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Homeland Defense- National Security-Fiber Optic Security Systems- Defense Department Security Systems-Fiber Optic Intrusion Prevention Systems-Opterna Fiber Sentinel System-Fiber Sentinel

American Tech Supply, a registered CCR contracting supply company has teamed up with Opterna, Century, Alcoa, Commscope, Draka USA, Telco and several other leading fiber optic equipment manufacturers to offer our national defense fiber optic security systems including any defense department or government entity a fiber optic intrusion prevention system called the Fiber Sentinel that will help prevent hackers or malicious intruders to break into our national defense using fiber optic technologies. The Fiber Sentinel will help prevent hackers or any malicious intruder to break into our national defense using fiber optic technologies. It can be shown that an intruder can easily tap a fiber without being detected.Readily available network test gear enables the non-invasive tapping and monitoring of fiber optic data streams. Opterna's breakthrough FiberSentinel System,with its exclusive WaveSense intrusion prevention technology, provides continuous, real-time monitoring of a fiber connection, detects any physical intrusions, and instantly eliminates the intrusion by shutting down the transmission. Automatic optical bypass switching simultaneously diverts data to an alternate fiber path.

After detecting the intrusion, Fiber Sentinel denies access to the intruder, simultaneously re-routes legitimate traffic to a backup fiber path and then notifies the network operator of the intrusion. The system, which has no known competitor, provides continuous, real-time monitoring of the network connections without any disruption of the data stream, said Cohen. Fiber Sentinel identifies such intrusions as Trojan Horses, worms, denial-of-service attacks and other hacking attempts, he said. “The system shuts down the hacker’s path in milliseconds.”

The company recently completed a proof-of-concept study for the Fiber Sentinel system, and has had favorable reviews from the military users, Cohen said. “Our target markets are embassies, financial services communities, air traffic controllers, the Defense Department, Border Patrol and the White House Communication Agency.” Other potential customers are companies concerned about industrial espionage, he said.

 

Opterna Fiber Optic Product Links

The Fiber Sentinel Offers:
  • Continuous, real-time, protocol independent monitoring of a fiber optic
        network connection without any disruption of the data stream
  • Opterna's exclusive WaveSenseTM intrusion prevention technology is
        based on advanced artificial intelligence techniques
  • WaveSense technology automatically
  •          o  Detects intrusions,
             o  Instantly shuts down the intrusion,
             o  Simultaneously re-routes traffic to a backup fiber path, and
             o  Notifies the user via SNMP network management
  • WaveSense technology automatically identifies, differentiates, and
        characterizes eight distinct optical event types
  •          o  Notifies the user via SNMP network management
  • Flexible, scalable, stackable architecture
  • Info-Tech Industry Targets Diverse Threats
    Fears of network vulnerability fuel market for improved security systems
    by Elizabeth Book

    Compliments of National Defense Magazine

    Emerging technologies in the communications and electronics sector should be exploited to fight the war on terrorism, said U.S. officials.

    “We need to use all instruments of national power,” said Air Force Gen. Richard B. Myers, chairman of the Joint Chiefs of Staff. At a conference of the Armed Forces Communications and Electronics Association, Myers explained that as the United States’ means of acquiring information increases, so does its intelligence.

    “We hear from some law enforcement official in London, who has seen something, or someone makes an arrest in Morocco. Pretty soon you start to piece this together and connect the dots, and you can take action against financial networks, against the leadership, or take actions to disrupt the weapons flow,” he said. Myers explained that it is currently an arduous process to “put it all together,” but with new capabilities and technologies, “we can make the cycle go much faster,” he said.

    “If you think it’s true that this is the most important thing those of us in uniform have ever done … then we also have got to expect to make some sacrifices,” and work harder to thwart another attack, he said.

    Shoring up technology in the areas of fiber optics, computer programs, biometrics and network-centric warfare improvements, companies are working to market new products to the Defense Department and U.S. allies.

    News reports about al Qaeda’s attempts to launch cyber-attacks are likely to spur business opportunities for the network-security industry. Opterna, a Quakertown, Pa.-based company that manufactures fiber optic network equipment, has developed a new technology that can prevent an intrusion based on the hacker’s attempt to log onto the network from the fiber optic line, before the intruder even reaches the network. Opterna’s Fiber Sentinel system uses artificial intelligence and optical digital signature recognition to monitor fiber connections, and can detect and deal with intrusions, said Michael Cohen, vice president of Global Marketing for Opterna.

    “We have seen a tremendous upsurge in interest among government and military customers for a system that can eliminate their fiber optic network vulnerabilities,” said Bret Matz, Opterna’s president.

    After detecting the intrusion, Fiber Sentinel denies access to the intruder, simultaneously re-routes legitimate traffic to a backup fiber path and then notifies the network operator of the intrusion. The system, which has no known competitor, provides continuous, real-time monitoring of the network connections without any disruption of the data stream, said Cohen. Fiber Sentinel identifies such intrusions as Trojan Horses, worms, denial-of-service attacks and other hacking attempts, he said. “The system shuts down the hacker’s path in milliseconds.”

    The company recently completed a proof-of-concept study for the Fiber Sentinel system, and has had favorable reviews from the military users, Cohen said. “Our target markets are embassies, financial services communities, air traffic controllers, the Defense Department, Border Patrol and the White House Communication Agency.” Other potential customers are companies concerned about industrial espionage, he said.

    Denial-of-Service Attacks

    Denial-of-service attacks on computer networks can result in a complete network shutdown, which can cost companies a lot of money and time. “In the national defense business, you’ve got people in the battlefield,” said Ted Julian, chief strategist and co-founder of Arbor Networks, a two-year-old small business based in Lexington, Mass.

    “A few minutes of them having no information is completely unacceptable. It’s literally a life or death scenario,” he said.

    Arbor Networks is commercializing a program whose underlying technology was developed at the University of Michigan, with funding from the Defense Advanced Research Projects Agency. The company’s flagship product, Peakflow, helps detect, trace and filter denial of service attacks. Usually, once a denial-of-service attack occurs, network operators need to be on hand to get the system back up.

    Denial-of-service attacks are not difficult to detect. “If there’s one thing nice about a denial of service attack, it’s that it’s not subtle, it’s like a freight train crashing through your network,” said Julian.

    Peakflow proactively monitors for distributed threats within the network, and responds with focused, rapid resolution of attacks. Network engineers can direct the program to shut down attack traffic, without blocking legitimate traffic, said David Olverson, an Arbor Networks senior product engineer.

    “Given the dynamic nature of denial-of-service attacks, we sought an anomaly-based solution that would enable us to proactively detect and respond to both known and previously unseen threats,” said Girish Pathak, vice president and chief technology officer for a Canadian communications company called Telus. Telus chose Peakflow “for its scalable, non-intrusive architecture,” he said.

    Julian explained that it’s easy to launch a denial of service attack.

    “There are thousands of sites on the net that have point and click tools to teach you how to launch a denial of service attack. The level of sophistication required to launch these is minimal,” he said. “Peakflow filters information closer to the source. It automates detection, tracing and filtering so that it goes from taking a day or so to a minute or two.”

    Anti-virus systems are usually signature-based, Julian said. Programs usually look for signatures to defend against attacks. “Peakflow uses algorithms to flag when things aren’t normal and to tell you exactly how they’re not normal,” he said.

    One other technology that is gaining attention in the security business is biometrics.

    Biometrics technologies are based on the notion that measurable physical characteristics or personal behavior traits can be used to recognize the identity or verify the claimed identity of an individual. Examples include speaker verification, iris scans, fingerprints, hand geometry and facial recognition.

    In 2000, the Defense Department designated the Army as the executive agent for developing and implementing biometrics technology. The Biometrics Management Office currently is testing technologies for potential adoption.

    Firms such as Biodentity, based in Ottawa, Canada, are in the process of developing facial-recognition software. It recently secured a $7 million deal with Germany to install a face-recognition security system. The Defense Department Biometrics Management Office has yet to purchase any systems, but is evaluating new technologies at the Biometrics Fusion Center, based in Bridgeport, W. Va.

    “The BMO is directed by Congress to lead, consolidate and coordinate the development, adoption and institutionalization of biometric technologies throughout DOD,” said Linda Dean, director of the Army’s C4 Enabling Technologies Directorate.


    Network-Centric Warfare

    Protecting information is a top priority for military agencies and units in the field, officials said. “We are beginning to connect data in ways we couldn’t do before,” said Air Force Maj. Gen. Charlie Croom, vice director for C4I systems on the Joint Staff.

    The soldier fighting in the mud is a sensor, and there is information that he sees that others need to know, Croom said. “With network-centric warfare, we think like a street gang, swarm like a soccer team, and communicate like a Wal-Mart.”

    “We are enabling our war fighter through actionable information,” tying together logistics, intelligence and C4ISR, said Army Maj. Gen. Steve Boutelle, director of information operations, networks and space at Army headquarters. “We need to marry up ground-based terrestrial infrastructure with air-breathers, to only give the warfighter information that is actionable,” he said.

    Security remains a problem, even when dealing with allies, said Rick Rosenberg, program executive for the Navy-Marine Corps Intranet. “We don’t yet have the technology to fully connect an ally and still protect our secrets. We fight wars with our allies; obviously, we’d like to see them on our networks. But there is some information on our networks that we don’t want them to see. So we do it through a family of guarding solutions,” he said.

    Article Sept. 2002 Lee Evey: The Man And His Mission - By John Parkinson

    As the Pentagon renovation manager, Lee Evey is not only the man responsible for overseeing the Phoenix Project-restoring the area damaged in last September's attacks-but he is also supervising the long-term renovation of one of the largest-and arguably the most famous-buildings in the United States.

    This seasoned Vietnam veteran is a long time government worker who reports directly to Deputy Secretary of Defense Paul Wolfowitz. Evey was supervising construction crews at the building for more than two years when last year's attacks occurred, on 9/11. When the aircraft hit the Pentagon, the first portion of the original project (and site of the plane's impact) was only five days away from completion.

    In a proactive effort, this section otherwise known as Wedge 1, was already renovated with steel-reinforced beams, blast resistant windows, and a geo-technical material similar to bullet-proof Kevlar cloth-designed to catch debris from an explosion. This was the only area of the entire building that had such safety measures installed at that time. These measures may have been instrumental in saving lives.

    TFM sat down with Evey at the CSI Show in Las Vegas last June to discuss the progression of the Phoenix Project, the remainder of the renovation, and the lessons learned from the experience.

    TFM: What advice can you impart to facility professionals from your overall experience with the Pentagon renovation?
    LE: The Pentagon renovation has gotten a lot of notoriety as a result of 9/11. The unsung heroes of the building are the unsung heroes before 9/11. I'm talking about the guys who managed to keep that 60 year-old building-that has never been properly maintained-operating every week.

    It's a miracle that they could keep that building running as well as it does. They were doing it before the attacks. I must recognize the people in the building's operation command center-those aren't my people; those are the facilities management people.

    TFM: With a building that was not code compliant, lacked the necessary records, and was filled with dangerous building materials, what presented the greatest challenge before the attacks?
    LE: I would say the lack of records. There was no accurate record regarding information of telecommunications and cable. We are always digging something up, so it has become a whole house of horrors.

    TFM: While the renovation is still many years away from completion, what are some of the advantages Pentagon facility professionals can enjoy in the interim?
    LE: Facilities people can sit in the building operations control center, look at every thermostat, see the energy monitoring control system, and tell the temperature of each room. A facility manager can go to the utility areas and look at each component downstream to try and figure out what the problem is; he or she can observe if any problems are developing. A button can be punched, and graphs of the temperature over the last 24 hours can be illustrated. It can also be set to alarm automatically if things are out of line.

    TFM: According to the renovation Web site, the Pentagon will be upholding sustainable design principles. Can you explain what these concepts are and why you came to the decision to implement them?
    LE: The contractor came to us and said we could get a LEED certification. Our collective response was, "huh?" No one ever heard of such a thing, so we didn't know what it was. After he explained it to us, we hired a specialist. LEED is leadership in energy and environmental design and there are categories. There is a plain standard which we call bronze, and there are also silver, gold, and platinum levels. We have a goal of getting at least a silver for the entire renovation. It's a pretty aggressive goal for a renovation. In the Pentagon's physical fitness area, our goal is to get a gold.

    TFM: Can you describe what it felt like to see the Pentagon in person, for the first time after the attack?
    LE: It was a shock. Everyone has seen pictures of the outer wall. Naturally, it was shocking to see on the front page of the newspaper and on television. But believe me, as shocking as those things were, they didn't come anywhere close to the visceral response I got when I saw it myself. It's a big, big building. When I saw that amount of damage, it's a real emotional response. It is so much bigger than life, it's hard to comprehend this is real and it this actually happened.

    TFM: Can you provide additional details about the safety measures in place in Wedge 1 that helped prevent more casualties in the attack?
    LE: The preventive measures that had the most direct and most immediate benefits were the steel, the blast resistant windows, and the ballistic cloth; those things helped prevent the building from collapsing. It helped the building remain standing for 35 critical minutes, so people could escape. Had the building collapsed immediately, the casualties would have been much higher.

    When I say this I know it; 2,600 people were in the immediate area when that plane hit, and we had 125 casualties. It is unfortunate that we had 125 casualties, but the building did a remarkable job of protecting people.

    Those measures made a big difference. Then you have other things that were less immediate but no less important. The sprinkler systems worked fabulously; the smoke doors worked great.

    TFM: The Phoenix Project can be seen as a short rebuilding project wrapped inside a long-term renovation. Have there been important lessons obtained from the project?
    LE: We tried to interview every person close to the impact-to the point of speaking to people in the hospital-and over and over again, people said they couldn't see, they were disoriented.

    We went back and looked at exit lights and retraced peoples' routes out of the building. If there was an exit light there, why didn't they see? We went to that group and said, "Would you be willing to serve in an experiment?" They responded, "We'll do it in a second." We turned off the lights and people tried to find their way out. They got down on their hands and knees and crawled out of their work spaces. They knew how important it was. As a result, we got a lot of good feedback.

    TFM: The Phoenix Project is said to be more than $200 million below cost and is planning to finish before its deadline. How have you been able to achieve this?
    LE: It's teamwork. Before 9/11, we could go to a contractor and say to him, "We really want you to change how you behave and how you operate; I want you to become more efficient and more effective. I want you to meet all these requirements to work with us, but I'm not going to change. That doesn't work. Before they can change, you have to change. So, first we went about changing ourselves. We organized ourselves and brought ourselves together.

    I don't have just one big design, engineer, and construction group. I have everything individually based geographically in smaller groups, because I have people that are responsible for a geographic area. In their area, they have a design team, architects, and engineers. When they have a meeting and they have to solve a problem, they are all there and they are part of the team.

    TFM: While there is an obvious need to protect a building such as the Pentagon, do you think building owners and facility executives in existing skyscrapers or high profile buildings need to take considerable measures such as renovation, in order to protect their buildings and the people who use them?
    LE: Clearly, the Pentagon, because of its character and its probable stance as a target, we need to do things to protect that building. However, that's the kind of analysis that needs to be done on a case by case basis. I can't speak for others. Building owners have to look at their circumstances and make smart judgements based on what their situations are. You can't make buildings impervious to airplanes crashing into them.

    TFM: In rebuilding both the Pentagon and a building or buildings on the World Trade Center site, what do these actions mean to Americans?
    LE: I can't comment on the World Trade Center; I have never even been there. I can only talk about the Pentagon. The building has been so historic in so many ways. During the Vietnam war, when people were demonstrating, someone like Abbie Hoffman wanted to levitate the building and make it disappear. Now it's back in favor. The American people have come to respect this icon.

    TFM: What will the completion of the Phoenix Project mean to you?
    LE: Well, it's not important what it means to me; it's important what it means to the American public. And in some way after the events of 9/11, to some degree the Pentagon-and especially the Phoenix Project-has taken on some symbolic importance in the American psyche.

    Our workers represent all ages, sexes, origins, religions; we are a potpourri of people-we are American. The general public sees people on TV that look just like them; and seeing workers doing a remarkable job resonates with the American public. That is the most important aspect of the project.

    -end of article-

     

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