’t go, Dude, did you read the contract? It’s already done. Just go read the damn contract, because that’s what you want to do, right? You just want to be like, hey, we already did this thing, man.

00:34:47 – But really what we’re trying to do is we’re trying to set that individual up as the rock star

But then we subsequently have to go through this process every time. And it’s not always the same five that are in the next one. Right, because they’re smart and they don’t show up to each one. They’re like, hey, it’s your turn. You go do this one, right?

And so part of it is that we work really hard is to make sure that we’re setting up the individual that’s coming in that’s already been in the negotiation, whatever you want to call it, the legacy negotiator into this new group within their company. But really what we’re trying to do is we’re trying to set that individual up as the rock star. Like, hey, they’ve done this. They’ve done that. I just want to take a second. I’ll just make up a name.

00:40:16 – People hate certain words that sound like you’re ruthless.

So I’m usually really careful about using certain words. People hate certain words that sound like you’re ruthless. Right? Because I’m not. That’s not the end of the person I am. So when I use words like manipulation, I’m never looking to manipulate with me, with it being solely a win for me. It’s like, can we all win in it?

So I don’t use that word externally because I use it internally. And people like cringe. So I don’t do that. The words I really stay away from are buzzwords, because buzzwords really impact me. When people use them, I automatically just go, you don’t know what the hell you’re talking about. I just disregard them.

And those things are when people start throwing the words around about calling themselves an expert or a guru, or they start using things like they use in our industry, the word like robust. And I’m like, as soon as anybody says robust, I’m like, robust is a great way of saying our product does a bunch of stuff. I have no freaking clue what it is, but it does a lot, and it’s really important and it’s good.

00:48:46 –  Because in any negotiation, it’s a level of comfort that people have in you.

And so I usually try to focus on clarity. And I do use humor. Right. Because in any negotiation, it’s a level of comfort that people have in you. And it’s a level of like, you know what? I want to go out and hang out with this guy. What? I want to go spend some time with this person outside of work, because that stuff.

Because there’s been times when I’ve sat there and the negotiation is going well, and I’m thinking to myself, this person is so different than me and what’s important to them, and I can’t make a connection, and we’re not going to get this deal because I can’t connect with the individual. I just feel the deal slipping away, because no matter what I do, we just can’t make a connection.

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