{"id":38448,"date":"2026-08-31T10:47:13","date_gmt":"2026-08-31T10:47:13","guid":{"rendered":"https:\/\/itbusinesstoday.com\/?p=38448"},"modified":"2026-08-31T10:47:13","modified_gmt":"2026-08-31T10:47:13","slug":"interview-with-andy-ng-ceo-nexusguard","status":"publish","type":"post","link":"https:\/\/itbusinesstoday.com\/ja\/interviews\/interview-with-andy-ng-ceo-nexusguard\/","title":{"rendered":"Nexusguard\u306eCEO\u3001\u30a2\u30f3\u30c7\u30a3\u30fb\u30f3\u6c0f\u3078\u306e\u30a4\u30f3\u30bf\u30d3\u30e5\u30fc"},"content":{"rendered":"

Andy, can you tell us about your professional background and your current role at Nexusguard?<\/strong><\/p>\n

At Nexusguard, I focus on seeing where the market is heading early, aligning the company around that direction, and turning that vision into execution. My role is to help the organization stay ahead of where digital infrastructure and cyber resilience are going, especially for service providers. What matters to me is not only building a successful company, but helping shape a stronger operating model for the digital infrastructure economy: one where protection is scalable, commercially sustainable, and designed for the realities of critical networks.<\/p>\n

Andy Ng, your career has taken you from business development and market expansion to operations, corporate strategy, and eventually cybersecurity leadership. When you look back at that journey, which experience most changed the way you think about building a business, and how does that lesson show up in the way you lead Nexusguard today?<\/strong><\/p>\n

The biggest lesson for me has been that leadership is not about reacting well; it is about seeing clearly and moving early. Many companies wait for market consensus before they commit. I have always believed that lasting value is created when leadership can recognize an inflection point sooner, define a direction with confidence, and bring the organization forward in a disciplined way. That is how I lead Nexusguard today. I expect strategic clarity, professionalism, and follow-through, because in cybersecurity, technology only earns trust when leadership gives it consistency and purpose.<\/p>\n

When you stepped into the CEO role at Nexusguard in 2018, the company already had deep expertise in DDoS protection. Since then, the business has increasingly focused on CSP partnerships, productization, hybrid infrastructure, and helping partners turn security into a service. Was there a particular moment when you realized that the bigger opportunity was not simply protecting customers from DDoS, but changing how DDoS protection itself is delivered and commercialized?<\/strong><\/p>\n

Only one moment \u2014 and it wasn’t in a customer meeting. It was watching the industry’s economics in 2018.<\/p>\n

That year, Cloudflare’s net loss ballooned to $87 million \u2014 more than eight times the year before \u2014 while they poured cash into racing toward 200 cities, betting that owning the network was the moat. Same year, Imperva \u2014 a public cybersecurity vendor \u2014 was taken private for $2.1 billion [Thoma Bravo]. These were the giants of our industry, and they were still losing money to expand. And I remember thinking: anybody can buy scale when they have that kind of capital. Nexusguard doesn’t have that luxury.<\/p>\n

That constraint was the moment \u2014 not a problem, the answer. If we couldn’t out-spend the land-grab, we had to out-structure it. The bigger opportunity was never ‘protect more customers from DDoS.’ It was changing who delivers it, and how it’s paid for.<\/p>\n

Three patterns told me where to aim. First, the capex land-grab is a luxury game \u2014 Cloudflare and Imperva proved the model burns cash before it ever prints it. Second, the people who actually own the pipes \u2014 the CSPs \u2014 could defend their own networks, but they couldn’t productize that defense: no engine, no operations, no business model to sell security to the enterprises downstream. Third \u2014 and this was the flash \u2014 enterprises were not given an option to buy protection from a local vendor; they could have bought it from the guy who owns the pipe. So instead of building more scrubbing centers, we’d help the pipe-owners build theirs. Security flips from our cost center to their revenue line \u2014 and our scale comes from a service model, not a capex race.<\/p>\n

That reframe forced three operating changes. Productization: in 2018 we launched the Transformational Alliance Partner (TAP) program on our Managed DDoS Mitigation Platform \u2014 we handed carriers the entire engine \u2014 detection, scrubbing, operations, the commercial playbook \u2014 and said ‘launch your own managed DDoS protection service in 90 days’ . Hybrid infrastructure: Bastions, released in 2022, put our technology inside their network, not just in front of it [Nexusguard]. Partner economics: They already have the customers, our brand credibility and technology sells.<\/p>\n

The payoff speaks for itself. North of 100 CSPs and 5,000+ ASNs now run on Nexusguard. RETN went from wholesale connectivity to a security-as-a-service business in 90 days \u2014 five POPs in 60 days, 5,000% more scrubbing capacity, 54% lower latency. We\u2019ve also displaced the incumbent at a Tier-1 APAC carrier \u2014 per-minute precision the market leader wanted millions for is standard with us. And most recently, that same engine powers national scrubbing centers.<\/p>\n

And that instinct is exactly what we’re running now with AI. This transformation was never about deploying better tools \u2014 it’s about changing how the organization operates and where value is created. Same playbook, next act: from AI-Enabled to AI-First.<\/p>\n

The biggest opportunity in security isn’t securing people. It’s enabling people to secure people.<\/p>\n

Your 2025 threat research recorded more than 686,000 mitigated attacks, but some of the more interesting developments were not simply about attack volume. Fragmentation, distributed targeting, and attacks designed to degrade services point toward a more complex threat landscape. After seeing these patterns firsthand, what do you think the industry is still measuring incorrectly when it talks about the severity of a DDoS attack?<\/strong><\/p>\n

I believe the industry still measures DDoS severity too much through the lens of technical spectacle. Peak size is easy to quote, but it does not reflect how executive teams actually experience disruption. One example is carpet bombing attacks: individually they may look small, but because they are spread across many targets or network segments, they are harder to detect early and can create disproportionate operational strain. Just as importantly, DDoS is often not a standalone event anymore. We increasingly see it used alongside broader campaigns, including ransomware, intrusion attempts, or information theft, where the objective is distraction, pressure, or cover. After seeing more than 686,000 mitigated attacks in our 2025 research, I think the more useful measure is not just attack magnitude, but business consequence: how quickly the event is understood, how broadly it spreads across services, how difficult it is to separate malicious traffic from legitimate demand, how well the organization can recover service, how long that recovery takes, and how quickly the teams can absorb the lessons, strengthen their posture, and become better prepared for the next attack. In the end, severity is not only about how hard an attacker hits. It is also about how resiliently an organization responds, recovers, and learns.<\/p>\n

AI is creating an unusual situation in cybersecurity because the same technology can make attacks faster while also making defence more intelligent. As someone sitting on the defensive side of that equation, where do you believe AI will genuinely change DDoS protection over the next few years, and where do you think the industry risks confusing AI capability with actual security improvement?<\/strong><\/p>\n

AI is very much a double-edged sword. On the attacker side, it helps threat actors design campaigns that are more complex, more adaptive, and often more difficult to detect because they can appear more natural and more fragmented. On the defence side, AI can help us detect faster, correlate faster, and respond faster. But the real value does not come from AI alone. It comes from training AI with years of traffic intelligence, attack patterns, and practitioner experience so that it reflects real defensive intent. When you combine that with experienced analysts, you can give a SOC team multiple times more leverage in terms of speed, scale, and consistency. That is why I believe AI will be transformative in DDoS protection, but only when it is grounded in operational knowledge and applied to make resilience meaningfully stronger.<\/p>\n

One of the more interesting parts of Nexusguard\u2019s model is that you are not simply selling protection to CSPs. You are helping them turn cybersecurity into something they can offer their own customers. After working with providers across different markets, what tells you that a CSP is truly ready to build a security business, rather than simply adding another product to its portfolio?<\/strong><\/p>\n

A CSP is ready when its leadership no longer sees security as a product extension, but as part of the company\u2019s future identity. But readiness is not only about the provider; it is also about whether their end customers are ready. More enterprises now expect their service providers to help protect not just connectivity, but also networks, applications, and DNS. That shift in customer expectation is a major driver of this transformation. The strongest providers understand that they already possess something strategically important: customer trust, network visibility, service reach, and operational presence. The question is whether they are prepared to convert those strengths into a true managed security proposition. We have spent years advocating that transition because I believe the future role of a leading service provider is much closer to an MSSP mindset than a traditional connectivity mindset. The providers that understand this early will not just add new revenue; they will redefine their relevance to customers.<\/p>\n

There is a growing argument that the future of cyber resilience will not be entirely cloud-first or entirely local, but a carefully managed combination of both. Given Nexusguard\u2019s emphasis on hybrid and local-first protection, how do you think organizations should decide where control matters more than scale, and where scale matters more than control?<\/strong><\/p>\n

I do not see this as a debate between control and scale. I see it as a question of how mature organizations design resilience. There are several legitimate angles in that decision, including performance, maintenance cost, operational complexity, and how much direct control a customer wants to retain over the environment. But for many service providers and enterprises, the most important issue is data sovereignty and compliance. In critical infrastructure, regulated environments, and high-consequence services, control matters because accountability is close to the ground and organizations need confidence in where traffic is handled, how mitigation is performed, and whether regulatory expectations can be met. At the same time, when attacks become large, fast, and distributed, scale becomes indispensable. The future therefore is not cloud-first or local-first as an ideology. It is intelligently orchestrated resilience. That is why I believe hybrid protection will become a defining model for the market: it reflects the reality that sovereignty, operational precision, cost discipline, performance requirements, and cloud-scale intervention all have to work together if organizations want both confidence and continuity.<\/p>\n

Singapore\u2019s cybersecurity environment has offered the telecom industry a particularly real-world reminder of what is at stake, with targeted activity against all four major telecommunications operators disclosed earlier this year. From your perspective, what should operators across Asia take away from that episode that goes beyond simply strengthening another layer of defence?<\/strong><\/p>\n

The takeaway is that cyber resilience has to move from a technical agenda to an executive agenda. Events affecting major telecommunications operators are reminders that continuity cannot depend on tools alone. It depends on whether leadership has already defined ownership, escalation discipline, ecosystem coordination, and the decisions that must be made when visibility is incomplete and consequences are public. At the same time, Singapore\u2019s continued tightening of cybersecurity requirements around information protection and critical infrastructure is also raising market awareness and demand. It is pushing resilience further into boardroom thinking, which I believe is healthy for the industry. For operators across Asia, this is bigger than defence-in-depth. It is about how seriously they view their role in national digital resilience. The operators that lead the next phase of the market will be the ones whose leadership teams treat cybersecurity as a core strategic responsibility, not a delegated operational function.<\/p>\n

There is an interesting tension in Nexusguard\u2019s evolution. The company has built its positioning around simplifying DDoS protection, while its capabilities and the broader security problem continue to become more sophisticated. As the technology stack expands, how do you protect simplicity from becoming a casualty of growth?<\/strong><\/p>\n

Also Read: Interview with Sam Hall, Sr. Talent Acquisition Partner @Teltonika<\/a><\/h4>\n

Simplicity survives only when leadership is willing to defend it. As the market gets more complex, every company feels pressure to keep adding features, layers, and language until the customer experience becomes fragmented. I do not believe that is maturity. Real maturity is when the platform becomes more powerful while the experience becomes more coherent. That takes product discipline, strategic restraint, and a clear understanding of what the customer should never have to carry alone. At Nexusguard, we want sophistication to strengthen clarity. If we do that well, simplicity becomes not a reduction of capability, but proof that we understand the market deeply enough to remove friction from it.<\/p>\n

If you look five years ahead, the networks Nexusguard protects will be more programmable, AI will be more autonomous, and cyber resilience will increasingly be tied to national infrastructure and business continuity. What is one assumption about cybersecurity or the role of CSPs that you believe the industry will look back on and realize it had completely wrong?<\/strong><\/p>\n

I think the industry will look back and realize it underestimated how central service providers would become to cyber resilience. For a long time, many assumed the future value would sit mainly with standalone security vendors or remote, one-size-fits-all platforms. I believe that view will look incomplete. The ecosystem itself will change as well. We will increasingly see AI-to-AI interaction and integration across platforms, operations, and security workflows because organizations will be under pressure to improve both cost efficiency and effectiveness at the same time. That means resilience will no longer be defined only by individual products, but by how intelligently systems can work together. The future belongs to providers that can combine network proximity, service accountability, operational intelligence, and security capability into one resilience model. CSPs and MSSP\/MSPs will play a far more strategic role in protecting digital economies, critical infrastructure, and business continuity than many expected.<\/p>\n","protected":false},"excerpt":{"rendered":"

Andy, can you tell us about your professional background and your current role at Nexusguard? At Nexusguard, I focus on seeing where the market is heading early, aligning the company around that direction, and turning that vision into execution. My role is to help the organization stay ahead of where digital infrastructure and cyber resilience are going, especially for service providers. What matters to me is not only building a successful company, but helping shape a stronger operating model for the digital infrastructure economy: one where protection is scalable, commercially sustainable, and designed for the realities of critical networks. Andy Ng, your career has taken you from business development and […]<\/p>\n","protected":false},"author":7,"featured_media":38458,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_bbp_topic_count":0,"_bbp_reply_count":0,"_bbp_total_topic_count":0,"_bbp_total_reply_count":0,"_bbp_voice_count":0,"_bbp_anonymous_reply_count":0,"_bbp_topic_count_hidden":0,"_bbp_reply_count_hidden":0,"_bbp_forum_subforum_count":0,"wprm-recipe-roundup-name":"","wprm-recipe-roundup-description":"","postBodyCss":"","postBodyMargin":[],"postBodyPadding":[],"postBodyBackground":{"backgroundType":"classic","gradient":""},"footnotes":""},"categories":[6472],"tags":[14790,2478,15148,3228,15149],"ppma_author":[572],"class_list":["post-38448","post","type-post","status-publish","format-standard","has-post-thumbnail","category-interviews","tag-ai-enabled","tag-cloudflare","tag-csp","tag-ddos-protection","tag-nexusguard"],"yoast_head":"\nInterview with Andy Ng, 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