On Monday, 23 February 2026, Dectar had the pleasure of taking part in a high-value evening at Villa Spada (Embassy of Ireland in Italy), Rome: a business networking aperitivo followed by a panel discussion on “Artificial Intelligence as a tool for economic growth: opportunities, limits and ethics.”

Representing Dectar were our team — including Stefan Umit Uygur, CEO, and prof. Gianfranco D’Atri — together with prof.  Antonio Ballarin, member of Dectar’s Scientific Committee and Visiting Professor at the University of Canada West, who contributed a practical perspective on how AI can become a real enabler of growth—without losing sight of responsibility and impact.

A timely conversation, in the right setting

When AI is discussed, it’s easy to stop at the slogans: “automation,” “productivity,” “new opportunities.” In reality, the most important questions are different: which benefits are truly measurable? Which limits must we acknowledge and manage? Which ethical choices become unavoidable when technology enters decision-making processes?

The panel put exactly these issues at the center—clear, direct, and focused on the “how” (not just the “what might happen”), with an approach that is genuinely useful for anyone tackling innovation challenges inside an organization.

High-quality networking: vision, expertise, cybersecurity

One of the highlights of the evening was the networking. Not just exchanging business cards, but the chance to connect with people who combine strong expertise, including in cybersecurity, with a pragmatic vision of how to bring AI into organizations in a sustainable way.

In this, IBNI (Irish Business Network Italy) really makes a difference: it’s the kind of community that creates the right connections between professionals and companies with strong ties between Italy and Ireland, turning conversations into collaboration, projects, and shared growth.

Four takeaways we’re bringing home

From the discussion in Rome, three ideas stood out—more valuable than many slide decks:

1. AI accelerates—but it doesn’t replace strategy
   Results come when technology is embedded in clear goals, redesigned processes, and concrete metrics. Without governance, AI risks becoming an expensive experiment.
2. Digital sovereignty: where does Europe stand in emerging industries? As Stefan Umit highlighted, the rise of AI and cybersecurity raises a strategic question: what role does Europe want—and can it realistically play in these critical sectors, balancing competitiveness, technological autonomy, and long-term industrial capacity.
3. Ethics and compliance aren’t “nice-to-haves.”
   Transparency, accountability, bias, traceability: these become operational topics immediately, especially when AI touches people, data, and decisions.
4. Security: AI expands the risk surface
   More automation and more data also mean more exposure points. Cybersecurity can’t come afterward: it must be part of the project from day one.
   

Dectar’s perspective: innovation with responsibility

At Dectar, we work every day to help organizations grow through reliable technologies and a strong protection-first mindset. That’s why we believe AI adoption must always be supported by governance, security, and awareness.

A sincere thank you

Our heartfelt thanks to H.E. Elizabeth McCullough, Ambassador of Ireland to Italy, and to the partners who made the evening possible.

And a special thank you to Orla Ralph, President of IBNI, and to Enterprise Ireland Italy, for the warm welcome and for helping create an environment where meaningful conversations happen naturally.

If you’d like to continue the conversation on AI, ethics and cybersecurity, get in touch: for us, these dialogues are one of the most concrete ways to turn innovation into real-world impact.

The post AI, economic growth, and ethics: Dectar at the Embassy of Ireland in Rome with IBNI appeared first on Dectar.

Il fondo Cysero EuVeca promosso da AVM SGR S.p.a. Gestore EuVECA Società Benefit, congiuntamente con Kilometro Rosso – parco scientifico e tecnologico di Bergamo – per supportare lo sviluppo dei settori della robotica e della cybersecurity ha sottoscritto, insieme a D&C Governance Technologies, un aumento di capitale riservato in Dectar, società attiva nel settore della cybersecurity e della protezione dei dati sensibili.

In seguito all’operazione, la nuova composizione del capitale sociale vede il fondo Cysero primo azionista con una quota del 33,92%, mentre il gruppo di investitori coordinati da D&C arriverà a detenere fino a un massimo del 30,77%. Il restante capitale sociale è suddiviso tra un pool di altri investitori, tra cui Enterprise Ireland, e Stefan Umit Uygur, fondatore, primo investitore e attuale CEO di Dectar, che mantiene una quota rilevante e un ruolo centrale alla guida dell’azienda, orientandone lo sviluppo strategico e tecnologico.

Specializzata in sicurezza informatica per la prevenzione proattiva di attacchi informatici e per la protezione di dati sensibili, Dectar ha rappresentato nel 2021 il primo investimento del fondo Cysero. I nuovi soci sono guidati da D&C Governance Technologies, boutique di consulenza specializzata in corporate governance che opera in due ambiti chiave: rapporti fra società e stakeholders e investimenti in innovazione tecnologica.

Le risorse raccolte tramite l’aumento di capitale permetteranno a Dectar di rafforzare il proprio impegno in ricerca e sviluppo, consolidare la propria presenza sul mercato e avviare un importante piano di espansione. Quest’ultimo comprende l’apertura di una nuova sede operativa in Calabria, con l’obiettivo di generare impatto positivo in termini di competenze digitali, occupazione qualificata e sviluppo tecnologico locale.

L’operazione è stata seguita per conto di Cysero da un team guidato dal Key Manager del fondo Luca Todesco e dal Senior Investment Manager Edoardo Bosio e per conto di D&C Governance Technologies dal Partner Stella d’Atri.

Dectar sarà assistita da un advisory board costituito da Giovanna Dossena, founder e Principal di AVM SGR, Gianfranco d’Atri, AD di D&C Governance e Giorgio Zaffaroni,Partner di Banor Sim, che affiancherà il CdA nell’analisi degli scenari geopolitici rispetto ai quali la Dectar potrà fornire strumenti innovativi di difesa.

“Questa operazione rispecchia la volontà di Cysero di investire in realtà innovative e indipendenti, in grado di intercettare le necessità di un mercato in costante evoluzione” sottolinea Giovanna Dossena – founder e Principal di AVM SGR. “Dectar è una società solida che coniuga competenze tecniche di alto livello con una visione imprenditoriale volta all’innovazione. Il Fondo Cysero nasce per investire in questi settori e il supporto di nuovi soci conferma e rafforza la nostra volontà di proseguire nello sviluppo di tecnologie sempre più all’avanguardia e sostenibili”.

“L’ingresso di D&C Governance Technologies tra gli investitori rappresenta molto più di una spinta alla crescita di Dectar: è un segnale forte a favore della sovranità digitale italiana ed europea, un tema che mi sta profondamente a cuore.” commenta Stefan Umit Uygur, CEO e Fondatore di Dectar.  “Se vogliamo che l’Europa giochi un ruolo da protagonista nell’industria cyber – uno dei settori più strategici per il futuro – dobbiamo avere il coraggio di credere in progetti ambiziosi e di sostenerli. Oggi compiamo un passo importante in questa direzione, con la convinzione che l’innovazione e la sicurezza digitale non debbano più dipendere da soluzioni sviluppate altrove, ma possano nascere e prosperare qui, in Europa. La nostra tecnologia è interamente sviluppata in Italia e vuole essere l’apripista di molte altre realtà italiane pronte a farsi spazio in questo settore cruciale.”

“Abbiamo deciso di investire in Dectar perché crediamo sia strategico sostenere soluzioni nazionali ed europee nel campo della cybersecurity – dichiara Gianfranco d’Atri, AD di D&C Governance Technologies Srl. “È una realtà con un approccio concreto, unico nel settore: le sue tecnologie combinano prevenzione, semplicità d’uso e monitoraggio continuo, offrendo una risposta efficace alle esigenze di sicurezza aziendale. In un momento in cui la domanda di soluzioni affidabili è in forte crescita e il quadro normativo cambia rapidamente, sostenere un’impresa indipendente e competente è perfettamente in linea con la nostra visione.”

The post IL Fondo CYSERO di AVM SGR E D&C GOVERNANCE TECHNOLOGIES Completano Un Round Di Investimento In DECTAR appeared first on Dectar.

Cybersecurity is undergoing a major transformation. The increasing number of cyber threats demands more effective, scalable, and, most importantly, preventive solutions. Dectar was founded with this mission, driven by the vision of our CEO, Stefan Uygur.

In this interview with Shauli Zacks from Safety Detectives, Stefan shares his journey in cybersecurity, the crucial role of open-source technology, and why predictive prevention is the key to staying ahead of cyber threats.

Discover how ACSIA SOS, our flagship solution, is revolutionizing the industry with an open detection engine, advanced automation, and real-time response capabilities.

Read the full interview Safety Detectives

The post Stefan Uygur on Safety Detectives: Dectar’s Vision for an Innovative Cybersecurity appeared first on Dectar.

The name Dectar combines elements of ‘detect’ and ‘radar,’ symbolizing the company’s core mission of detecting and averting cyber threats while providing a secure foundation for businesses to thrive.

In a strategic move to align with its evolving mission and commitment to delivering cutting-edge cyber threat detection software platforms and services, the Cybersecurity Firm proudly announces its rebranding from 4Securitas to Dectar.
  

New name – same quality

This rebranding marks a significant milestone for the company as it embraces a fresh identity that reflects its vision for the future of cybersecurity. The decision to transition to Dectar underscores the firm’s dedication to advancing innovative solutions and services that empower businesses to navigate the ever-evolving landscape of cyber threats.

“As the digital landscape continues to evolve, our commitment to providing top-notch cybersecurity solutions remains unwavering. The rebranding to Dectar signifies a strategic shift in our focus towards comprehensive software platforms and services,” said Stefan Umit Uygur, CEO at Dectar. “This new identity embodies our dedication to delivering advanced, reliable, proactive, and transformative solutions that meet the dynamic needs of our clients.”

The name Dectar amalgamates aspects of ‘detect’ and ‘radar’, representing the company’s fundamental objective to identify and prevent cyber threats, all the while establishing a secure groundwork for the prosperity of businesses.

The rebranding reflects Dectar’s ambition to be at the forefront of cybersecurity innovation, offering a diverse range of software solutions and services that adapt to the rapidly changing digital landscape. 

Clients and partners can expect the same level of commitment, expertise, and reliability from Dectar as they have experienced with 4Securitas. The transition to the new brand is seamless, and all existing contracts, partnerships, and services will continue uninterrupted.

Dectar invites clients, partners, and the cybersecurity community to explore its new website at [www.dectar.com] to learn more about the exciting developments and enhanced offerings that come with the rebranding.

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Dectar believes remote teams should meet up when possible.

Dectar is focused on building a fun, innovative organization. Everyone is working towards making Dectar the go to vendor for cyber defense products. But in reality, remote working can present difficulties and our human resources team, led by Silvia Avanzi, have been focusing on finding ways to connect the company’s employees, improve communications and build the team.

Dectar management team felt it was important to get everyone together, in one place, to catch up and have the chance to meet in person.  So last week, Dectar held our Offsite Team Building Meeting. 

Dectar’ team had a chance to meet in person & spend quality time as a company.

The team went to Apulia (Puglia) in the south of Italy where we had the opportunity to immerse ourselves in the local culture and cuisine. The team chose the perfect location for us all to work and build connections with our remote colleagues. 

The Dectar team arrived from all over Europe to the stunning beachside Hotel Masseria Santa Lucia the hotel’s grounds and location, the beautiful facilities, provided an amazing venue for the team building. The hotel staff went out of their way to make all of our team feel welcome and we were well looked after. 

In addition to the many meetings and activities our team were delighted to have the chance to attend the spa, swim in the pool or take a walk down to the nearby beach and swim in the Adriatic Sea. 

The stunning conference venue was spacious with a tropical grotto outside the doors and all the facilities we needed for team meet ups and presentations. Each of the teams had the chance to present their work giving the Dectar staff members the chance to introduce themselves and talk about what they are working on. 

The hotel provided fantastic food, drink and the location was beautiful. The nearby hilltop town of Ostuni was a great spot for lunch. Breakfast was fabulous with a selection of cakes, fruits. A truly classy breakfast in the Italian style. 

We were delighted to visit Alberobello for a sunset tour of the traditional unique buildings of the region – limestone Trullis. With walls over a meter thick, the village is a truly unique place and was designated a UNESCO World Heritage Sight in 1996.  After exploring the village for the evening, we visited a restaurant located inside a trulli where we had a regional fish dinner under the beautiful vaulted ceilings. 

On the last night our teams were delighted to go to the beautiful Masseria Sansone – Ostuni to learn how to make regional pasta Orecchiette.  Divided into teams, we created piles of fresh pasta with the blue team coming out victorious and winning the coveted best pasta makers trophy.

The dinner was incredible with local cheeses, regional foods and meats. We were able to see fresh burrata cheese being made by the Masseria team. Entertainment included a band with a powerful singer who sang traditional Italian songs and we all danced the ‘Pizzica Dance’.

The Dectar team learned the steps with the Masseria’s fantastic dancers teaching our team to do the Pizzica. The Pizzica’s dancer’s energy had the whole team up, spinning about and waving scarfs and learning the Pizzica dance or the “taranta”. The taranta is traditional to the region and the dance is thought to represent fighting off a tarantula, the singing of the songs and dance serve as the antidote to the venom of the bite. 

Friday saw the threat of a strike across Italian transport put everybody’s travel plans a bit out of whack but we all arrived home safe and sound refreshed and ready to get back to work. 

Meeting in person has energized the teams. Learning about our colleagues, their experience and projects that are underway has helped the company to build connections that are hard to replicate remotely. 

By working together we are building Dectar and it is an exciting time to be part of the team. 

The stunning photos used in this post were created by our colleague Stefano Bisceglia a talented photographer who moonlights as our Channel Sales Manager. Grazie Stefano!

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Going green should be reasonable and efficient and pervasive: it should, in fact, be carried out across the whole organization, starting from the little things. It should not be an opportunity for big statements and self-indulgence  

Too Many Alternatives. Where To Start?

In Dectar all the staff is working remotely. This type of model allows to lower the business’ costs, it is Opex-friendly. It is extremely useful for a young scale-up.

The fully remote model also allows the employees to have that flexibility and modern work/life balance that is very much sought after these days, especially in modern companies.

But it was also a choice of the co-founders who wanted to talk the talk and walk the walk: having a lower impact, being more sustainable is a mission that Dectar embraces across the ranks and in the way it also does the little things.

On average, a company with 10 salespeople may need to get up to 5 thousand business cards printed per semester, 10 thousand per year. Or even more. 

The impact of the aforementioned cards should also be considered in terms of heat produced, electricity and ink used to add the fancy colors of the logo and other details.

Small at a first glance, but pretty massive when you think about it, right?

Narrowing Down To One Choice

Dectar’s Marketing team then started surfing the web and checking with their network, inside and outside the organization, in order to find more eco-friendly products and alternatives  

In recent years, in fact, more companies started developing their offering of eco-friendly business cards: digital, virtual, retrievable from QR code scanning and more.

There are some that may fit certain clients, but Dectar needed a sort of hybrid model that allows its own representatives to smoothly deal with more or less tech-savvy customers and prospects around Europe – some are young CIOs, others may be mature CEOs.

Dectar’s target had to be kept into consideration: some individuals may be more comfortable with a smartphone-to-smartphone interaction. Some others may prefer to scan a QR code on a physical card.

The goal was apparently in conflict: how to make it easy for all types of audience and still be sustainable?

How We Proceeded to Setting It All Up

The choice was made and Dectar’s Marketing team chose a hybrid business card that had a unique offering: 

• it had to be printed only once, not on paper but on recycled plastics
• it catered to both traditional people and more tech-savvy ones
• It features useful functionalities to follow up with the leads after exchanging details with them.

The process required some more work in order to set it all up for the managers and salespeople, in particular, allowing them to exchange details fast and easy with people and monitor what happens to their contacts afterwards.

However, the motivation from Dectar’s side was relentless in order to take a small, albeit crucial step towards sustainability and having greener events, processes, employees and sales as well.

It is the typical case of taking a few small steps to be part of a bigger and relevant journey, contributing to making the business world a more eco-friendly place.

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With a set-up that you now know fairly well, such as a fully remote workforce interacting over the internet, a sometimes chaotic situation in terms of progress towards profitability and the status of a “scale-up”, Dectar constantly needs to stay grounded at all levels. Any organization should be functioning properly at all times, be agile and react fast. Especially when it’s still limited in size.

One of the main advantages of having an up and coming small/medium business is the ability to be flexible, move fast and seamlessly. Those characteristics may be difficult to find in big enterprises or public institutions but are a true necessity in a start-up that’s moving towards being a scale-up in the tech industry.

Value Of Team Work

The key to good team work that leads to success can be summarized in one word: cohesion.
Cohesion within each department’s members and among the various departments that were already there from the first years (i.e. product development) and others that were created along the way, some of them being also brand new (i.e. Commercial).

A flat org chart may be very modern and standard nowadays but it does not suffice. In Dectar, like in other small & medium businesses in the post-covid era, we strive to obtain the highest possible level of cohesion across the whole organization. 

One of the tactics may seem kind of trite, but the usual “weekly alignment” must be made fun, relevant, efficient and have everyone come out with a better morale than they had before. Several people also established a good practice to talk to each other at least every other day, albeit informally, over the phone. That’s so old style for some, but helps spontaneity and build relationships at senior level and not only.

The point is: you do not need to set a meeting to talk to someone. That would lower spontaneity and ideas’ sharing.

The “One Team” Concept Ain’t Enough

The principle of “we are one team” is fundamental: you can stick to the agenda, promote the maximum discipline and divide work in micro tasks, sure. But, as a team leader, you’ve still got to engage people and make them engage with each other.

How many times have we heard of distinctions or even conflicts between marketing and sales, sales and operations, operations and product management, etc.? Some may even remember an old, albeit actual, publication such as: “Ending The War Between Sales and Marketing”, available online on the Harvard website.

Keys to that outcome are the willingness to endorse the philosophy of being all in the same team and achieve cohesion across departments.

Be Clear And Make Them Communicate Relentlessly

A pivotal element to achieve more cohesion is the widespread efforts to work together towards a common goal.

That goal must be easy to understand, challenging to achieve and yet within reach. It must neither demoralize people nor confuse them: the clearer it is, the easier it will be for each department to work together towards that goal.

Any good goal can be tied to the S.M.A.R.T. paradigm (specific, measurable, achievable, relevant, time-bound) for sure, but full clarity and endorsement at all levels is essential, same as for any widespread project to aggregate humans and direct them towards change or success.

Another pivotal element is the communications’ implementation and their management.

Nowadays, cohesion is at times sought by adding casually multiple tools and making them available to employees.

The seasoned reader, with some enterprise experience, probably would remember the various tools for communication and collaboration that were implemented in Microsoft-based environments through the years: Communicator, Messenger, Skype Pro, Yammer and many more. The fact they’re available doesn’t mean they will work.

Sticking to a certain m.o. during meetings and setting clear practices and best practices for the usage of emails, meetings and messaging tools nowadays is essential. Not doing so would open the door to dispersion, lower efficiency, lower focus, lower productivity.

Establishing, for example, that in a small, agile company “anything important, especially when formal or with attachments, is to be sent via email”, whilst “quick communication can function well via instant messaging”, setting clear rules and understanding the recipients will hugely facilitate interactions, understanding and thus cohesion.

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Through funding and contributions from a variety of investors – institutional, venture capital firms, and private funds – Dectar has managed to grow through the difficult, challenging initial start-up phase towards a more structured scale-up. 

The development of an organization, from the initial stages with a handful of people on board, a solid project and their ambitions only, into a structured organization that can serve prospects and targets alike, is no easy task.

The main focus at the beginning of the next phase was pivoting around the product’s development, the ground-breaking ACSIA XDR Plus, taking the XDR (Extended Detection and Response) capabilities to the next level via the ACSIA core of its product, an acronym that stands for “Automated Cyber Security Intelligence Application”.

Moving Forward from Prototyping to Marketable Product

Considering the acquired funding from the likes of Enterprise Ireland first and Cysero later enabled the organization to develop further, the first investments were on product development’s capabilities and its related resources.

The goal was to develop a marketable product that would constitute a real breakthrough in terms of prevention and prediction, versus the usual XDR, that’s limited to a post-attack reaction.

Through several iterations of the product’s development, Dectar put together a marketable product that could help institutions and organizations of different sizes: that was a mantra from the beginning, as its CEO Stefan Umit Uygur wanted to practice what he preached for years, hence Dectar’s cybersecurity solutions had and have to be adaptable, when it comes to their configurations, to different needs and companies’ sizes.

Growing Pains and Helping The Team Grow

Growing pains were also part of the process: with an ever evolving organizational structure, the Senior Management Team all had to be committed to grow the company and nurture talent organically. 

By philosophy, Dectar has been a fully remote company from its inception and everyone’s commitment to team building, tight collaboration and constant communication was absolutely necessary.

Some had to adapt to this type of set-up, some others have practiced remote working and online collaboration for years already, some others just had little experience with it.
The Senior Management Team had to provide the employees with the right level of ownership, autonomy, accountability, whilst trying to make sure that supervision could truly deliver for the company and help the employees deliver.

There is no shortcut for making it work: it takes relentless communication, understanding, team building and technology, too. In fact, the right software and tools had to be sourced and utilized to get the job done effectively.

The Org Chart Gets a Boost

With the ACSIA XDR Plus solution on track and whilst growing resources in the department of product’s development helped propel the core of Dectar forward, the need for structure and an adaptable scale-up organization became more and more necessary.

Human Resources and people management had to be added, for the growing ranks needed proper induction and management that the Senior Management Team alone could not always provide or fully satisfy.

And the commercial side of the Dectar business also had to be created: in the end, the spectacular cybersecurity solution still had to be communicated, marketed and sold. Hence, the first Salespeople joined the company, initially leveraging their own past networks and weighing in the level of interest of their prospects and targets in the new ACSIA XDR Plus solution.

Some advisors, also, came aboard in order to provide the Senior Management Team with advice and useful contacts among their network, in order to help market the company’s solutions and nurture the interest in a ground-breaking European organization such as Dectar. 

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Life at a cybersecurity start-up certainly is full of challenges. They could be of various types, such as financial, organizational, relational, and more.  

Dectar was started in Dublin, Ireland. This birthplace constituted an excellent opportunity as well as presented obstacles that caused some hard times to the founders and first employees alike.

The First Struggles

Dublin represented (and still represents nowadays) a great incubator for new IT ventures and entrepreneurs. 

The city and country provide new businesses with good funding opportunities, including from private venture capitalists and governmental organizations. Irish cities also have an amount of cool, shared offices where the first few employees can take their first steps from. 

Even though the founders were already residents, they had to bring the first employees in. This caused issues: Dublin, and Ireland in general, are costly places to live in. This represents a challenge for newcomers trying to set up a business there.

Dectar was fortunate to find prospective employees who were already highly committed to cybersecurity and had evident shared values with the founders, the company and its mission.

With Ireland in a housing crisis, nobody knew where to (physically) place the recruits!

The struggles of early stages’ start-ups are notorious and Dectar’s could not be underestimated. A major challenge came when folks had to find a place to stay to work closely with the CEO who lives in Dublin but, in Dublin’s real estate market, with the salaries of an early stages’ start-up, that was unaffordable. Impossible even!

The Comfort of Sleeping Bags in a Garage

The current Chief Research and Development Officer, Domenico Chirabino, was one of those who received a helping hand by the company’s CEO, who brokered advantageous rental prices at some friends’ places, as they accepted to be paid much less than the average market’s prices, as a favor to Stefan himself.

Some also accepted, for they believed in the project with all their selves, not to perceive a salary for a period of time in order to keep the company going, before it could receive more consistent funding and the founders could repay them.

Well, this time at least they did not need to use sleeping bags and share the humidity of a garage cooking marshmallows from a stick on a portable stove, unlike you might have seen on some movies or read on some bizarre start-up stories’ articles.

Struggles were bread and butter for Dectar, too. And its founders and employees overcame them by teaming up, with the conviction of creating something special, for which their efforts were worthwhile.

You can hear Dectar’s CEO, Stefan Uygur, speak about the start up experience on the Money Never Sleeps podcast he was a guest on in 2019.

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How it Started

Beyond striving for excellence, securing companies’ infrastructures, securing funds and organizing everchanging activities, life at a cybersecurity start-up is something truly worth telling about.

The story of Dectar goes back to 2017, when two like-minds willing to change the landscape of cybersecurity in Europe, decided to partner and create a brand new project.

Stefan Umit Uygur, the cybersecurity evangelist behind publications such as “Penetration Testing with BackBox”, partnered with Donal Kerr, a legal, trust & safety expert with long tenures in regulated industries.

The duo got together based on creating products capable of elevating the performance of cybersecurity solutions for businesses and institutions and making them accessible to a diverse range of organizations, tailoring them to their needs and sizes – no matter how complex or big the IT infrastructure is, Dectar has a set-up that can help secure it.

What makes a good project to start with

One essential item, when funding a cybersecurity start-up or project, is the philosophy behind the products’ engineering. 

In Dectar the project was and still is based on a few, uncommon pillars that set it apart from the mass:

• “Think like the enemy”: utilize cybercriminals’ viewpoint and tricks to develop software that fends them off;
• Leverage the community of cybersecurity experts and pundits to get people together to develop better solutions for a diverse range of clients;
• Collaborate with real cybersecurity experts capable of thinking outside the box to craft better products;
• Share insights and learnings to also help others fend off cyberattacks.

A start-up is an interesting place to be. And when it comes to cybersecurity, it is even more stimulating: the whole organization is fresh and new and committed to fighting cybercrime with all its resources.

Of course, the aforementioned resources are limited for some time, and that means that everyone at any time must help get stuff done to uphold the promise of protecting companies from cybercrimes.

In the history of Dectar there have been plenty of different happenings along the way, from its promising foundation, passing through struggles and efforts, and the will to make it, at any cost.

It never gets boring at Dectar and keeping businesses and institutions safe, starting from scratch, may seem like a daunting mission but the team is eager on taking up difficult challenges. 

The story continues…

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