Tag Archives: IDEMIA

Reducing Biometric Marketing Internal Bias By Using Bredemarket

Identity/biometric marketing leaders continuously talk about how their companies have reduced bias in their products. But have they reduced bias in their own marketing to ensure it resonates with prospects?

I recently talked about the problem of internal bias:

“Marketers are driven to accentuate the positive about their companies. Perhaps the company has a charismatic founder who repeatedly emphasizes how ‘insanely great’ his company is and who talked about ‘bozos.’ (Yeah, there was a guy who did both of those.) 

“And since marketers are often mandated to create both external and internal sales enablement content, their view of their own company and their own product is colored.”

Let’s look at two examples of biometric marketing internal bias…and how to overcome it.

Google Gemini.

Internal bias at Company A

  • Company A does not participate in the U.S. National Institute of Standards and Technology (NIST) Face Recognition Technology Evaluation (FRTE) for technical reasons. 
  • As a result, the company’s marketing machine constantly discredits NIST FRTE, and the company culture is permeated with a “NIST is stupid” mentality. 
  • All well and good…until it runs into that one prospect who asks, “Why are you scared to measure yourself against the competition? Does your algorithm suck that bad?”

Internal bias at Company B

  • Company B, on the other hand, participates in FRTE, FATE, FRIF (previously FpVTE), and every other NIST test imaginable. 
  • This company’s marketing machine declares its superiority as a top tier biometric vendor, supported by outside independent evidence. 
  • All well and good…until it runs into that one prospect who declares, “That’s just federal government test data. How will you perform in our benchmark using our real data and real computers?”

Internal bias at Bredemarket 

Well, I have my admittedly biased solution to prevent companies from tumbling into groupthink, drinking of Kool-Aid, and market irrelevance.

Contract with an outside biometric product marketing expert. (I just happen to know one…me.)

Google Gemini.

I haven’t spent 30 years immersed in your insular culture. I’ve heard all the marketing-speak from different companies, and I’ve written the marketing-speak for nearly two dozen of them. I can ensure that your content resonates with your external customers and prospects, not only with your employees.

All well and good…until…

Reducing internal bias at Bredemarket 

“But John, what about your own biases? IDEMIA, Motorola, Incode, and other employers paid you for 25 years! You probably have an established process that you use to prepare andouillette at home, based upon a recipe from 2019!”

Google Gemini.

I don’t…but point taken. So how do I minimize my own biases?

My breadth of experience lessens the biases from my past. Look at my market-speak from 1994 to 2023, in order:

  • We are Printrak, a nimble private company that will dominate AFIS with our client-server solution.
  • We are Printrak (stock symbol AFIS) a well-funded public company that will dominate AFIS, mugshot, computer aided dispatch, and microfiche.
  • We are Motorolans, and our multi-tier Digital Justice Solution has a superior architecture to that of Sagem Morpho and others.
  • We are MorphoTrak, bringing together the best technologies from MetaMorpho and Printrak BIS, plus superior French technology for secure credentials and road safety…unencumbered by the baggage that weighs down MorphoTrust.
  • We are IDEMIA North America, bringing together the best technologies from MorphoTrust and MorphoTrak for ABIS, driver’s licenses, and enrollment, coupled with the resources from the rest of IDEMIA, a combined unbreakable force.
  • We are Incode, not weighed down with the baggage of the old dinosaurs, and certainly not a participant in the surveillance market.

Add all the different messaging of Bredemarket’s clients, plus my continuous improvement (hello MOTO) of my capabilities, and I will ensure that my content, proposals, and analysis does not trap you in a dead end.

Reducing internal bias at your company 

Are you ready to elevate your company with the outside perspective of a biometric product marketing expert?

Let’s talk (a free meeting). You explain, I ask questions, we agree on a plan, and then I act.

Schedule a meeting at https://bredemarket.com/mark/

Stop losing prospects! Use Bredemarket content for tech marketers

Today’s Acronyms are CMMI, ISACA, and NSS

I’m going to discuss the acronyms CMMI and NSS, which I’ve kinda sorta discussed before but never in combination. (And as an added bonus I’ll discuss one more acronym.)

Capability Maturity Model Integrated (CMMI)

Back in February and in April I made passing references to CMMI, which stands for the Capability Maturity Model Integration. But I only mentioned it in passing because my experience is with the older Capability Maturity Model (CMM).

Imagen 4.

Who manages the CMMI?

Information Systems Audit and Control Association (ISACA)

Back in March and in April I either explicitly referenced or implicitly quoted from ISACA, which is the Information Systems Audit and Control Association.

Back in 2016 ISACA acquired the CMMI Institute, which managed CMMI. But the process suites originated earlier.

“CMMI was originally developed at the Software Engineering Institute, a federally funded research and development center within Carnegie Mellon University.”

Imagen 4.

Thus ISACA governs all CMMI-related activity, including assessments and certifications.

Which brings us to…

National Security Systems (NSS) and National Security Solutions (NSS)

‘Cause you know sometimes acronyms have two meanings.

It makes me wonder. And if you’re wondering, this is NOT Imagen 4. By Dina Regine – https://www.flickr.com/photos/divadivadina/465006384/, CC BY-SA 2.0, https://commons.wikimedia.org/w/index.php?curid=8022602.

Although in this case the two are related.

When a foreign-owned company wants to do business with the sensitive parts of the U.S. federal government, they have to set up a set up an entity that is free from foreign ownership, control, or influence. This is FOCI, a bonus acronym for you today.

Imagen 4.

In the biometric world, there are two notable FOCI-mitigated subsidiaries of foreign companies:

Bringing all the acronyms together

Focusing on IDEMIA National Security Solutions, the company recently made a CMMI-related announcement:

“IDEMIA National Security Solutions (NSS), a subsidiary of IDEMIA, the leading provider of secure and trusted biometric-based solutions, is proud to announce that it has successfully earned re-certification at level 3 of ISACA’s Capability Maturity Model Integration (CMMI®).”

Imagen 4.

You’ll recall that the CMMI levels go up to Level 5. So IDEMIA NSS is not at the maximum CMMI level, but Level 3 is impressive enough to issue a press release.

IDEMIA NSS’ extensive federal government work dictates that it maintain a number of certifications and conformances. CMMI gives the government agencies assurance that IDEMIA NSS provides its products according to specific quality and process improvement standards.

The Most Significant Acquisitions in Biometrics…in 2002 and 2004. (Hang on to your seats.)

(Imagen 4)

What a difference a few years makes.

Identix plus Visionics (plus Digital Biometrics)

Back in 2002, when I was an automated fingerprint identification system (AFIS) product manager at Motorola, another fingerprint company, Identix, made an announcement.

“Identix Inc. and Visionics Corp. announce a strategic merger of equals in an all-stock transaction valued at approximately $600 million.”

The word “synergy” was tossed about, justifiably. You see, while Identix had a long history with fingerprints, Visionics had a long history with facial recognition. So the new combined company would offer both fingerprint and face biometrics, something new for the time. So new that Visionics’ chairman and CEO, Dr. Joseph Atick, made the following statement:

“I believe this merger of equals is one of the most significant events in the history of the biometrics industry to date.”

One little footnote: the acquisition brought fingerprint provider Identix and its chief competitor Digital Biometrics into the same company, since Visionics had acquired Digital Biometrics in 2001.

Viisage plus TDT

Let’s, um, face it: the combined company (known as Identix) was positioned well against Visionics’ chief competitor, a company called Viisage.

But Viisage had plans of its own. Just two years later, it announced its own acquisition:

“In February, it bought Trans Digital Technologies (TDT), which supplies the digital printing system for U.S. passports, for $50 million in cash and stock. Last year, the Arlington, Va.-based TDT landed a five-year, $65 million contract extension with the U.S. State Department for the passport system.”

Which prompted Bernard Bailey, Viisage’s president and CEO, to declare that the acquisition of TDT was:

“…the single most important transformational event in Viisages history.”

So who was the true visionary: Atick, or Bailey? Or maybe someone else we haven’t mentioned yet?

Identix and Viisage…and all the other companies

While Identix and Visionics had some pretty significant components, neither could claim to be a true identity leader. Both companies not only had to compete against the traditional AFIS providers including Sagem Morpho and Motorola, but also against other identity providers. Take Digimarc, which beefed itself up considerably by acquiring Polaroid’s driver’s license business in 2001.

So by 2004, my Motorola “Biometric Business Unit” was competing against a bunch of companies, including:

  • One of our traditional AFIS competitors, Sagem Morpho.
  • Identix, including Visionics and Digital Biometrics.
  • Viisage, including Trans Digital Technologies.
  • Digimarc’s driver’s license business.

You know how this ended

Imagen 4.

Several years later, after several mergers (including the one that combined Identix and Viisage to form L-1 Identity Solutions, driven by Robert LaPenta’s L-1 Investment Partners who invested in Viisage), all of these companies would become part of the French aerospace company Safran.

  • Sagem Morpho and Motorola’s Biometric Business Unit would be a Safran subsidiary called MorphoTrak (with some international pieces tossed over into a division that would subsequently be renamed Morpho).
  • The others (L-1 plus Digimarc’s driver’s license business, acquired in 2008) would be a Safran subsidiary called MorphoTrust.

Until Safran sold ALL of Morpho, including MorphoTrak and MorphoTrust, to the company that eventually became IDEMIA.

How L-1 Identity Solutions Came To Be

(Imagen 4. Not an exaggeration.)

The history of L-1 Identity Solutions has always fascinated me. I dealt with then-bitter enemies Digital Biometrics and Identix while I was at Printrak, with Viisage while I was at Motorola, and de facto competed with MorphoTrust while I was at MorphoTrak…until MorphoTrust in effect acquired MorphoTrak when IDEMIA NSS was set up and I reported to a supervisor in Massachusetts.

I used to have a PowerPoint presentation that traced the family tree of all of L-1’s acquisitions. Wish I still had it. But here’s a little taste of where things stood before Joseph Atick and Robert LaPenta started combining things:

  • Identix, while making some efforts in the AFIS market, concentrated on creating live scan fingerprinting machines, where it competed (sometimes in court) against companies such as Digital Biometrics and Bioscrypt.
  • The fingerprint companies started to compete against facial recognition companies, including Viisage and Visionics. 
  • Oh, and there were also iris companies such as Iridian. 
  • And there were other ways to identify people. Even before 9/11 mandated REAL ID (which we may get any year now), Polaroid was making great efforts to improve driver’s licenses to serve as a reliable form of identification.

(Some former links are dead and were removed from the bullets above. But the Digital Biometrics-Identix court case is described here, and Polaroid’s history with driver’s licenses in Utah is described here.)

Back in 2023 I assembled a list of “Five Topics a Biometric Content Marketing Expert Needs to Understand.” My fifth topic was “How L-1 Identity Solutions came to be.” I claimed I was half joking, but in reality I was completely serious. Despite similar efforts by HID and others (including IDEMIA), the sheer number of companies that combined to form L-1 remains unmatched.

Five Topics a Biometric Content Marketing Expert Needs to Understand
All five.

Printrak and Morpho Acquired Companies. You Won’t Believe What Happened Next! (And what of…?)

Why do I have a sudden interest in things that happened at Morpho nearly 10 years ago, and at Printrak over 20 years ago? I’ll explain at the end of this post.

Printrak acquires…

Let’s start by looking at my former employer Printrak. In the summer of 1996 Printrak became a publicly traded company, and had secured the four-letter ticker “AFIS” back when an automated fingerprint identification system was THE biometric solution. (Face schmace. Iris schmiris. Voice schmoice.)

But then Printrak began to get bigger.

  • In April 1997 Printrak acquired a Greenville, South Carolina company, TFP Inc., that manufactured mugshot systems.
  • Later that same year Printrak acquired SunRise Imaging of Fremont, California, a provider of microfiche scanning services.
  • Printrak finished the year by acquiring the computer aided dispatch (CAD) and records management systems (RMS) unit of SCC Communications Corp., thus launching activities in Boulder, Colorado.

These acquisitions, costing millions of dollars each, increased the capabilities of Printrak. Several years later, I would be part of creating a “digital justice solution” that married AFIS, CAD, RMS, mugshot, and other services.

But not yet. Before that could happen, Printrak changed dramatically.

Printrak is acquired!

There used to be an online document that listed the entire negotiation history of what happened after these acquisitions, but I can no longer access that document. Instead, I found a document that lists the final results:

“ITEM 5. OTHER EVENTS On August 28, 2000, Printrak International Inc. (the “Registrant”) issued a press release regarding an agreement (the “Merger Agreement”) among Motorola, Inc. (“Motorola”), the Registrant, Panther Acquisition Corp., a wholly-owned subsidiary of Motorola (“Acquisition Sub”) and the Giles Living Trust UDT dated December 17, 1993, The Giles Family Foundation, and The Smith Family Revocable Trust dated October 2, 1992 (collectively referred to herein as the “Registrant’s Majority Stockholders”) pursuant to which Acquisition Sub will be merged (the “Merger”) with and into Registrant, with Registrant surviving the Merger as a wholly-owned subsidiary of Motorola. On August 28, 2000 the Registrant’s Majority Stockholders executed a written consent of stockholders approving the terms and authorizing the execution of the Merger Agreement by the Registrant. Under the Merger Agreement, Motorola has agreed to pay $12.1406 per share for all the outstanding common stock and common stock equivalents of Registrant for an aggregate merger consideration of approximately $160 million.”

In the language above, the two “Giles” entities were controlled by Richard Giles, who had joined De La Rue Printrak and then purchased the Printrak part from De La Rue. The Smith Family Revocable Trust was controlled by Charles Smith, another Printrak employee. While Printrak was a publicly traded entity, Richard Giles held over half the shares, and therefore had the power to sell, provided that the deal received the proper approvals from the United States, Argentina, Brazil, Germany, Romania, and other countries.

Why did Motorola want to acquire Printrak? Because Motorola needed a CAD product to pair with its significant business in police radios. And among Printrak’s acquisitions was a division with a CAD product, making that acquisition by far the most significant of the three acquisitions from 1997. Microfiche went nowhere, and the fact that the present company DataWorks Plus was founded in 2000 in Greenville, South Carolina is no accident.

But returning to Printrak, its growth through acquisitions made Printrak itself an acquisition target.

SCC, Sunrise Imaging, Printrak…and Motorola.

Morpho acquires…

Fast forward a few years, and a lot had happened at the Motorola company that Printrak joined. I won’t go into the history of Motorola during that decade, but by 2008 the company was shedding businesses that weren’t critically important. The CAD and RMS business was critically important, but the fingerprint business—the original pre-1997 Printrak—was not.

Which naturally attracted the attention of a large French aerospace/defense company, Safran. This company, itself the merger of two firms, had its own fingerprint identification technology, but I’ll let Ken Moses and his co-authors (including Scott Swann) tell this part of the story:

“In the late 1970s, a computer engineering subsidiary of France’s largest financial institution responded to a request by the French Ministry of Interior to work on automated fingerprint processing for the French National Police. Later, this company joined with the Morphologic Mathematics Laboratory at the Paris School of Mines to form a subsidiary called Morpho Systems that went on to develop a functioning [AFIS].”

Morpho Systems and its North American subsidiary were acquired by several companies in succession, the last being Safran.

And Safran thought that Motorola’s “Biometric Business Unit” would complement its existing biometric activities. So Safran purchased the unit (including me) from the willing seller Motorola, which became part of MorphoTrak.

But Safran wasn’t done acquiring. As I previously noted:

“By 2011, Safran decided that it needed additional identity capabilities, so it acquired L-1 Identity Solutions and renamed the acquisition as MorphoTrust.”

Along the way Safran also acquired a controlling stake in GE Homeland Protection, which it renamed Morpho Detection.

These various acquisitions strengthened Safran’s identity and biometric capabilities, which was good because Safran’s competitors were also busy. Eventually the entire identity and security business was renamed “Morpho” after the little old French company from the 20th century. This was a major division within Safran’s empire…

Morpho is acquired!

…but Safran remained an aerospace/defense company, and Morpho was a distraction.

A distraction that attracted the attention of Advent International. Advent had acquired a company called Oberthur Technologies in 2011, with the intent of improving it and selling it for a profit. Advent decided that an Initial Public Offering (IPO) would be a way to realize this profit, but Oberthur withdrew its IPO in 2015.

Would Oberthur be a more attractive IPO if it was combined with another entity, such as the non-aerospace/defense part of Safran?

The upshot was that Advent and Safran started talking, resulting in a sale that created the combined (mostly) Advent-controlled entity OT-Morpho. But a name change happened a few months later.

I watched this from a conference room in Anaheim, California.

I won’t get into the subsequent history of IDEMIA, in which Advent has spun off one part of IDEMIA, and may be spinning off another.

The point I want to make? Morpho’s growth through acquisitions made Morpho itself an acquisition target.

Motorola’s Biometric Business Unit, L-1 Identity Solutions, Morpho…and Advent International.

Incode acquires…

Now before someone slams me, I’m not making any predictions, just some observations.

Now let’s look at my former employer Incode. Unlike Printrak, Incode is not a publicly-traded firm. Like IDEMIA, Incode is held by private investors, although in Incode’s case there are multiple investors, not just one. Incode’s investors include General Atlantic, Softbank, J. P. Morgan, and others.

Lately Incode has been on an acquisition spree of its own.

Now remember that Incode’s investors didn’t invest just because they want to see cool technologies. They invested because they want to make money. And these moves potentially strenghthen Incode so that its investors may make a profit through an Incode IPO…

…or an acquisition of Incode by another entity, which would continue the consolidation of the identity/biometric industry.

???

When Pre-Acquisition Announcements Stalled Negative Activities Affecting Motorola and IDEMIA

When a company announces its intent to buy another company, certain activities at both firms may be stalled.

This can be a good thing, as certain Motorola employees and IDEMIA lawyers know.

Motorola layoffs on hold

In late 2008 and early 2009 Motorola was in trouble—so much trouble that it would eventually bifurcate. (Heh.) So Motorola was laying off employees throughout the company…

…except in the Biometric Business Unit where I resided. Safran had announced its intent purchase that unit, and Motorola was obligated to deliver that unit to Safran intact.

So I kept my job…for another 12 years anyway.

IDEMIA lawsuit on hold

Anyway, Motorola’s Biometric Business Unit became part of Safran and then IDEMIA. And according to ID Tech, IDEMIA is the beneficiary of new acquisition activity.

“A legal dispute between South African Black Economic Empowerment (BEE) firm INFOVERGE and French multinational IDEMIA has stalled, with INFOVERGE citing ongoing acquisition activity involving IDEMIA’s South African subsidiary as the reason for the delay. The firm is seeking R39 million in damages over what it describes as a breach of contractual obligations by IDEMIA.

“INFOVERGE told reporters that it had been informed IDEMIA’s South African division is undergoing a corporate transaction, which has effectively paused the litigation process. ‘We’ve been told that the South African arm of IDEMIA is under acquisition … which leaves our legal matter in some kind of limbo as we wait,’ an INFOVERGE spokesperson said, adding that the prolonged delay is impacting their ability to fulfill their empowerment mandate.”

I’m not sure whether the completed IN Groupe acquisition is the culprit, or if the possible public security sale is to blame.

Living the (Real) Nomad Life

(Imagen 4)

To hear some people discuss remote work, they lay it on thick on the “work from anywhere” part of it. (Provided that your legal residence is in a jurisdiction where your company or your employer is authorized to conduct business.)

Imagen 4.

You know, “Here I am in a villa on the beach for the week! #livingthenomadlife”

Well, I’ve performed a lot of remote work for IDEMIA, Bredemarket, Incode, and other companies in my day, but usually not in a visitors’ bureau featured location. 

Imagen 4.

Here’s where I’ve worked remotely over the last few years:

  • Spring 2019: a hotel in San Diego, California for IDEMIA’s Public Safety User Conference. The usual routine, spending half my time in our private command center coordinating sessions and speakers, and the other half of my time everywhere else.
  • Spring 2020-present: my home in Ontario, California. IDEMIA sent us home during COVID, where I worked for IDEMIA, then Bredemarket, then Incode, then Bredemarket again. The big highlight of my career was when my 25 square foot working space (as declared for tax purposes) moved from the front bedroom to the middle bedroom.
  • Fall 2020: a relative’s house in northern Alabama. I made vacation airline reservations before my COVID-related layoff, and it made no sense to cancel them so I went. It ended up being a working vacation, participating in an interview in which I was quoted in a German language publication, and making connections with two companies that would become Bredemarket clients.
  • Spring 2023: an office in Mexico City. This was an Incode offsite originally planned for the summer of 2022 but delayed. Many high points, but the low point was an earthquake drill that required us to walk down several flights of stairs…then walk back up those same flights of stairs. This was worse than the real earthquake that happened that week.
Imagen 4.

Which brings me to today and my new nomad location, a relative’s house in California. The relative is having outpatient surgery as I type this, and I’m staying overnight until he recovers.

Not exactly the romantic nomad life of exotic locations, but it definitely provides flexibility so that I can continue to work and take care of personal business.

This is a real picture. Fancy, huh?

Only problem: I forgot to bring my swimsuit.

But I will be performing some client work over the next two days.

And I could have been performing client work for you, but I guess that will have to wait until I return to my regular 25 square foot remote location. Book a meeting if Bredemarket can help you create content…from any location.

Stop losing prospects! Use Bredemarket content for tech marketers
Content for tech marketers.
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Gripping my Conference Planning Papers

While Bredemarket as an entity has only officially worked one trade show, my personal trade show, conference, and exhibition experience extends back years.

My years of session and speaker coordination 

For example:

In a past life I was tasked with session and speaker coordination for an annual conference. Dozens of sessions, dozens of speakers, probably about a dozen rooms, a myriad of microphone and table and cable setups, a little under a week…plus a dozen planners and dozens of employees and third-party conference staff.

There were many ways in which things could go wrong:

  • What if a demonstrator wanted to show an application on their iPhone, but you only had one-stage cables for a Windows laptop?
  • What if a keynote speaker wanted to show an application video as part of their remarks, but the audio-visual staff hadn’t tested the video yet? (Back in the day I worked with Sardis Media. They are magicians.)
  • What if an executive had an inspired idea to move one of our main room speakers to Wednesday morning…right when the speaker was conducting a workshop? (Human cloning was not an option.)
  • Worst yet, what if a speaker fell ill before boarding their flight to the conference venue…and we now had a big gaping hole the next morning?

Some of these things didn’t happen, but they could have…and if they did, it meant disruption of my “three chairs and 2 mics on the main stage on Tuesday at 8:45” meticulously made plans.

I excelled at session and speaker coordination

Yes, plans. I had them.

This was one of the times in which I fell back to Excel as my go-to project management tool, capturing all the necessary data, making it filterable and sortable. 

The years have faded my memories of the details I tracked, but I needed to know session titles, dates and times, rooms, speakers, panelists, presentations, videos, live demos, on-stage chairs and tables, handouts, and other things besides. 

This speaker could use the podium mic. And he had the conference app.

And that was just for DURING the conference. BEFORE the conference I needed to ensure that session abstracts and speaker biographies were written and found their way to the printed conference program, the registration website, and the conference app.

This was also one of the times that I heavily relied on the color printer that was hidden away in the conference organizers’ area. And it had to be color, because some schedule items were green, some yellow…and some red.

The schedule was constantly revised. And as the week wore on and the days dwindled down to a precious few, I would hide the older rows on my schedule and literally lighten my workload.

I would grip the latest iteration of my private master schedule and race around the conference hotel—sometimes the Hilton Orange County/Costa Mesa, sometimes another—checking things off my checklist. (All names are fictional.)

  • Hey, John, could you get your presentation to the Sardis folks by noon today? And you decided not to show that video, right?
  • Paul, the handouts for your workshop should be in the Guasti Room…I’m sorry, your session is in the Etiwanda Room. The handouts will be in the Etiwanda Room a half hour before your workshop.
  • George, you will be mic’ed up before the session…right?
  • Ringo! Side room. Five minutes. We need a raffle winner before 10:30.

By mid afternoon Thursday the last large sessions were done, the last workshops were wrapping up, the last raffle prizes were given away, and all that was left was the final banquet. Plenty could go wrong there, also, but that’s not part of this story.

And Ringo’s real name was Sharon.

TSA PreCheck at Staples Via CLEAR (and IDEMIA)

I was wandering around my local (Upland, California) Staples on a Saturday afternoon. If I had arrived on a weekday, I could have applied for TSA PreCheck.

Only weekday hours, at least at the Staples on Mountain in Upland.

(No, I didn’t apply for TSA PreCheck in 2017 when MorphoTrak became part of MorphoTrust  (when IDEMIA was formed) and I became eligible for a corporate discount. I didn’t predict a pandemic. Oops.)

Now that IDEMIA is not the only game in town for TSA PreCheck, the competitors are trying to grab market share. Thus the alliance between CLEAR (and IDEMIA) and Staples.

Start at the kiosk.

It appears that you start enrollment at the kiosk, and then complete the process with a “Staples Travel Specialist.”

Incidentally, this Staples is in the same shopping center as an IDEMIA IdentoGO location.

Revisiting Amazon Rekognition, May 2025

(Part of the biometric product marketing expert series)

A recent story about Meta face licensing changes caused me to get reflective.

“This openness to facial recognition could signal a turning point that could affect the biometric industry. 

“The so-called “big” biometric players such as IDEMIA, NEC, and Thales are teeny tiny compared to companies like Meta, Alphabet, and Amazon. If the big tech players ever consented to enter the law enforcement and surveillance market in a big way, they could put IDEMIA, NEC, and Thales out of business. 

“However, wholesale entry into law enforcement/surveillance could damage their consumer business, so the big tech companies have intentionally refused to get involved – or if they have gotten involved, they have kept their involvement a deep dark secret.”

Then I thought about the “Really Big Bunch” product that offered the greatest threat to the “Big 3” (IDEMIA, NEC, and Thales)—Amazon Rekognition, which directly competed in Washington County, Oregon until Amazon imposed a one-year moratorium on police use of facial recognition in June 2020. The moratorium was subsequently extended until further notice.

I last looked at Rekognition in June 2024, when Amazon teamed up with HID Global and may have teamed up with the FBI.

So what’s going on now?

Hard to say. I have been unable to find any newly announced Amazon Rekognition law enforcement customers.

That doesn’t mean that nothing is happening. Perhaps the government buyers are keeping their mouths shut.

Plus, there is this page, “Use cases that involve public safety.”

Nothing controversial on the page itself:

  • “Have appropriately trained humans review all decisions to take action that might impact a person’s civil liberties or equivalent human rights.”
  • “Train personnel on responsible use of facial recognition systems.”
  • “Provide public disclosures of your use of facial recognition systems.”
  • “In all cases, facial comparison matches should be viewed in the context of other compelling evidence, and shouldn’t be used as the sole determinant for taking action.” (In other words, INVESTIGATIVE LEAD only.)

Nothing controversial at all, and I am…um…99% certain (geddit?) that IDEMIA, NEC, and Thales would endorse all these points.

But why does Amazon even need such a page, if Rekognition is only used to find missing children?

Maybe this is a pre-June 2020 page that Amazon forgot to take down.

Or maybe not.

Couple this with the news about Meta, and there’s the possibility that the Really Big Bunch may enter the markets currently dominated by the Big Three.

Imagine if the DHS HART system, delayed for years, were resurrected…with Alphabet or Amazon or Meta technology.

We are still in the time of uncertainty…and may never go back.

(Large and small wildebeests via Imagen 3)