Dr. Alana Maurushat is Professor of Cybersecurity and Behaviour at Western Sydney University. She also has dual appointments in the schools of social sciences and computers, data, and mathematical sciences. The SCDMS’s Associate Dean for International Affairs is Alana.
She is now conducting research on a number of topics, including Ethical Hacking, Payment Diversion Fraud, Ransomware, Payment Incident Response, Security Acitivation, Cyber Reputation Risk Management, and Tracking Money-Laundering Through Bitcoin Blenders.
She just assumed the position of director of the Western Center for Cybersecurity Aid and Community Engagement (WCACE), a new cyber incident response facility that helps small companies defend against cyberattacks. The public can begin using WCACE on February 28, 2022. She was previously a Senior Lecturer in Law at UNSW, as well as a Key Researcher on the CRC Data to Decisions – Big Data in National Security and a Senior Fellow with the Australian CyberSecurity Centre for Research and Education. Alana is stepping into a role with ICMEC Australia; a volunteer role to assist with the recovery of missing and exploited children.
Below are highlights of the interview:
Can you tell us a little about your journey before starting your professional journey?
I walked into the field of computer science at a university, was the only woman there, was humiliated in class after a month, and switched degrees. I then studied media, went off to law school, and only in my 30s did I return to computer science. Follow your passion. Don’t let rules stand in your way.
Tell us about your role and responsibility at Western Sydney University.
I am the Director of Western CACE (mycace.org), a level 1 security operations centre offering free cybersecurity aid to small and medium enterprises at Western Sydney University. I am also the Professor of Cybersecurity and Behaviour and Associate Dean International. I have the privilege of serving on many government and industry boards in an advisory role, and I’m currently writing a TV show for fun.
What are the company’s extensive security offerings that meet current corporate requirements?
We help to secure SMEs, especially start-ups, at Western CACE. We have realised that there are significant knowledge and product gaps in these markets. Through a co-production model with our students, staff, and industry, we are producing very bespoke training materials, templates, and integration tools.
How have you integrated some of the more innovative thinking you developed while working for technology-driven companies into your current organization?
We have gamified some of what we do for children in order to get them interested in cybersecurity by playing games with their parents. Parents learn more about cybersecurity than their children, which gives them confidence in securing technology in their home, business, and elsewhere.
We are currently developing a software app that automates essential cybersecurity, data breach notification, and privacy elements. Keeping cyberspace simple is extremely important. Algorithms are good when coded by a team of acute experts and done with user design in mind. We think that our solutions are very digestible for small businesses and mostly free.
Who do you collaborate with the most to drive growth and success?
Mostly with our industry partners and on occasion with the government. We find business to be more agile (for many obvious reasons) and rely on the dedication and voluntary nature of our students and industry partners.
How do you think about building advanced security team?
Any team requires attention to talent retention, which few firms do well. In this industry, people change roles and organisations as fast as you can blink. While there might be many reasons for this, from what I can see, it comes from firms not knowing their staff, or having any training on how to genuinely lead, listen and offer bespoke pathways for their staff. A leader should know what makes each person on their team motivated because these things are very different from person to person. Constant turn-over of staff is a significant problem in the field.
What does your role look like five years from now?
I’m made redundant. A good leader trains the next generation to do what they do, with less reliance on their leader each and every week. I would hope that in five years’ time I’ve done that. I will pursue what motivates me, and frankly, that is innovation and creativity; a great team (which I have); new learning opportunities; a chance to make more of a difference; and, honestly, money.
What are the most important attributes of successful leaders?
Lead by example. Listen to the staff. Make the time to meet with your staff and find out what they need and how to best support them. Above all, I am always learning. Less time on email, Zoom, and LinkedIn and more time doing.
What advice would you give to the next generation of female leaders?
While it’s great that we are all being nominated for wonderful awards as leaders, most of these awards have the word “women” in them; we aren’t being nominated for prizes without this word. It just goes to show that the industry has a long way to go, but that we can get there by gently educating people.Gentle is important, as is direct.
Website: www.westernsydney.edu.au
