logo
Tenable One platform adds connectors & custom risk dashboards

Tenable One platform adds connectors & custom risk dashboards

Techday NZ22-05-2025
Tenable has announced new enhancements to its Tenable One platform, expanding its exposure management capabilities with the introduction of third-party data connectors and unified, customisable risk dashboards.
The Tenable One platform, powered by Tenable ExposureAI and built upon the Tenable Data Fabric, now allows organisations to consolidate cybersecurity data from both Tenable and external sources. This provides a unified view of assets, exposures, and cyber risk, delivering what the company describes as integrated insights for security teams.
The platform features a growing ecosystem of out-of-the-box connectors. These enable integration with a variety of third-party tools commonly used for endpoint detection and response (EDR), cloud security, vulnerability management, operational technology security, and ticketing systems. With these integrations, security data is unified across different products, allowing for comprehensive risk assessment.
According to Tenable, large organisations often rely on numerous security solutions - an average of 83 different tools, as reported by IBM in January 2025. This leads to fragmented data, operational inefficiencies, and potential blind spots in security coverage. The Tenable One platform aims to address these challenges by consolidating data from both native and external sources into a single contextualised view. This, in turn, supports more informed and business-aligned security decisions.
At the centre of the platform is the Tenable Exposure Data Fabric, a cloud-native architecture that collects, normalises, and connects data from across the security ecosystem. This data is utilised by Tenable ExposureAI, which applies machine learning to highlight toxic risk combinations, identify hidden attack paths, and prioritise mitigations based on their potential impact on business operations.
The platform also introduces unified risk dashboards that are fully customisable to align with specific business roles and priorities. These dashboards aim to reduce the reliance on manual reporting by providing flexible report configurations and advanced visualisation tools. Security teams are able to present insights and communicate risks more efficiently, according to the company.
Steve Vintz, Co-Chief Executive Officer and Chief Financial Officer at Tenable, said: "The cybersecurity market is saturated with point solutions that operate in isolation, slowing security efforts and leaving organisations vulnerable. The power of Tenable One enables organisations to view risks across security tools in context and focus remediation efforts on the exposures that matter most."
These enhancements to the Tenable One platform follow Tenable's acquisition of Vulcan Cyber and further their stated commitment to expanding exposure management capabilities. The company has indicated plans for additional connector integrations in the future, continuing into the second quarter of 2025 and beyond.
Tenable states that the updated platform supports security teams in prioritising risk, responding more quickly to incidents, and reducing cyber risk with greater precision. The customisable dashboards are designed to facilitate communication of risk at various levels within an organisation, aligning cybersecurity efforts with broader business objectives.
The company's approach centres on the principle that consolidating fragmented security data and providing unified risk insights is fundamental to enabling more proactive cybersecurity programmes. The integrations and capabilities introduced with Tenable One are positioned to support organisations of varying sizes and across different sectors, given the prevalence of complex and heterogeneous security environments highlighted by recent surveys and market analyses.
Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Roofbuddy processes NZD $78.7 million as it transforms roofing
Roofbuddy processes NZD $78.7 million as it transforms roofing

Techday NZ

time5 hours ago

  • Techday NZ

Roofbuddy processes NZD $78.7 million as it transforms roofing

Innovation occurs at the intersection of complementary disciplines. Apple entered the market at the intersection of personal computing and design, making the PC sexy and approachable. IBM was the dominant market leader, but until Steve Jobs introduced Apple's iconic design aesthetic, the PC was about as sexy as Bill Gates dancing on stage at the Windows 95 launch - an acquired taste at best. Roofbuddy sits at the intersection of the Trades and Tech and has found this a rewarding and somewhat neglected niche. The first principle that became part of our DNA was to test everything under real-world conditions. To call the system we entered the market with in May 2022, a BETA would be generous, we pushed the envelope for what could be called a minimum viable product and went straight into the market to transact. It was messy, uncomfortable, time-consuming and incredibly manual, but it worked (just). 3 transactions in May, 15 in June and 10 in July - it was like the Wright Brothers prototype; off the ground, and we built the rest while we were in flight. Ukraine's drone industry has transformed from nascent to world-leading in under 3 years. For this very reason, they didn't have the best people, tech, or abundant funding - the advantage they had was real-time battlefield testing. Test in the real world, fail fast, measure results, adapt, iterate and optimise - this is one of our core values we discuss internally as a "culture of continuous improvement". Secondly, money talks AND pays the bills, transacting early generates revenue that fuels growth and covers costs. If you are profitable, the runway is infinite, you retain your autonomy, set terms for investors or eschew them altogether and exist in a healthy 'growth management' mindset. The Eisenhower Matrix, Pareto Principle and Elon's much-touted "First Principles Thinking" all guide the Roofbuddy team to the same conclusion - earning income and remaining profitable is core. It follows that supporting revenue growth has been the tech team's primary prerogative from the outset. We have built more than our fair share of zombie features that didn't commercialise as anticipated - that's healthy attrition. However, if every epic, sprint and ticket is viewed through the lens of increasing revenue or decreasing cost, prioritisation becomes incredibly simple - estimate by magnitude and execute. The Roofbuddy marketplace has been an ambitious, tech-driven reimagining of how roofing transactions are conducted - so far as we know, we are the greatest (only) roofing, sales, tech, price aggregation marketplace in the world. When Uber and Airbnb started growing parabolically, they got significant blowback from market incumbents with entrenched vested interests. We have seen a bit of that ourselves, too and anticipate more. Transcending these 'speed limit' warnings is all about value creation - how is our product and service making the lives of our users easier and better? Roofers can quote a job in 2 minutes instead of 2 hours - that's measurable value created. Customers can get multiple competitive, comparable quotes in 24 hours instead of 24 days - more value. A core function of technology is to systematise and rationalise complex information and distil it down into its functional essence - in Roofbuddy's case, that means answering one question as quickly and accurately as possible: What is the price? The extent to which we have made that easier for our Roofing partners to calculate and our customers to receive and understand; that is the value we have created. True value is immutable; Trademe is not a garage sale. Napoleon's Grand Armée conquered the entire European continent in an administratively led war of self-defence, ostensibly. This revolution in military affairs had nothing to do with better muskets, cannons or ships. It was a revolution of meritocratic management, administration, supply chain, logistics and information flow - doing the boring stuff several orders of magnitude better than competitors was (and still is) the path to total victory. Creating our own proprietary CRM as opposed to grafting our tech stack onto an existing offering was a huge inflection point but dividends abound. It's allowed us unconstrained flexibility and freedom of movement to handle internal and external workflows in a profoundly efficient way. Like the proverbial marble run, our proprietary CRM now serves and automates the information and workflow between customers, roofers and our staff to achieve an unprecedented level of service, accuracy of information and end-to-end workflow management. Roofbuddy's tech excels in the 'boring' details, and it's been a boon for team morale and overall performance. Plugging another of Roofbuddy's values at this point seems inevitable - "esprit de corps"; my penchant for military history foisted on my poor unsuspecting colleagues at every opportunity - and now you too. At Roofbuddy, performance is tangible and measurable across all departments. In 3 years, the Roofbuddy marketplace has served 35,469 unique customer enquiries, delivered 39,325 quotes and processed 3,594 orders totalling $78,707,202.51 in roofing services transacted; we measure innumerable performance metrics that instruct daily discussion and action. Our mature codebase (~2964 commits) sees ~3.3 commits and 1.5 deployments daily, with a robust CI/CD pipeline achieving 100% successful builds, thanks to extensive frontloaded checks. We maintain 71% test coverage, uphold a 99% uptime, and average a 2-minute rollback, ensuring rapid recovery from any issues. New developers land their first meaningful commit within 10 days, reflecting our inclusive, fast-moving culture. Our developers aren't hidden away in caves - they're deeply embedded in real-world problems, working shoulder-to-shoulder with the front line team. From the very start, our engineers are shaped to be product champions, not just coders, ensuring that every line they write solves meaningful challenges. Without a scoreboard, it's just exercise. Roofbuddy enjoys a fantastic culture of high performance and achievement, and I'm proud of the results the team have delivered over the last 3 years - we aspire to be a bright spot of innovation and kiwi dynamism during a bleak and attritional economic period for Aotearoa. We believe we are building unique tripartite, transactional, marketplace technology that can be adapted and utilised in hundreds of different countries and thousands of different industries; Roofbuddy's CTO, Igi Manaloto, just had an involuntary heart palpitation as I wrote that. We have achieved profound product market fit, proof of concept and dramatically altered the transactional dynamics in the Roofing industry - to some incumbents' chagrin. So far, we have greatly improved the level of service and value for money customers can expect from a roofing service provider, that's only been possible with our tech-first approach, and there is much more work to do! Our proprietary tech stack is portable, dynamic and can be deployed into different verticals and horizontals at scale; so we are extremely excited to see how far we can go in New Zealand and abroad over the coming years.

Roofbuddy processes USD $78.7 million as it transforms roofing
Roofbuddy processes USD $78.7 million as it transforms roofing

Techday NZ

time6 hours ago

  • Techday NZ

Roofbuddy processes USD $78.7 million as it transforms roofing

Innovation occurs at the intersection of complementary disciplines. Apple entered the market at the intersection of personal computing and design, making the PC sexy and approachable. IBM was the dominant market leader, but until Steve Jobs introduced Apple's iconic design aesthetic, the PC was about as sexy as Bill Gates dancing on stage at the Windows 95 launch - an acquired taste at best. Roofbuddy sits at the intersection of the Trades and Tech and has found this a rewarding and somewhat neglected niche. The first principle that became part of our DNA was to test everything under real-world conditions. To call the system we entered the market with in May 2022, a BETA would be generous, we pushed the envelope for what could be called a minimum viable product and went straight into the market to transact. It was messy, uncomfortable, time-consuming and incredibly manual, but it worked (just). 3 transactions in May, 15 in June and 10 in July - it was like the Wright Brothers prototype; off the ground, and we built the rest while we were in flight. Ukraine's drone industry has transformed from nascent to world-leading in under 3 years. For this very reason, they didn't have the best people, tech, or abundant funding - the advantage they had was real-time battlefield testing. Test in the real world, fail fast, measure results, adapt, iterate and optimise - this is one of our core values we discuss internally as a "culture of continuous improvement". Secondly, money talks AND pays the bills, transacting early generates revenue that fuels growth and covers costs. If you are profitable, the runway is infinite, you retain your autonomy, set terms for investors or eschew them altogether and exist in a healthy 'growth management' mindset. The Eisenhower Matrix, Pareto Principle and Elon's much-touted "First Principles Thinking" all guide the Roofbuddy team to the same conclusion - earning income and remaining profitable is core. It follows that supporting revenue growth has been the tech team's primary prerogative from the outset. We have built more than our fair share of zombie features that didn't commercialise as anticipated - that's healthy attrition. However, if every epic, sprint and ticket is viewed through the lens of increasing revenue or decreasing cost, prioritisation becomes incredibly simple - estimate by magnitude and execute. The Roofbuddy marketplace has been an ambitious, tech-driven reimagining of how roofing transactions are conducted - so far as we know, we are the greatest (only) roofing, sales, tech, price aggregation marketplace in the world. When Uber and Airbnb started growing parabolically, they got significant blowback from market incumbents with entrenched vested interests. We have seen a bit of that ourselves, too and anticipate more. Transcending these 'speed limit' warnings is all about value creation - how is our product and service making the lives of our users easier and better? Roofers can quote a job in 2 minutes instead of 2 hours - that's measurable value created. Customers can get multiple competitive, comparable quotes in 24 hours instead of 24 days - more value. A core function of technology is to systematise and rationalise complex information and distil it down into its functional essence - in Roofbuddy's case, that means answering one question as quickly and accurately as possible: What is the price? The extent to which we have made that easier for our Roofing partners to calculate and our customers to receive and understand; that is the value we have created. True value is immutable; Trademe is not a garage sale. Napoleon's Grand Armée conquered the entire European continent in an administratively led war of self-defence, ostensibly. This revolution in military affairs had nothing to do with better muskets, cannons or ships. It was a revolution of meritocratic management, administration, supply chain, logistics and information flow - doing the boring stuff several orders of magnitude better than competitors was (and still is) the path to total victory. Creating our own proprietary CRM as opposed to grafting our tech stack onto an existing offering was a huge inflection point but dividends abound. It's allowed us unconstrained flexibility and freedom of movement to handle internal and external workflows in a profoundly efficient way. Like the proverbial marble run, our proprietary CRM now serves and automates the information and workflow between customers, roofers and our staff to achieve an unprecedented level of service, accuracy of information and end-to-end workflow management. Roofbuddy's tech excels in the 'boring' details, and it's been a boon for team morale and overall performance. Plugging another of Roofbuddy's values at this point seems inevitable - "esprit de corps"; my penchant for military history foisted on my poor unsuspecting colleagues at every opportunity - and now you too. At Roofbuddy, performance is tangible and measurable across all departments. In 3 years, the Roofbuddy marketplace has served 35,469 unique customer enquiries, delivered 39,325 quotes and processed 3,594 orders totalling $78,707,202.51 in roofing services transacted; we measure innumerable performance metrics that instruct daily discussion and action. Our mature codebase (~2964 commits) sees ~3.3 commits and 1.5 deployments daily, with a robust CI/CD pipeline achieving 100% successful builds, thanks to extensive frontloaded checks. We maintain 71% test coverage, uphold a 99% uptime, and average a 2-minute rollback, ensuring rapid recovery from any issues. New developers land their first meaningful commit within 10 days, reflecting our inclusive, fast-moving culture. Our developers aren't hidden away in caves - they're deeply embedded in real-world problems, working shoulder-to-shoulder with the front line team. From the very start, our engineers are shaped to be product champions, not just coders, ensuring that every line they write solves meaningful challenges. Without a scoreboard, it's just exercise. Roofbuddy enjoys a fantastic culture of high performance and achievement, and I'm proud of the results the team have delivered over the last 3 years - we aspire to be a bright spot of innovation and kiwi dynamism during a bleak and attritional economic period for Aotearoa. We believe we are building unique tripartite, transactional, marketplace technology that can be adapted and utilised in hundreds of different countries and thousands of different industries; Roofbuddy's CTO, Igi Manaloto, just had an involuntary heart palpitation as I wrote that. We have achieved profound product market fit, proof of concept and dramatically altered the transactional dynamics in the Roofing industry - to some incumbents' chagrin. So far, we have greatly improved the level of service and value for money customers can expect from a roofing service provider, that's only been possible with our tech-first approach, and there is much more work to do! Our proprietary tech stack is portable, dynamic and can be deployed into different verticals and horizontals at scale; so we are extremely excited to see how far we can go in New Zealand and abroad over the coming years.

GitLab & IBM launch platform to modernise mainframe DevOps
GitLab & IBM launch platform to modernise mainframe DevOps

Techday NZ

time24-06-2025

  • Techday NZ

GitLab & IBM launch platform to modernise mainframe DevOps

GitLab and IBM have introduced GitLab Ultimate for IBM Z, a solution designed to address the distinct challenges faced by mainframe software development teams. The new offering targets long-standing issues within enterprise mainframe environments, where teams have traditionally operated with outdated tools. This situation has often resulted in slow delivery cycles, heightened security risks, and increased operational costs. By providing native continuous integration and continuous deployment (CI/CD) pipelines on IBM z/OS, unified source code management, and direct integration with IBM Developer for Z, the companies aim to place mainframe developers on a more equal footing with their counterparts working in cloud-native settings. Mainframe development challenges Many organisations running mission-critical workloads on IBM Z systems encounter significant hurdles using conventional DevSecOps tools, which are not tailored to the specifics of mainframe development. While cloud-native teams benefit from automated, collaborative environments and robust pipelines, mainframe teams have historically had to rely on legacy software, workaround solutions, and manual processes such as SSH file transfers. These practices introduce security and compliance concerns and make audits more complex. Such workarounds become particularly problematic in highly regulated sectors, where maintaining strict audit trails and minimising vulnerabilities are essential. The continued use of separate, legacy development toolchains results in higher licensing and maintenance costs, compared to more modern alternatives, while also leading to slower delivery cycles and making it harder for enterprises to attract new technical talent. Katie Norton, Research Manager, DevSecOps and Software Supply Chain Security at IDC, commented on the significance of the new solution: "GitLab Ultimate for IBM Z represents an important step in addressing a long-standing industry challenge. IDC research shows that mainframe developers often work with legacy tooling that contributes to delivery inefficiencies and makes it harder to attract new talent. With this offering, modern DevSecOps capabilities and unified workflows are brought directly to the mainframe. This empowers developers to work more collaboratively and efficiently, while helping organisations accelerate innovation and integrate mainframe development into broader digital transformation strategies." Modernisation and integration The GitLab and IBM partnership intends to foster true modernisation by providing a unified development platform. This allows mainframe, cloud-native, web, and mobile teams to collaborate and share knowledge across environments, reducing technical silos. Teams are able to incrementally modernise without major business disruption, adopting more contemporary workflows while legacy systems continue to operate. As organisations look towards hybrid cloud architectures, the integrated approach is intended to support applications that need to span both mainframe and cloud environments, giving development teams more options for deployment and collaboration. Solution details GitLab Ultimate for IBM Z delivers native z/OS Runner support, which enables CI/CD pipeline execution directly on mainframes, reducing the need for remote connections and associated security risks. The platform incorporates GitLab's source code management system, replacing legacy library managers and providing version control and searchable repositories, which may help organisations lower licensing fees and operational overhead. Integration with IBM Developer for z/OS Enterprise Edition brings features such as dependency-based builds, automated code scanning, and debugging, designed to improve both the quality and security of releases. The offering also aims to give teams end-to-end visibility across mainframe and distributed activities, which is intended to support automated workflows and help retain development talent. Capabilities for enterprise teams By combining GitLab's DevSecOps platform with IBM's experience in mainframes, GitLab Ultimate for IBM Z is positioned as a solution for enterprises seeking to bridge the gap between legacy systems and newer, cloud-native environments. The goal is to facilitate modern development practices directly within mainframe settings, promoting collaboration, efficiency, and cost-effectiveness for enterprise users.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store