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Exam Code: 500-240 Practice test 2022 by Killexams.com team
500-240 Cisco Mobile Backhaul for Field Engineers (CMBFE)

Exam Number: 500-240
Exam Name : Cisco Mobile Backhaul for Field Engineers (CMBFE)
Exam Duration : 40 min.
Number of Questions: 25-35
Pormat: Single and Multiple Choice, Proctored

Exam TOPICS
20% 1.0 Mobile Backhaul Legacy Interoperability
20% 2.0 MBH End-to-End Communication Basics, Implementing Unified MPLS for IP MBH Communication - Clock and Timing
25% 3.0 Examining MBH Architecture and Transport Architectures, Migration Strategies for MBH, Foundational Principles of Radio Frequency
5% 4.0 Implementing Traffic Management
20% 5.0 Configuring Core Layer Devices, Aggregation Layer Devices, Cisco RAN Access Layer Devices, Advanced Features
5% 6.0 Cisco UMMT Service and Control Architectures
5% 7.0 Cisco ASR Devices for MBH

Cisco Mobile Backhaul for Field Engineers (CMBFE)
Cisco Engineers plan
Killexams : Cisco Engineers plan - BingNews https://killexams.com/pass4sure/exam-detail/500-240 Search results Killexams : Cisco Engineers plan - BingNews https://killexams.com/pass4sure/exam-detail/500-240 https://killexams.com/exam_list/Cisco Killexams : Cisco announces $600M restructuring plan, including layoffs

Cisco today said it will take a $600 million charge associated with layoffs and restructuring of its businesses. 

In an 8-K filing for its fiscal first-quarter, the company announced a restructuring plan “in order to rebalance the organization and enable further investment in key priority areas. This rebalancing will include talent movement options and restructuring.” The company said it will make some real estate changes as well.

During a financial call with analysts, CEO Chuck Robbins talked briefly about the restructuring but said employees will hear more details on Thursday.

“I'd be reluctant to go into a lot of detail here until we're able to talk to [employees]. I would say that what we're doing is rightsizing certain businesses,” Robbins said. 

Cisco is focused on moving resources into the enterprise networking space and accelerating its platform strategy, Robbins added. “We will be making significant investments in security and beefing up our teams there, and the capacity to continue to innovate there. Those are important areas,” he said.

CFO Scott Herren also commented on the restructuring plan:

Copyright © 2022 IDG Communications, Inc.

Tue, 22 Nov 2022 17:40:00 -0600 en text/html https://www.networkworld.com/article/3680508/cisco-announces-600m-restructuring-plan-including-layoffs.html
Killexams : Cisco Network Engineer

Job Purpose:

The Network Engineer is responsible for maintaining and upgrading the network infrastructure of an once. You will design, install and maintain LANs (Local Area Networks) as well as WANs (Wide Area Networks). The Network Engineer should have a strong understanding of networking technology such as TCP/IP. You should also be familiar with Cisco routers and switches, including cabling specifications.
Requirements

  • Troubleshoots networking issues from a technical standpoint by studying equipment and operations guides.
  • Provides support for network infrastructure and applications.
  • Collaborates with customers and the IT team to design, develop, implement, upgrade, and support
  • Cisco networking systems.
  • Interfaces with network architects, analysts, developers, programmers, and technicians to complete job tasks.
  • Interfaces with customers and business users to provide insight into new product offerings and the benefits of these products.
  • Escalates situations requiring emergency support.

Qualifications

  • Cisco Network Engineer certification preferred
  • Cisco CCNA Routing and Switching certification preferred.
  • Must have strong knowledge of Cisco hardware and software products.
  • Must be able to work with people from various backgrounds including senior level management, support personnel, engineers, and technicians.
  • 5+ years of network experience required.
  • Must have the ability to troubleshoot, identify and resolve hardware and software issues.
  • Experience with Cisco product knowledge is a plus.
  • Working knowledge of Cisco ISE/ACI is an advantage.

Desired Skills:

  • Network Engineering
  • Routing Protocols
  • SAN networking knowledege
  • OSI model
  • Firewalls
  • Unified Communication
  • OSPF

Learn more/Apply for this position

Mon, 28 Nov 2022 10:00:00 -0600 en-US text/html https://it-online.co.za/2022/11/29/cisco-network-engineer-4/
Killexams : Cisco Systems, Inc. (CSCO) Raymond James Technology Investors Conference Transcript

Cisco Systems, Inc. (NASDAQ:CSCO) Raymond James Technology Investors Conference December 6, 2022 9:45 AM ET

Company Participants

Kip Compton – Senior Vice President-Strategy and Business Development

Conference Call Participants

Simon Leopold – Raymond James

Simon Leopold

Folks, thank you very much. My name is Simon Leopold, Raymond James' Data Infrastructure Analyst, here at our in-person tech conference in New York. It's exciting to see people again, to get dressed and to put shirt on with buttons and shoes, nice change, but we've got a session now with Cisco, Kip Compton.

So Kip, to get started, we've known each other for many years, crossed paths many times. You strike me as sort of the ultimate utility player. You've done a lot of things at Cisco side. I almost feel like no question is out of bounds, but I'm sure they are. So to help us maybe set the context for our conversation and the boundary conditions, maybe tell us a little about your current role and current focus. And we'll dive into the outline. And folks, if you have questions, raise your hand, we'll try to take questions from the audience as well.

Kip Compton

Thanks, and it's great to be here in-person. I think we've had shirts with buttons for a while, but shoes and all the rest of it is great as well as seeing everyone in-person. Before I jump in, I'm compelled by my Investor Relations team to say that I'll be making forward-looking statements that are subject to the risks in our latest filings.

With that out of the way, I've been – as you mentioned, I've been at Cisco a long time, I've done a lot of different roles. I'm currently Senior Vice President for Strategy and Business Development, for a business that internally we call Cisco networking. We're trying to simplify things, including with our organizational names.

In terms of our external reporting segments, that roughly maps to Secure, Agile networks as well as Internet for the future and represents the majority of the product revenue in business at Cisco.

Simon Leopold

And I guess in terms of, I've got sort of my notion of what to ask you about, but I think it's important for us to understand what are you spending most of your time on? What's – what are you occupied with? What do you – what keeps you busy?

Kip Compton

Yes, it's a large business. And so when you think about strategy and business development, I spend a lot of my time thinking about how can we grow the business, how can we generate more differentiation in our products that are valuable to our customers.

I spend a fair amount of time on inorganic activity as I think people who are familiar with that know you send more time on deals that you decide not to do than you do, and those are pretty important. And I spend time working with our go-to-market teams, understanding how we can accelerate the business.

Simon Leopold

And the volume question is a macro question, but I want – I understand. I want to ask it in the context of your job. But given we've got a strong U.S. dollar, recession worries, various changes by regions and products, how are you thinking about those elements influencing the way you think and what you're working on?

Kip Compton

Well, I'm in the product, our research and development side of Cisco. So we tend, frankly, to take a longer view. So we pay close attention to macroeconomic forecasts in terms of our operations and understanding how we should be managing our supply chain and our forecast and our sales and all that.

But in terms of our strategy and our research and development, we're looking out a three to five year sort of timeline. And we have – I mean we've seen – you mentioned some of the strong dollar for us over – I think 90% or more of our revenue is actually dollar denominated, and we do have some hedges in place for some of our costs. So we've so far seen a fairly material impact from that.

And in terms of softness, I mean, I think on our call, we mentioned we've seen some areas of softness, including in Europe. On the other hand, I think we just had our second biggest first quarter bookings number in the history of the company, second only to last year when things were jumping as people were building out networks in the pandemic.

So we're monitoring the situation, but we've also seen – I mean, Gartner recently published a report, surveying IT folks and companies. And I think 51% of them said technology was the last area that they plan to cut. So we're watching things carefully. We're investing for the future in R&D, but we're seeing some resiliency right now.

Simon Leopold

And the succinct next question is lessons learned from the pandemic. And what I mean by that is prior to the pandemic, maybe you might sole source certain components that now you multisource. So how has the experience in the last couple of years affected the way you think about long-term strategy?

Kip Compton

Yes, absolutely. I mean it hasn't fundamentally changed our strategy. That said, we learn and adapt to an environment just like everyone else. And so where we may have had our supply chain more optimized for certain things as we're in a time of uncertainty, clearly.

Right now, I think there's a lot of exogenous forces, certainly the pandemic and now the geopolitical environment. Our supply chain team and everyone else is adjusting to the environment that we see, going forward.

Simon Leopold

And so Cisco hosted an analyst meeting. Was it September? Lights are blur, seemed like that. But it was the first analyst meeting that the company hosted in a while, and you outlined at the time a TAM growing to $900 billion, which is pretty big. So I'm not asking you to repeat the entire content of the meeting, but help folks understand really what are the big growth drivers, what are kind of the most exciting transitional aspects of what's influencing that kind of massive TAM.

Kip Compton

Yes, absolutely. And I think you're referring to our Investor Day in September 2021. For folks who might want to look that up, all the materials are online. I think what I would say in terms of drivers over the next, let's say, three to five years, certainly, we're seeing hybrid work, IoT and then the web scalers as being three good drivers for us.

On the hybrid work side, the immediate thing you think of is our collaboration portfolio, and particularly, we believe with some of the devices that we have as companies are outfitting their campuses for hybrid work and realizing basically that every meeting is going to be a video meeting, and so every conference rep needs to have that equipment in it, that's an opportunity for us.

But in my job on the networking side, we're focused on the opportunity with the networking. And we're seeing that whenever a meeting is a video meeting because every meeting will have some remote participants, the load and the traffic on the campus networks is intense.

And that's driven a wireless and campus upgrade cycle that we think is fairly durable. That along with the traditional generational upgrades for WiFi 6 is – WiFi 6 has been very good. We're seeing 6E now kicking into gear as well.

On the IoT side, we're seeing people putting sensors into carpeted spaces and starting to use these to understand occupancy, to understand and optimize their energy usage. And actually, our office here in New York, there's some videos online Wall Street Journal just did a feature on it, where we renovated and put these technologies in as a good showcase for that.

On the web scaler side, we just continue to ride the growth there. I mean we saw a strong double-digit growth in our first quarter that just ended. We're really excited about the pipeline of technologies that we have to offer those folks and expect that to continue to drive growth as well.

Simon Leopold

So one of the things that I suspect is the way Cisco operates is the business units are sort of given their targets and you run with it, you run your business. And as long as you're running it, go. And so when we think about the – essentially, moving strategy to execution, that's the mystery to me from – as an outsider observing it. So you're looking out years and your colleagues are busy working on day-to-day, what's the process? And how does it go from your vision and your activities out years to come into the business day-to-day?

Kip Compton

Sure. Well, one thing I'd say, I mean, as you mentioned, you've known Cisco for a long time. So it's – I think it's a good observation of how we've treated our businesses in terms of autonomy. I would say, we formed the Cisco networking organization that I'm part of, we just formed in October.

And we actually brought together all of our networking businesses across both service rider and enterprise, for instance, really looking to be able to get more synergies and deliver more integrated solutions. So we're actually blending that classic model with more governance and more sort of big-picture thinking, so that we can get more efficiency as well as more differentiation.

In terms of how strategy works at Cisco, we have an annual long-range planning process, where we build three to five year plans that outline financial forecasts as well as strategies and areas that we want to enter investments we want to make. Those are presented and discussed with our CEO and his staff.

Once those are in place, we actually translate those into strategic intents for each of our businesses. And we work – my team actually works with them quarterly to monitor the progress against what needs to happen to have those strategies in place.

As well as in this environment, frankly, if there are any changes that would cause us to tweak our strategy, we're not changing strategy every quarter, of course. But depending on what's happening in the world, we might decide that an element of it should be sped up or another element maybe a little bit relatively less important. And then we repeat that process on an annual basis. So we feel good about that model.

Simon Leopold

So I want to ask about what the R&D priorities are. And I imagine there's a one-word answer, which is software. So let's go a little bit deeper.

Kip Compton

Absolutely. So when I think about it, I think in terms of two buckets for R&D, one is core technologies, and the other is essentially experiences that we're looking to invest in to deliver to our customers. So I think the core technology side, no big surprises there. By the way, software is big, but we're continuing to invest heavily in our ASIC strategy, right? Our Silicon One ASIC strategy is very important. We’re investing in our optics, which is highly differentiated and something that’s helped propel our webscaler success. We’re investing in core networking software. I think some of the things that we’ve made our name on and that we lead the world in. And we’re also investing heavily in security. So those are some of the core technology areas that we think are just important long-term plays, and that we’re pouring R&D investment into.

On the experience side, we’ve seen that what customers want is simplicity. And the way we think about this is what kind of experience. These core technologies are amazing. They enable essentially the modern world. But if you can’t operate it and you can’t get the outcomes out of it that you want, it’s not very compelling. And so investing in things like Meraki dashboard and what we announced last summer, and bringing Meraki across our whole portfolio is a big part of what we invest in as well.

Simon Leopold

Now, you did make a comment earlier on about inorganic efforts, and having filed Cisco for a while, I’ve observed the strategy that, I guess, we call outsourced R&D maybe that’s a common term. But you’ve invested in private companies historically, often they become acquisitions. How do you think about that particular strategy? It may be my imagination, or it just seems like you’ve made fewer acquisitions over the last 12 months than the prior period. But there could be a lot of variables there. So maybe update us on how Cisco thinks about that strategy.

Kip Compton

Sure. So, internally we have what we call our build by partner framework. And whenever we’re looking at a new capability or getting into a new business, we’ll ask ourselves and we’ll often actually do the analysis, scenario-based analysis, hey, if we built this ourselves, what does that look like? How long would it take? How much would it cost? What kind of differentiation could we build with our technologies and our engineers? If we partnered, what does that look like?

We don’t need to do everything ourselves. We have great partnerships across the industry, including somewhere we put things on our price list where it makes sense. And then last, and the one that generates the headlines is the buy, the acquisition case. And we’ll look at what targets are out there, what would that likely cost, what kind of cultural fit? I mean, you buy a company and you get the technology, but the team bolts, that’s usually not a value creation event for us.

And so we’ll actually map out all three of those and then sit down and look and decide, what’s the best path for each area. To your point about acquisitions, we don’t have a quota. It’s like, I’d have to go look at the numbers, my perception’s kind of aligned with yours. But we don’t have sort of a plan at the beginning of the year, oh, we’re going to buy this many companies because we do look at it through this build by partner. And what we do depends on the outside environment, where – what targets are available and what makes sense from a business perspective.

Simon Leopold

And in terms of the criteria, you mentioned cultural fit, I hear that over and over and over again. What are some of the other criteria used in making these decisions?

Kip Compton

I mean, some of the criteria are somewhat deal specific. So I don’t want to suggest like we have like a scoring, rubric or something, if only it was that easy. I think how complimentary the technology is, like maybe it’s obvious, but if we’re looking for a particular capability or product and the company has it, but it has a whole bunch of other stuff that either overlaps with what we have or has things that we would not want, and so we would be potentially exiting. Those tend to not be very good deals.

Where the mission – where we buy a company and then are like, oh yes, we’re going to change what you do. We’re going to take you in a different direction after we buy them. That’s often a little bit of a warning sign. I mean the general thing that I tend to think about a lot, I mean, the strategic fit is kind of obvious. The thing that I think about a lot of times is the fact that it is far easier to buy a company than is to like integrate it and keep the team and get the multi-year successful outcome out of that company. That is the hard part. And so, if anything I tend to bias my evaluation in that area.

Simon Leopold

So I want to pivot the questions towards a course I’ve been noodling with a bit more is around this idea of power consumption. So there’s been a lot of press lately about how much electricity data centers consume that they’re detrimental to the environment. And I read an interesting article saying, well, but if you’re not getting on a plane and flying, you’re reducing greenhouse gases. And so maybe there’s a good use. And so, I guess with rising costs of electricity, these questions have to be come up. So maybe could you talk a little bit about how you’re thinking about power consumption and the production of greenhouse gas as CO2 in the sort of engineering side and how that’s evolving with your customers and your engineering?

Kip Compton

Sure. So this is a huge focus for us, and it’s been for a while in terms of just – excuse me, our own sustainability goals. And what, I think we published some pretty ambitious and aggressive goals as a company. And part of those sustainability goals is how we reduce not just the greenhouse gases from Cisco’s own operations, but from our customers who are using our equipment. That’s part of our framework as it is for most companies. So this has been an effort for a long time.

In terms of the focus on engineering, last year I actually formed a engineering sustainability office that’s in engineering and works with all our engineering teams as well as the supply chain, as well as our Chief Sustainability Officer for all of Cisco to make sure that this is first and foremost as we’re designing products.

In terms of what we’ve seen in the market, this was important and then it became important and urgent with the rising energy costs and particularly in Europe. And what we’re seeing is that there are multiple places where we can help our customers. Customers are coming to us and one is with our Silicon One technology that is significantly more efficient on a per gigabit basis. Watts per gigabit is a metric in networking. I think we announced deployment with Deutsche Telekom publicly where they said that they reduced their power requirements by 92% on a per gigabit basis. So that’s a pretty significant improvement if you’re looking at a big energy bill.

Another area where we can help customers is with power over Ethernet technology. So this is technology that lets you send power over low voltage wiring. It turns out that this makes the power supplies much more efficient. So we’re seeing a lot of people when they renovate spaces or even build some data centers using this technology. And it improves the power supply efficiency pretty significantly.

The other area is in IoT and I mentioned earlier the sensors and environments. We did a study with Forrester using our Meraki sensors where Forrester saw a 27% energy improvement by using these sensors to trigger close the blind when it’s hot. These are some very basic things, but if you can use sensors to automate them, you can get those savings at scale.

So we see – we talked about – Chuck mentioned on our most accurate conference call, we see these energy costs as obviously a potential macroeconomic headwind for everyone. But we also see there being an opportunity for us to help our customers in this area. And we’re seeing some instances of customers actually accelerate investment to get those energy savings.

Simon Leopold

So basically the scenario is a customer has a, let’s say four, five year old campus or data center network consumes more electricity than the newer generation of product. So because of that, they’re refreshing in order to reduce…

Kip Compton

That’s right.

Simon Leopold

The total cost of ownership.

Kip Compton

Maybe they were thinking of refreshing in a couple of years, and now they’re looking at that return and saying, given the energy costs, perhaps I should refresh earlier. And that’s a potential catalyst. Now, on the other side, I mean, realistically there may be customers who decide to delay projects because of energy costs. But we are seeing the energy efficiency for both the sustainability and the current economic reasons as kind of a top of mind topic.

Simon Leopold

And I want to ask about the sort of impact of hybrid multi-cloud on your business. Because it feels to us that eight and 10 years ago, Cisco sort of took the attitude of, I’m not going to sell to those guys, I’m going to just help my enterprise customers. And maybe five years ago, your corporate mind changed and said, you know what, this isn’t going to change. Let’s help the enterprises, embrace multi-cloud, hybrid cloud, we’re a neutral party. So maybe help folks understand a little bit of that history and what you’re doing to help your enterprise customers and their adoption to migration to multi-cloud.

Kip Compton

Sure. So I mean, it’s – cloud for Cisco really impacts our different businesses in different ways. So in the Campus business for instance, a lot of that is about using the cloud to make it easier to manage a campus network. You can’t move your campus switches, your access points to the cloud. You still need them in the building. But we can leverage cloud technologies to just radically simplify and accelerate how people run those networks. And Meraki is a great example of that. And our internet for the future segment, well, that’s where we’re actually helping the webscale is build their clouds with our Silicon One technologies, our Cisco 8,000 product, which is the fastest growing product in the history of the company is really being fueled by that.

On the data center side, it’s kind of what you were referring to which is okay. Most of our customers are going to be in a hybrid state. We’re bringing technologies like the Cisco network control – Cisco Cloud network controller that lets customers design and implement policies and automation and visibility across their on-prem networks as well as their VPCs at Amazon and their networks at Azure and Google Cloud as well. So helping our customers take advantage of multi-cloud for workloads in the same way that we’ve helped them take advantage of on-prem networks.

So you see us with kind of a multifaceted. In terms of the evolution of our attitude here, and I think it took us some time, the webscalers are a different kind of customer. And I think it’s – it took us some time to learn how to sell to them. I think the success we’re seeing now demonstrates that we crack the code and we form the relationships and have very tight engineering – to engineering relationships with the key webscalers and that’s enabled us to achieve that success.

Simon Leopold

Yeah, it’s sort of interesting in that from your disclosures, it works out to be 5% to 6% of revenue from public cloud, which on the surface, oh, well, that’s not a big number, but it’s a big number of a $50 billion revenue company, which would make you the biggest vendor of IT equipment or X servers into that vertical. I think that often goes miss. And so in terms of those partnerships, and from your vantage point of the enterprise, do you see the cloud players as receptive to working with you as a partner? Or do you feel like they’re more competitors?

Kip Compton

No, I don’t see them as competitors. They’re customers and partners. As you said, at this point we’re selling, they’re buying billions of dollars worth of technology from us each year. And I think particularly with what we can bring with our Silicon One technology, our optics and the Cisco 8000 platform, which is actually built on Silicon One is a pretty differentiated value proposition for them in terms of how they can really scale their network and achieve phenomenal economics and power efficiency at the same time. And that’s why you see them adopting their technology.

Simon Leopold

And you mentioned a little bit earlier the effort to extend the Meraki model, let’s not take for granted that everybody knows what that meant.

Kip Compton

Absolutely.

Simon Leopold

Maybe unpack that a little bit in terms of helping us understand the importance of doing that and what it is?

Kip Compton

Sure. So Meraki dashboard is a cloud management tool. So Meraki customers are able to manage their networks by just going to essentially a website in their browser, and they can see their whole network and manage everything from there. And because we’ve got all of that telemetry and all of that configuration information in the cloud, we’re able to provide recommendations, provide more powerful tools and generally make it much easier for our customers. We also on that platform have an incredibly rich set of APIs and a very strong developer ecosystem and partner ecosystem around it, where people are able to build solutions on top of and around the Meraki cloud. And getting all of that – getting essentially the network control plane to the cloud is really key there because developers can access that as opposed to a situation where you’ve got different controllers On-Prem in different enterprises.

So we don’t break out Meraki separately in our results. It’s embedded in things like wireless switching, routing, but it has certainly – it’s certainly been buttressing our market share, and we’ve certainly seen a lot of customers interested in the simplicity that cloud management delivers. And we really think that that cloud management is that the key. I talked about delivering experiences before. We think that’s the key to delivering the simplicity that our customers are looking for. Customers – if customers don’t know what operating system their Meraki products are running, they use the Meraki dashboard, and that’s a full stack dashboard with your full networking stacks, a route, switch, wireless. But now we’ve integrated a bunch of other products. So we have Meraki sensors, we have Meraki cameras, we have cellular gateways. We have systems manager for managing devices all integrated in a dashboard. And as we bring all these products together across different domains of the customer’s infrastructure in one dashboard, that enables us to make it simpler for them as well, because they can implement policies or track usage across these different domains.

Simon Leopold

And how do you think about making that management solution multi-vendor? So if the customer chooses to buy a particular component from somebody that’s not Cisco, which might happen occasionally. Do you integrate that? Do the customers lose any features or capabilities? How do you think about that?

Kip Compton

It’s a great question. I mean, honestly, right now we’re focused on bringing that simplicity across our entire portfolio, and that’s sort of job one. And last summer we announced, okay, what I described with Meraki is great, but Catalyst is the – our largest, frankly, the world’s largest campus portfolio of networking equipment. It’s the most powerful in terms of feature sets and performance, the most powerful campus portfolio in the world. We’re really focused right now on bringing that Meraki simplicity across into our – the rest of our campus portfolio.

And we think that’s the key thing for us to focus on right now. That’s what our customers frankly are asking for more than anything. And that’s something actually we’ve been working on for several years. And we have right now available for our customers cloud monitoring, where they can register their catalyst equipment with the Meraki cloud. They can now go into the Meraki cloud and see all of their catalyst equipment, see the topology, see the status, do troubleshooting. And we’ve actually added that Meraki entitlement into our DNA licenses. So now the people with the DNA licenses associated with the catalyst switches have the option of On-Prem management with DNA center or cloud management with the Meraki cloud.

Simon Leopold

So you might imagine, I talked to some of your competitors on occasion. One of the things that they consistently point out as a challenge for Cisco is the complexity. And so they’ll cite the fact that Cisco has multiple versions of every product, and it’s hard to deal with, and I get it, because if you are a massive company with a full portfolio, their complexity just comes along with that.

Kip Compton

That’s right.

Simon Leopold

And so how do you counter the challenge when your competitors who are maybe more narrow, more point focused, argue that well, Cisco’s complex and we’re [ph] easy?

Kip Compton

Oh, well, I mean, I think, I mean, the breadth of our portfolio, it’s immense and outpaces just about any of our competitors. And we haven’t done as much in the past probably to simplify that as we could. I think you’re going to see us using cloud management to bring that simplicity, frankly, without compromising the breadth or power of our portfolio. I think if you’re a point competitor in one domain, it’s a lot easier to be simple. I mean, they have a simpler portfolio, but what we are seeing and what we’re responding to is customers want simplicity. We’ve seen the growth and the power of that Meraki model. And we think bringing that to the rest of our customer base is the best thing that we can do to address complexity.

Simon Leopold

So as we’re about to run out of time, I always like to close with a question that it’s really meant fairly for – from your vantage point. So not CEO, CFO, but from your vantage point, what do you think is least appreciated by the investment community about Cisco?

Kip Compton

Well, I liked your point about the size of our webscale business. So that’s…

Simon Leopold

Keep publishing that for short.

Kip Compton

Sure. That’s great. I mean, I think the size of our software business, I think we did over $15 billion in software revenue last year. We’re – we’d like to push faster. You joked earlier about how my R&D priorities are software, software and software. We’d like to push, wish faster on that. But we’re at 43% of – since all of our revenues recurring. We’re at a point now where 85% of that software revenue is subscription, only 15% perpetual as we’ve been executing on that transition. So I think I’m – I think that’s an undertold story. At the same time, frankly, we’re not done. We feel a lot of urgency as well as a lot of opportunity to continue driving more software value for our customers and more predictable recurring software revenue for the company.

Simon Leopold

Oh, great. Well, thank you very much, Kip. Appreciate you joining us folks. Thanks for joining us with Cisco at our fireside. My job is to make sure you get to your next meeting on time.

Kip Compton

Thank you.

Simon Leopold

Thank you.

Question-and-Answer Session

Q -

Tue, 06 Dec 2022 03:36:00 -0600 en text/html https://seekingalpha.com/article/4562717-cisco-systems-inc-csco-raymond-james-technology-investors-conference-transcript
Killexams : Cisco new integrations increase flexibility of hybrid work

Cisco has revealed new integrations between its Collaboration platform Webex and Apple technologies to provide people more flexibility in their hybrid work.

As more businesses build long-term hybrid work strategies, Webex aims to provide in-office, remote and hybrid workers with the intuitive collaboration tools they need.

The first integration is Mobile Camera Share, which allows iPhone and iPad users to share content from the rear-facing or front-facing camera via the Webex Meetings mobile app and annotate over what they are seeing. With next generation videoconferencing, users can write, draw, and add shapes, in real-time and simultaneously in their meetings. This industry-first innovation enables frontline workers to collaborate more effectively by leveraging the high-quality video capture capabilities of Apple devices.

Architects, engineers, or construction workers can share job site progress with clients in real-time, instead of sending static images or screenshots. Another potential use case is for a technician to show the equipment in a factory, data center or field location with a help center team, who can write and draw instructions on the live feed to avoid any misunderstandings. Experts can see everything as if they were together in the room, noting their input onscreen where exactly corrections or changes should be made.

“Today, people across the Middle East expect flexibility when it comes to work. True hybrid work means being empowered to use your favorite devices to work seamlessly in the office, at home and everywhere in between. The latest collaboration solutions from Webex signify another step towards empowering workforces with greater choice and beyond the office,” said Ahmad Zureiki, Director of Collaboration Business, Cisco Middle East and Africa.

Apple’s Continuity Camera is a new feature in macOS Ventura that enables Mac customers to use their iPhone as a webcam. Webex users can use the camera system on iPhone to unlock powerful video effects like Center Stage, Portrait mode, and Studio Light. In addition, Webex supports Desk View in macOS Ventura, which acts like an overhead camera without the need for complicated equipment, showing the user’s face and desk simultaneously — great for creating demos, instructional videos, drawing on paper, and more.

These integrations are a testament to Webex’s commitment to making collaboration even easier. Collaborating with Apple technology and putting the power of choice in the hands of hybrid workers builds on the momentum over the course of the year.

 

Wed, 30 Nov 2022 03:31:00 -0600 en text/html https://www.albawaba.com/business/cisco-new-integrations-increase-flexibility-hybrid-work-1500763
Killexams : Cisco: Cisco to Launch New Design Center in Spain for Next Generation Semiconductor Devices

Cisco today announced plans to launch a center for the design of next generation semiconductor devices in Spain. The announcement was made by Chuck Robbins, Chair and Chief Executive Officer of Cisco, in a meeting with H.E. Pedro Sánchez, Prime Minister of Spain.

There is no digital without chips. Last year, the European Union presented an ambitious plan to bolster Europe’s competitiveness and resilience in semiconductor technologies and applications to help achieve the dual transitions of digital and green. Part of that mission, the EU Chips Act lays the foundation for a new innovation ecosystem in the EU, connecting world-class research, design and testing capacities, creating knowledge jobs and fostering economic growth.

As part of its global strategy to enable a reliable, scalable and sustainable global semiconductor supply chain, Cisco plans to set up an engineering design center to design and prototype next generation semiconductor devices, under the framework of the Spanish strategic project for the Recovery and Economic Transformation of Microelectronics and Semiconductors (PERTE Microchip). The center aims to contribute Cisco’s knowledge and experience to help grow the European chips ecosystem. Co-located with the Cisco Innovation Center in Barcelona, the center is the first of its kind for Cisco in the European Union.

“Spain is on the way to become a key player in achieving the EU objective of reaching 20% of the world chip market by 2030. We have approved the program PERTE Microchip and have the roadmap, reforms and incentives in place to attract talent and strengthen the current Spanish ecosystem,” commented Pedro Sánchez. “The dedication of companies like Cisco will help strengthen our innovation ecosystem and be at the forefront of technological, industrial and social progress.”

“Technology has the ability to help countries further their social and economic development and move even closer to an inclusive future for all. Today’s announcement reinforces Cisco’s commitment to support the digital ecosystem in Spain and across Europe,” Chuck Robbins said. “Semiconductors are essential to so much innovation, and our advances in this field help overcome the performance, economic, and power consumption limitations of current infrastructure. Cisco is thrilled to take an active role in addressing semiconductor supplies with the development of this design center, and we are also excited to be able to leverage talent across the globe and truly help build the internet of the future.”

“The semiconductor supply chain is a complex one, including design, prototyping, testing and manufacturing and is dependent on highly skilled labor. It requires a broad ecosystem of industry, research and academia to work together,” says Chris Bernard, vice president, European Telecoms and Infrastructure, at IDC. “How quickly the EU can build this ecosystem will also depend on its openness to work together with leading technology companies from around the globe. As a tech leader and innovator, and the company that has played a key part in building Europe’s digital infrastructure for more than 30 years, Cisco is well positioned to be part of this journey.”

Commitment to Spain’s digital transformation

Cisco has a long-standing commitment to help accelerate Spain’s digitization fostering entrepreneurship and innovation, developing digital infrastructures and digital skills, and strengthening cybersecurity. Cisco’s Country Digital Acceleration program, called Digitaliza, was launched in Spain in 2019. Since then, the program has expanded and is now encompassing many industries and social areas, including critical infrastructures, public services, manufacturing, energy, fintech, smart tourism and others.

As part of Digitaliza, Cisco plans to educate and reskill 40,000 students, workers and unemployed people in digital technologies in the next 12 months through the non-profit Cisco Networking Academy. This will elevate the total number of Spanish people who have participated in Networking Academy courses to over 300,000 by the end of 2023.

Cisco is also investing in the development of key technologies like 5G/WiFi 6, IoT, artificial intelligence, cloud, and next-generation networks, contributing to progress in the Spanish national digital agenda and enabling a transformation that is both green and digital.

Fri, 25 Nov 2022 13:45:00 -0600 en-US text/html https://indiaeducationdiary.in/cisco-cisco-to-launch-new-design-center-in-spain-for-next-generation-semiconductor-devices/
Killexams : Cisco’s Chuck Robbins On XaaS: We ‘Realized We Weren’t As Operationally Ready’

Networking News

Gina Narcisi

‘Cisco’s got some ground to cover, but it’s really about the long game. While you can argue they are late to market, we believe that they’re going to be able to learn from the lessons of all their competitors and come out with even stronger products,’ one Cisco partner tells CRN about the company’s as-a-service drive.

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Customers are looking for different ways to acquire the IT they need, including buying in an as-a-service model to save some capital, but Cisco has faced a few accurate hindrances to as a service, according to the company’s executives.

For the San Jose, Calif.-based tech giant, supply chain constraints have been an ongoing obstacle to the Everything-as-a-Service (XaaS) trend because Cisco and its partners couldn’t deliver the equipment that’s part of as-a-service offers, specifically, its Cisco Plus strategy.

“And then we also realized we weren’t as operationally ready,” Cisco CEO Chuck Robbins told analysts regarding the company’s XaaS push at Cisco Partner Summit 2022 earlier this month.

Many customers interpreted the launch of Cisco Plus as just a different way to finance IT — a “fancy lease” — versus a true XaaS model, said Neil Anderson, area vice president of cloud and infrastructure solutions for Maryland Heights, Mo.-based Cisco Gold partner World Wide Technology (WWT).

But channel partners want to put vendor XaaS offerings “under the hood” and built their own services on top of the stack to create a turnkey offering for their end customers. Customers, on the other hand, often want to have the option to manage some of their own IT, Anderson said.

“Part of the problem in getting to a true as-a-service model, as a utility, is that most customers still want some form of co-management. They don’t want somebody to just do everything for them and they have no visibility into it. They want a portal where they can see how things are going, maybe touch a few things. So, this idea of co-management, I think, is going to be really important for network as a service,” he said.

[Related: Cisco’s X Factor: How Chuck Robbins Is Taking Partners Into The Future ]

WWT is seeing this prerequisite across the board — not just in networking, but also in the collaboration space. The firm is seeing more RFPs with a requirement for managed services. “That allows the partner to add an additional layer of value to it so it’s not just a resell lead, it’s [giving] the partner some skin in the game long term,” said Joe Berger, area vice president of Digital Experiences for WWT.

Cisco Channel Chief Oliver Tuszik told CRN in an interview that the company is focused on enabling customers to buy and consume the Cisco portfolio in an as a service motion if that’s how they’d like to buy, and for more partners to sell in an as a service model.

“Our strategy must be that we allow our customers, wherever they are in the world, to buy whatever Cisco has in his portfolio in an as a service or managed motion,” Tuszik said.

But the as-a-service effort goes beyond products. It’s about building out Cisco’s Provider partner role the company introduced in 2021 within its Global Partner Program, he said, a role built with the MSP partner in mind and recognizes partners based on their investment in managed services and as-a-service solutions. As the managed services business has taken off, Cisco has since upped its investments in Provider partners with predictable pricing, deal registration for managed services, more flexible consumption options, dedicated investment and business development funds, technical support enablement, and co-marketing, the company said.

Cisco is also building more modular programs and new incentive schemes, Tuszik said. “We are incentivizing our people to sell partner-managed services,” he told CRN. “We’re paying our sales team more if they sell a partner-managed service — 50 percent more,” he added.

At Partner Summit 2022, the tech giant revealed it had tripled the number of staff working on service creation motions with partners, as well as a 1.5x payout multiplier to support the growth of partner-managed SD-WAN, Secure Access Service Edge (SASE), and full-stack observability offers.

Companies like HPE and Cisco are turning to partners during this time of resource constraints and talent shortages to learn more about what the channel can offer by way of managed services and what they can take off the vendors’ hands. Customers are looking for “cloud-like” IT experiences that are more automated and that also encompass on-premises tech environments for customers grappling with requirements that prevent them from going all-in on cloud, like data sovereignty. There’s where Cisco Plus fits in, said CJ Metz, vice president of Modern Infrastructure for Irvine, Calif.-based Cisco Gold Partner Trace3.

Trace3 also partners with HPE. Metz said that the major differentiator for HPE GreenLake has been in how the company shifted its entire focus to support its as a service strategy, including executive compensation, sales compensation and the support structures that underpin it. “[HPE] just has had more time to take more risks, to learn the hard lessons,” he said.

Cisco, he added, has been forthcoming to partners about its need to catch up. “Cisco’s got some ground to cover, but it’s really about the long game. While you can argue they are late to market, we believe that they’re going to be able to learn from the lessons of all their competitors and come out with even stronger products.”

For Cisco’s part in becoming more operationally ready for XaaS, Robbins told analysts: “I think over the next 6 to 12 months, you’ll see a lot of progress on this front.”

In the meantime, Cisco already has many as-a-service offers on the market today by way of their channel partners, the CEO added.

“We’ve got stuff going in the cloud marketplaces that we didn’t have before, we’ve got partners delivering as a service today and we’ve got the SASE [Cisco Plus Secure Connect Now] offer out there,” Robbins said. “There’s a few things we need to do, but there’s an awful lot offers that are out there today for customers.”

Cisco doesn’t specifically break out revenue related to its Cisco Plus strategy, but the company’s most accurate fiscal quarter that ended Oct. 29 saw software subscription revenue climb 11 percent year over year.  

Gina Narcisi

Gina Narcisi is a senior editor covering the networking and telecom markets for CRN.com. Prior to joining CRN, she covered the networking, unified communications and cloud space for TechTarget. She can be reached at gnarcisi@thechannelcompany.com.

Wed, 30 Nov 2022 08:56:00 -0600 en text/html https://www.crn.com/news/networking/cisco-s-chuck-robbins-on-xaas-we-realized-we-weren-t-as-operationally-ready-
Killexams : Cisco updates SD-WAN to simplify provisioning, management

Cisco is set to unveil a new edition of its SD-WAN software that will extend the system’s reach and include new management capabilities.

Among the most significant enhancements to Cisco SD-WAN release 17.10, expected in December, is the ability to use Cisco SD-WAN Multi Region Fabric (MRF) support with existing Software Defined Cloud Interconnect (SDCI) systems to significantly expand the reach and control of the SD-WAN environment. 

MRF lets customers divide their SD-WAN environments into multiple regional networks that operate distinctly from one another, along with a central core-region network for managing inter-regional traffic, according to Cisco. 

SDCI technology is used to link enterprise resources to a variety of cloud, network, and internet service providers. Cisco customers could use SDCI with their SD-WAN deployments in the past but not MRF.

By combining the two technologies and using the Cloud OnRamp Multicloud Interconnect Gateway in Cisco SD-WAN software, customers can now set network, configuration and security policies across a wide variety of locations from a central site. Cisco’s SD-WAN Cloud OnRamp links branch offices or individual remote users to cloud applications such as Cisco’s Webex, Microsoft 365, AWS, Google, Oracle, Salesforce and more.

Customers can now assign regions and roles to SD-WAN edges deployed within SDCI infrastructure, and they can segment MRF regions into multiple sub-regions and share border routers between these sub-regions, allowing for better redundancy and failover-centric network designs, according to John Joyal, senior manager, product and solutions marketing with Cisco's enterprise SD-WAN and routing group. (Joyal wrote a blog about Cisco's SD-WAN MRF enhancements.)

Copyright © 2022 IDG Communications, Inc.

Mon, 05 Dec 2022 12:57:00 -0600 en text/html https://www.networkworld.com/article/3681657/cisco-updates-sd-wan-to-simplify-provisioning-management.html
Killexams : CES preview: Tech world prepares to convene in Vegas for annual trade show

The CES trade show symbolically kicks off the new year for tech, providing a blueprint for what to expect over the next 12 months and beyond.

The 2023 event, however, may be defined by what has happened in the months leading up to it: A spate of layoffs, hiring freezes, consolidation of real estate and all-around hand wringing in Silicon Valley and beyond. Oh, and the threat of an antitrust vote (or two) around the time of the conference, which runs Jan. 5-8 in Las Vegas.

With the annual extravaganza less than a month away, CES organizers have set a goal of 100,000 attendees, compared with 44,000 a year ago, and they are planning for 2.1 million net square feet of floor space, compared with 1.3 million last year. [Prepandemic, show attendance was in the range of 150,000 to 182,000.]

The confirmed companies participating include: Facebook parent company Meta Platforms Inc. Advanced Micro Devices Inc.  Intel Corp. General Motors Co.  Microsoft Corp. Amazon.com Inc. Alphabet Inc.’s   Google with a big outdoor facility, Qualcomm Inc.  Samsung Electronics Co. Ltd. Verizon Communications Inc. Nvidia Corp. Cisco Systems Inc. Adobe Inc. Delta Air Lines Inc. TikTok and Roku Inc.

“Major companies want the physical connection. They want deeper discussions over a coffee or a meal. They are seeking serendipity,” Gary Shapiro, chief executive of the Consumer Technology Association, which runs CES, told MarketWatch.

“It is a good place to kick off the year, because a lot of our customers, like LG Electronics AMD and BMW, are there,” said Walt Hearn, vice president of worldwide sales and customer excellence at Ansys Inc. a simulation-engineering company with a market cap of $21 billion. Hearn has made a point of attending CES every year, even during the pandemic.

What brings Hearn and others to CES is a glimpse of the immediate future — in this case, around the themes of the metaverse, sustainability, digital health, electric vehicles and autonomous vehicles.

The metaverse holds the most tantalizing possibilities — Meta, Apple, Microsoft and nearly every other tech company all have designs on the market — though it has been fraught with delays because the technology is pricey and the experience difficult to explain.

“If you ask five people about metaverse, you get six definitions,” Todd Richmond, an analyst at the professional engineers association IEEE, told MarketWatch. “It is a platform for ways to communicate, but what is changing are the on-ramps to it. I was at CES in 2016 and we were talking about it being the breakthrough year for VR [virtual reality]. It wasn’t. Will 2023 be that year? Probably not.”

Still, global spending on augmented reality and virtual reality is expected to reach $13.8 billion this year and $50.9 billion by 2026, according to market researcher IDC. 

Tech’s year(s) of living dangerously?

Layoffs, CEO firings and looming antitrust legislation could make 2023 among the most unpredictable and treacherous years for tech. Historians go back to the dot-com implosion of the early 2000s for a comparable stretch of chaos and uncertainty.

“We’ve gone from overstaffing and growth at all costs to a mindset now where cash conservation is king,” Andy Stinnes, general partner at venture-capital firm Cloud Apps Capital Partners, told MarketWatch. “We came off this crazy cycle and now are shifting hard to caution for the next year to 18 months. Funds are sitting on dry powder, with public markets down 50% and IPOs dead.

“We are in a new cycle, just as we were in 2000 and 2008,” Stinnes added. “Now is a good time to make investments [that] are investor-friendly and not founder-friendly. We essentially sat out in 2021. Now we are active.”

Silicon Valley is currently being roiled by the precarious status of Twitter Inc. under its combustible new leader, Elon Musk. Meanwhile, Meta is slashing 11,000 jobs as its grandiose plans for the metaverse appear to be at least a year or two away. HP Inc. Cisco and DoorDash Inc. are also among the tech players shedding thousands of jobs. The CEO tenures of Amazon.com Inc.’s Andy Jassy and HP’s Enrique Lores seem shaky after Walt Disney Co. jettisoned Bob Chapek only two years after he was promoted to the company’s top spot, and Salesforce Inc. co-CEO Bret Taylor is departing after a little over a year in the job. And the acceleration of layoffs and real-estate consolidation at Meta and HP has renewed tensions between employees who want to continue to work from home and employers who want them onsite.

It is hard to gauge the influence of CES — or any tech show, for that matter — at a time when COVID is still a threat and the economy is unpredictable, according to executives who plan to attend next month.

While some may question the need for old-fashioned face time in Las Vegas in an era of Zoom meetings and streaming seminars, the four-day gathering still generates excitement among international companies looking for exposure in the U.S., extensive media coverage and deals.

“It is a time of big change,” Cullen Jennings, chief technology officer of security and collaboration at Cisco, who last attended CES in 2020, told MarketWatch. Cisco plans to show Webex Hologram with Magic Leap 2 headsets.

“It is always useful to see products demonstrated in person,” Jennings said. “It takes a lot of time and energy to attend a show, especially one as big as CES. The work-from-home principle also applies to trade shows: There are certain things people can do remotely, or in person.”

The legislative front offers no relief, despite Republicans winning the House in the midterm elections. With the Democrats maintaining control of the Senate, White House officials insist antitrust legislation to rein in the likes of Apple, Google and Amazon remains a priority during the lame-duck session.

“We are very committed to moving ambitious tech antitrust legislation,” White House Press Secretary Karine Jean-Pierre said during a press briefing in November. There is “no reason why Congress can’t act before the end of the year,” she said.

The Federal Trade Commission also continues to turn up the heat on mega-tech acquisitions. Last month, Politico reported that the agency was likely to file an antitrust lawsuit to block Microsoft Corp.’s $69 billion of Activision Blizzard Inc. The FTC, under chair Lina Khan, is locked in a legal skirmish to block Meta’s purchase of virtual-reality fitness startup Within.

A court date in that case is expected this month in San Jose, Calif.

Perhaps no one knows the ups and downs of the annual tech show in Las Vegas better than Tim Bajarin, president of Creative Strategies Inc. The tech consultant and analyst has attended 47 variations of the January show, stretching back to 1975. He’ll be in Vegas next month.

“The show is realistic about any tough times ahead but is always forward-looking,” Bajarin told MarketWatch. “Yes, tech is facing a couple of tough years, but history has shown that it eventually rebounds, and companies need to be ready for when it does.

“I expect the show to still be upbeat and looking forward even knowing that the next few years in tech will be difficult,” he added. “Its optimistic outlook is what makes this show interesting even in bad times.”

Tue, 06 Dec 2022 04:53:00 -0600 en-US text/html https://www.msn.com/en-us/money/other/ces-preview-tech-world-prepares-to-convene-in-vegas-for-annual-trade-show/ar-AA14YOnB
Killexams : Cisco Announces December 2022 Events with the Financial Community

SAN JOSE, Calif., Nov. 29, 2022 /PRNewswire/ -- Cisco today announced that it will participate in the following conferences with the financial community during the month of December. These sessions will be webcast.  Interested parties can view these events on Cisco's Investor Relations website at investor.cisco.com.

Cisco Logo (PRNewsfoto/Cisco)

Raymond James Technology Investors Conference
December 6, 2022
6:45 a.m. PT / 9:45 a.m. ET
Kip Compton, SVP, Strategy & Business Development, Cisco Networking

Barclays Global Technology, Media and Telecommunications Conference
December 7, 2022
12:10 p.m. PT / 3:10 p.m. ET
Bill Gartner, SVP and General Manager, Optical Systems and Optics Group

About Cisco

Cisco (NASDAQ: CSCO) is the worldwide leader in technology that powers the Internet. Cisco inspires new possibilities by reimagining your applications, securing your data, transforming your infrastructure, and empowering your teams for a global and inclusive future. Discover more on The Newsroom and follow us on Twitter.

Cisco and the Cisco logo are trademarks or registered trademarks of Cisco and/or its affiliates in the U.S. and other countries. A listing of Cisco's trademarks can be found at www.cisco.com/go/trademarks. Third-party trademarks mentioned are the property of their respective owners. The use of the word partner does not imply a partnership relationship between Cisco and any other company.

Investor Relations Contact: Press Contact:
Marty Palka Robyn Blum
Cisco                           Cisco
408-526-6635 (408) 853-9848
mpalka@cisco.com rojenkin@cisco.com

 

Cision View original content to download multimedia:https://www.prnewswire.com/news-releases/cisco-announces-december-2022-events-with-the-financial-community-301686516.html

SOURCE Cisco Systems, Inc.

Mon, 28 Nov 2022 23:14:00 -0600 en text/html https://markets.businessinsider.com/news/stocks/cisco-announces-december-2022-events-with-the-financial-community-1031941965
Killexams : Cisco Network Engineer

Job purpose:
As a Network Security Engineer, you’ll be responsible for the design and implementation of client solutions. This role requires experience in networking technologies such as Cisco, FortiGate or AWS product suite; Network Penetration Testing; Computer Forensics; Social Engineering & ITIL processes along with strong scripting skills including Python and Bash programming languages will be an advantage for this position.
Requirements:

  • Interfaces with corporate executives to train and educate
  • Oversee the implementation of complex IT security plans.
  • Provide test automation and technical support for a network or a virtual private network.
  • Perform Firewalls and other network tools.
  • Provide system documentation and diagrams as well as maintenance documentation.
  • Implement change management procedures that accommodate system architecture changes.
  • Identify and document undocumented areas of a network to develop a network diagram.
  • Evaluate current IT resources and technology resources develops and maintains security policy by identifying and evaluating threats to the organization’s information assets
  • Ensures that the systems and networks of the organization are secure and operational.
  • Uses threat modeling techniques and threat intelligence to develop and maintain a network-based risk assessment tool.
  • Analyzes and detects risks and vulnerabilities associated with new technologies, processes, and applications.
  • Identifies and investigates risk and vulnerability issues and develops and implements solutions to resolve them.
  • Assists in developing and maintaining standards and procedures.
  • Performs security audit and penetration testing activities to evaluate security safeguards and identify ways to Improve security posture.
  • Provides network security, network penetration testing, and traffic analysis services to large commercial organizations
  • Conducts comprehensive investigations and audits, performs all necessary forensics procedures, and responds to client requests for information.
  • Reviews client network policies, policies, and security documents, and recommends changes or alterations.
  • Experience with deploying network systems.
  • Experience with security principles and principles of design.
  • Excellent customer service skills.
  • Ability to work independently with minimal supervision.

Qualifications:

  • Must have the ability to build secure networks for enterprise applications; to maintain security
  • configurations: and troubleshoot problems related to network configuration.
  • Experience with network security and incident response preferred.
  • CCNP Enterprise
  • CCIE Enterprise or Wireless
  • NSE5 NSE6 and NSE7 will be an advantage
  • ITILv4

Desired Skills:

  • Networking Knowledege
  • Analytical abilities
  • Adaptive
  • CCNP
  • ITILv4
  • NSE5
  • NSE7

Learn more/Apply for this position

Mon, 28 Nov 2022 10:00:00 -0600 en-US text/html https://it-online.co.za/2022/11/29/cisco-network-engineer-5/
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