Write a reply to: also a good source of information on the evolution of security risk management pre and post 9/11. Right off the bat, Marie Di Rocco showed the need and process of coordinating with adjacent stakeholders. She secured the buy-in of the other agencies by appealing to common values. Marie and the other stakeholders valued security. Marie made it clear that she would audit them only to their standards and Marie would not make extraneous suggestions. Marie met the other agencies at need of the other agencies. This is a show of good faith because it truly meets the definition of wanting to share common values. The other agencies had their goals and standard operating procedures and Marie wanted to assist them in their needs instead of levying requirements on the other agencies. In order to do this, Marie had to read and understand the other entity's needs in order to foster collaboration. They had the common goal of security and they worked together to make sure the different agency's security objective were going to meet the national goal of safety and security. Marie also made it a point to work as expeditiously as the other agencies would need her to. Security checks could be lengthy at military installations and ports, whereas the private businesses at the airports needed her to work quickly and diligently because time is revenue for business entities. I would take similar approaches to Marie in partnering with maritime and airport security. I would appeal to