Technology Integration’s Human Side

For the tech integration experts of Telaid Industries, Inc., people power drives results

“At its core, information security has always been about protecting data: understanding what data exists, where it resides, who has access to it, and how it is shared. AI has simply brought renewed focus and urgency to those principles,” according to Jeffrey Egel. “Security still begins and ends with the end user. AI is an amplifier — not a replacement — for strong foundational security practices.”

As Director of Information Security and Compliance for Telaid Industries, Inc., Egel is no stranger to the unique challenges of effective technology integration. With a 40-year history of serving enterprises facing complex integrations in a variety of sectors, including retail, QSR, financial services and logistics, Telaid is a technology-agnostic single provider of rapid deployments, cradle-to-grave technology solutions, wireless and physical security.

Egel oversees the majority of Telaid’s internal IT operations, with a particular focus on protecting both corporate and customer data. “Beyond technical safeguards, my role also involves governance, policy development, vendor oversight, and cultivating a security-first culture across the organization. Ultimately, my responsibility is to ensure that Telaid operates securely, ethically, and in a way that preserves the trust our customers place in us,” he recently told Reboot.

As enterprises embrace AI, their security priorities are intensifying. AI tools are introducing new vectors for data exposure, particularly when users interact with external AI platforms or integrate AI into workflows. In Egel’s view, organizations need to be more deliberate about data governance, third-party risk, and acceptable use policies. “AI is accelerating both sides of the equation,” he noted. Threat actors are leveraging AI to enhance phishing, social engineering, and automation, while defenders are using AI-driven analytics to improve detection and response.”

As the security tooling landscape evolves, it’s rare to find true “one-size-fits-all” solutions. Egel recommended evaluating tools not only for feature sets, but for scalability, integration capability, vendor responsiveness, and alignment with risk priorities.

Cultivating strong people and partnerships

When a partner or solution isn’t meeting an organization’s needs, making changes can be daunting and slow progress. The decision-making process should be timely and strategic rather than prolonged and reactive, and having a Security Operations Center (SOC), whether internal or outsourced, provides critical real-time monitoring and incident response capabilities.

“We partner with Ancero to ensure 24/7 monitoring and rapid response without the overhead of building and staffing a full internal SOC,” he said. Maintaining visibility into cloud environments is essential as well. “We leverage Garrison Pro to help monitor and interpret changes within our cloud ecosystem so that my team does not need to constantly dissect extensive release notes. Strong partnerships allow us to stay informed and proactive without overextending internal resources.”

“Equally important is secure software development. We partner with TQStarling in our software development organization, and we view secure development practices as a core component of our overall security rigor. Building security into the development life cycle — rather than treating it as an afterthought — ensures that the tools and platforms we rely on are resilient, well-governed, and aligned with our broader risk management strategy.”

Successful vendor relationships are built on clarity, accountability, and honest dialogue. “It’s critical to understand your partners’ strengths and limitations. No vendor is perfect, but alignment of expectations is key,” he said. “You must also be willing to have difficult conversations when performance does not meet standards.”

In difficult circumstances, professionalism matters. “If a partnership needs to end, it should be handled in a way that preserves respect and future opportunities. The security landscape evolves, and a vendor that may not be the right fit today could be ideal tomorrow.” It’s possible – and a good idea – to maintain long-term relationships while making the best decisions for the business.

Egel stressed that people are at the core of Telaid’s security foundation, but as we know, end users can either be an org’s strongest defense or its greatest vulnerability. The difference, he pointed out, lies in trust, education, and culture. “We focus on keeping our users informed, trained, and empowered. When employees understand that they are the first line of defense — the proverbial ‘canary in the coal mine’ — they are more likely to report suspicious activity early. Just as importantly, we foster a culture where reporting a mistake is encouraged, not punished.”

The moment users fear repercussions, they stop reporting issues, and that silence is far more dangerous than the original error. “When trust erodes, users may bypass controls, ignore policies, or disengage from training,” he said. “By maintaining open communication and psychological safety, we transform users into active participants in security rather than passive risks.”

Egel’s risk posture strategy centers on three pillars: training, overcommunication, and empowerment. “We provide regular, practical training that focuses on real-world threats rather than abstract theory. We reinforce key processes through frequent reminders and targeted communications. Most importantly, we make reporting easy and accessible. If someone encounters a suspicious email or potential issue, a simple and immediate way to report concerns is vital.

Threat actors continuously evolve, and defensive strategies must evolve alongside them. Change management is challenging in any organization, but in security it’s unavoidable. The secret to minimizing resistance is transparency and involvement. “By keeping leadership informed and communicating directly with impacted teams, we create a sense of shared ownership. When employees understand the ‘why’ behind a change — especially if it is tied to a tangible threat — they are far more likely to support it,” he affirmed.

“While resistance can occur, it is often rooted in misunderstanding or fatigue rather than apathy. Building trust over time significantly reduces pushback. If you have established credibility and consistently demonstrated thoughtful decision-making, employees are more willing to adapt when changes are necessary.”

In change management, strong communication skills are paramount. While technical knowledge is essential, the ability to translate complex risks into clear, actionable language for executives and frontline employees is what determines success. An effective security leader must communicate upward to leadership, laterally across departments, and downward to operational teams. Without that, even the most technically sound initiative will struggle to gain traction.

Egel added, “Adaptability, critical thinking, and a balanced perspective on emerging technologies like AI are essential. AI is neither a cure-all nor an existential threat — it is a tool that must be understood, governed, and integrated responsibly.

“The greatest success has come from maintaining open communication, reserving judgment until all facts are known, and approaching security as a collaborative effort rather than a mandate,” he concluded. “Security done well enables the business. It does not hinder it.”