PP&A led eight one-hour moderated interviews in February and March 2024 with United States-based security decision-makers and practitioners at enterprises of more than ten thousand employees: chief information security officers in healthcare, insurance, technology and luxury goods, a head of global security operations in defense, a chief technology officer for security and resilience, a network security engineering executive in pharmaceuticals and a senior cloud security engineer in medical devices.

Each conversation opened with the practitioner's day-to-day reality, how they buy security and which threats worry them, then moved to a live walkthrough of the hub. PP&A captured first impressions and then section-by-section reactions to the sub-navigation, the side links, the insights and blog area, the "how we help" block and the products and services section, and tested a revamped resource hub concept. The top-line report paired each section's findings with specific design recommendations.

The buyers described a world of many vendors chosen best-of-breed for specific purposes, rotated on two- to three-year contract cycles, and selected with heavy reliance on analyst reports, conferences and peer groups. Their biggest fears were insider misuse, misconfiguration and AI-enabled threats, and what they lacked most was a way to quantify risk exposure or loss in financial terms.

Against that backdrop the hub fell short. Most participants did not have a good experience. Messaging and naming were inconsistent from section to section, the route to actual products and services was long and buried in nested tabs, and the site's cloud framing, from the URL and main navigation to headings, testimonials and more than thirty uses of the word cloud, convinced many that everything on offer required a cloud subscription. The contact button routed to cloud sales rather than a security page. The acquired brands carried strong credibility, and once guided, participants rated the products and services section as the strongest part of the site, but few could reach it on their own. The side links went unnoticed because visitors scrolled top to bottom, the insights section felt misplaced and offered no way to subscribe, and the "how we help" block duplicated other content without leading anywhere.

The recommendations were concrete: decouple the hub from the cloud navigation and state plainly that the services do not require a cloud subscription, adopt a simple product- and service-based structure with drop-down sub-navigation, move products and services higher on the page, convert the side links to a horizontal strip below the hero, align naming across the site, position insights after the offerings with a subscription option, and add a resource hub with filters and search, which the participants who saw the concept received well.

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