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.
“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.
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.
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.
On September 30, FindBiometrics and Acuity Market Intelligence released the production version of the Biometric Digital Identity Prism Report. You can request to download it here.
But FindBiometrics and Acuity Market Intelligence didn’t invent the Big 3. The concept has been around for 40 years. And two of today’s Big 3 weren’t in the Big 3 when things started. Oh, and there weren’t always 3; sometimes there were 4, and some could argue that there were 5.
So how did we get from the Big 3 of 40 years ago to the Big 3 of today?
The Big 3 in the 1980s
Back in 1986 (eight years before I learned how to spell AFIS) the American National Standards Institute, in conjunction with the National Bureau of Standards, issued ANSI/NBS-ICST 1-1986, a data format for information interchange of fingerprints. The PDF of this long-superseded standard is available here.
When creating this standard, ANSI and the NBS worked with a number of law enforcement agencies, as well as companies in the nascent fingerprint industry. There is a whole list of companies cited at the beginning of the standard, but I’d like to name four of them.
De La Rue Printrak, Inc.
Identix, Inc.
Morpho Systems
NEC Information Systems, Inc.
While all four of these companies produced computerized fingerprinting equipment, three of them had successfully produced automated fingerprint identification systems, or AFIS. As Chapter 6 of the Fingerprint Sourcebook subsequently noted:
Morpho Systems resulted from French AFIS efforts, separate from those of the FBI. These efforts launched Morpho’s long-standing relationship with the French National Police, as well as a similar relationship (now former relationship) with Pierce County, Washington.
NEC had deployed AFIS equipment for the National Police Academy of Japan, and (after some prodding; read Chapter 6 for the story) the city of San Francisco. Eventually the state of California obtained an NEC system, which played a part in the identification of “Night Stalker” Richard Ramirez.
After the success of the San Francisco and California AFIS systems, many other jurisdictions began clamoring for AFIS of their own, and turned to these three vendors to supply them.
The Big 4 in the 1990s
But in 1990, these three firms were joined by a fourth upstart, Cogent Systems of South Pasadena, California.
While customers initially preferred the Big 3 to the upstart, Cogent Systems eventually installed a statewide system in Ohio and a border control system for the U.S. government, plus a vast number of local systems at the county and city level.
Between 1991 and 1994, the (Immigfation and Naturalization Service) conducted several studies of automated fingerprint systems, primarily in the San Diego, California, Border Patrol Sector. These studies demonstrated to the INS the feasibility of using a biometric fingerprint identification system to identify apprehended aliens on a large scale. In September 1994, Congress provided almost $30 million for the INS to deploy its fingerprint identification system. In October 1994, the INS began using the system, called IDENT, first in the San Diego Border Patrol Sector and then throughout the rest of the Southwest Border.
I was a proposal writer for Printrak (divested by De La Rue) in the 1990s, and competed against Cogent, Morpho, and NEC in AFIS procurements. By the time I moved from proposals to product management, the next redefinition of the “big” vendors occurred.
The Big 3 in 2003
There are a lot of name changes that affected AFIS participants, one of which was the 1988 name change of the National Bureau of Standards to the National Institute of Standards and Technology (NIST). As fingerprints and other biometric modalities were increasingly employed by government agencies, NIST began conducting tests of biometric systems. These tests continue to this day, as I have previously noted.
One of NIST’s first tests was the Fingerprint Vendor Technology Evaluation of 2003 (FpVTE 2003).
For those who are familiar with NIST testing, it’s no surprise that the test was thorough:
FpVTE 2003 consists of multiple tests performed with combinations of fingers (e.g., single fingers, two index fingers, four to ten fingers) and different types and qualities of operational fingerprints (e.g., flat livescan images from visa applicants, multi-finger slap livescan images from present-day booking or background check systems, or rolled and flat inked fingerprints from legacy criminal databases).
Eighteen vendors submitted their fingerprint algorithms to NIST for one or more of the various tests, including Bioscrypt, Cogent Systems, Identix, SAGEM MORPHO (SAGEM had acquired Morpho Systems), NEC, and Motorola (which had acquired Printrak). And at the conclusion of the testing, the FpVTE 2003 summary (PDF) made this statement:
Of the systems tested, NEC, SAGEM, and Cogent produced the most accurate results.
Which would have been great news if I were a product manager at NEC, SAGEM, and Cogent.
Unfortunately, I was a product manager at Motorola.
The effect of this report was…not good, and at least partially (but not fully) contributed to Motorola’s loss of its long-standing client, the Royal Canadian Mounted Police, to Cogent.
The Big 3, 4, or 5 after 2003
So what happened in the years after FpVTE was released? Opinions vary, but here are three possible explanations for what happened next.
Did the Big 3 become the Big 4 again?
Now I probably have a bit of bias in this area since I was a Motorola employee, but I maintain that Motorola overcame this temporary setback and vaulted back into the Big 4 within a couple of years. Among other things, Motorola deployed a national 1000 pixels-per-inch (PPI) system in Sweden several years before the FBI did.
Did the Big 3 remain the Big 3?
Motorola’s arch-enemies at Sagem Morpho had a different opinion, which was revealed when the state of West Virginia finally got around to deploying its own AFIS. A bit ironic, since the national FBI AFIS system IAFIS was located in West Virginia, or perhaps not.
Anyway, Motorola had a very effective sales staff, as was apparent when the state issued its Request for Proposal (RFP) and explicitly said that the state wanted a Motorola AFIS.
That didn’t stop Cogent, Identix, NEC, and Sagem Morpho from bidding on the project.
After the award, Dorothy Bullard and I requested copies of all of the proposals for evaluation. While Motorola (to no one’s surprise) won the competition, Dorothy and I believed that we shouldn’t have won. In particular, our arch-enemies at Sagem Morpho raised a compelling argument that it should be the chosen vendor.
Their argument? Here’s my summary: “Your RFP says that you want a Motorola AFIS. The states of Kansas (see page 6 of this PDF) and New Mexico (see this PDF) USED to have a Motorola AFIS…but replaced their systems with our MetaMorpho AFIS because it’s BETTER than the Motorola AFIS.”
But were Cogent, Motorola, NEC, and Sagem Morpho the only “big” players?
Did the Big 3 become the Big 5?
While the Big 3/Big 4 took a lot of the headlines, there were a number of other companies vying for attention. (I’ve talked about this before, but it’s worthwhile to review it again.)
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.
In short, there were a bunch of small identity companies all over the place.
But in the course of a few short years, Dr. Joseph Atick (initially) and Robert LaPenta (subsequently) concentrated on acquiring and merging those companies into a single firm, L-1 Identity Solutions.
These multiple mergers resulted in former competitors Identix and Digital Biometrics, and former competitors Viisage and Visionics, becoming part of one big happy family. (A multinational big happy family when you count Bioscrypt.) Eventually this company offered fingerprint, face, iris, driver’s license, and passport solutions, something that none of the Big 3/Big 4 could claim (although Sagem Morpho had a facial recognition offering). And L-1 had federal contracts and state contracts that could match anything that the Big 3/Big 4 offered.
So while L-1 didn’t have a state AFIS contract like Cogent, Motorola, NEC, and Sagem Morpho did, you could argue that L-1 was important enough to be ranked with the big boys.
So for the sake of argument let’s assume that there was a Big 5, and L-1 Identity Solutions was part of it, along with the three big boys Motorola, NEC, and Safran (who had acquired Sagem and thus now owned Sagem Morpho), and the independent Cogent Systems. These five companies competed fiercly with each other (see West Virginia, above).
In a two-year period, everything would change.
The Big 3 after 2009
Hang on to your seats.
The Motorola RAZR was hugely popular…until it wasn’t. Eventually Motorola split into two companies and sold off others, including the “Printrak” Biometric Business Unit. By NextG50 – Own work, CC BY-SA 4.0, https://commons.wikimedia.org/w/index.php?curid=130206087
By 2009, Safran (resulting from the merger of Sagem and Snecma) was an international powerhouse in aerospace and defense and also had identity/biometric interests. Motorola, in the meantime, was no longer enjoying the success of its RAZR phone and was looking at trimming down (prior to its eventual, um, bifurcation). In response to these dynamics, Safran announced its intent to purchase Motorola’s Biometric Business Unit in October 2008, an effort that was finalized in April 2009. The Biometric Business Unit (adopting its former name Printrak) was acquired by Sagem Morpho and became MorphoTrak. On a personal level, Dorothy Bullard moved out of Proposals and I moved into Proposals, where I got to work with my new best friends that had previously slammed Motorola for losing the Kansas and New Mexico deals. (Seriously, Cindy and Ron are great folks.)
By 2011, Safran decided that it needed additional identity capabilities, so it acquired L-1 Identity Solutions and renamed the acquisition as MorphoTrust.
If you’re keeping notes, the Big 5 have now become the Big 3: 3M, Safran, and NEC (the one constant in all of this).
While there were subsequent changes (3M sold Cogent and other pieces to Gemalto, Safran sold all of Morpho to Advent International/Oberthur to form IDEMIA, and Gemalto was acquired by Thales), the Big 3 has remained constant over the last decade.
And that’s where we are today…pending future developments.
If Alphabet or Amazon reverse their current reluctance to market their biometric offerings to governments, the entire landscape could change again.
Or perhaps a new AI-fueled competitor could emerge.
The 1 Biometric Content Marketing Expert
This was written by John Bredehoft of Bredemarket.
If you work for the Big 3 or the Little 80+ and need marketing and writing services, the biometric content marketing expert can help you. There are several ways to get in touch:
Book a meeting with me at calendly.com/bredemarket. Be sure to fill out the information form so I can best help you.
I didn’t either. Frankly, I didn’t even work in biometrics professionally until I was in my 30s.
If you have a mad adult desire to become a biometric content marketing expert, here are five topics that I (a self-styled biometric content marketing expert) think you need to understand.
Topic One: Biometrics
Sorry to be Captain Obvious, but if you’re going to talk about biometrics you need to know what you’re talking about.
The days in which an expert could confine themselves to a single biometric modality are long past. Why? Because once you declare yourself an iris expert, someone is bound to ask, “How does iris recognition compare to facial recognition?”
And there are a number of biometric modalities. In addition to face and iris, the Biometrics Institute has cataloged a list of other biometric modalities, including fingerprints/palmprints, voice, DNA, vein, finger/hand geometry, and some more esoteric ones such as gait, keystrokes, and odor. (I wouldn’t want to manage the NIST independent testing for odor.)
As far as I’m concerned, the point isn’t to select the best biometric and ignore all the others. I’m a huge fan of multimodal biometrics, in which a person’s identity is verified or authenticated by multiple biometric types. It’s harder to spoof multiple biometrics than it is to spoof a single one. And even if you spoof two of them, what if the system checks for odor and you haven’t spoofed that one yet?
Topic Two: All the other factors
In the same way that I don’t care for people who select one biometric and ignore the others, I don’t care for some in the “passwords are dead” crowd who go further and say, “Passwords are dead. Use biometrics instead.”
Although I admire the rhyming nature of the phrase.
If you want a robust identity system, you need to use multiple factors in identity verification and authentication.
Something you know.
Something you have.
Something you are (i.e. biometrics).
Something you do.
Somewhere you are.
Again, use of multiple factors protects against spoofing. Maybe someone can create a gummy fingerprint, but can they also create a fake passport AND spoof the city in which you are physically located?
It’s not enough to understand the technical ins and outs of biometric capture, matching, and review. You need to know how biometrics are used.
One-to-one vs. one-to-many. Is the biometric that you acquire only compared to a single biometric samples, or to a database of hundreds, thousands, millions, or billions of other biometric samples?
Markets. When I started in biometrics, I only participated in two markets: law enforcement (catch bad people) and benefits (get benefit payments to the right people). There are many other markets. Just recently I have written about financial identity and educational identity. I’ve worked with about a dozen other markets personally, and there are many more.
Use cases. Related to markets, you need to understand the use cases that biometrics can address. Taking the benefits example, there’s a use case in which a person enrolls for benefits, and the government agency wants to make sure that the person isn’t already enrolled under another name. And there’s a use cases when benefits are paid to make sure that the authorized recipient receives their benefits, and no one else receives their benefits.
Legal and privacy issues. It is imperative that you understand the legal ramifications that affect your chosen biometric use case in your locality. For example, if your house has a doorbell camera that uses “familiar face detection” to identify the faces of people that come to your door, and the people that come to your door are residents of the state of Illinois, you have a BIG BIPA (Biometric Information Privacy Act) problem.
Any identity content marketing expert or biometric content marketing expert worth their salt will understand these and related issues.
Topic Four: Content marketing
This is another Captain Obvious point. If you want to present yourself as a biometric contet marketing expert or identity content marketing expert, you have to have a feel for content marketing.
The definition of content marketing is simple: It’s the process of publishing written and visual material online with the purpose of attracting more leads to your business. These can include blog posts, pages, ebooks, infographics, videos, and more.
But content marketers need to be comfortable with creating at least one type of content.
Topic Five: How L-1 Identity Solutions came to be
Yes, an identity content marketing expert needs to thoroughly understand how L-1 Identity Solutions came to be.
I’m only half joking.
Back in the late 1990s and early 2000s (I’ll ignore FpVTE results for a moment), the fingerprint world in which I worked recognized four major vendors: Cogent, NEC, Printrak (later part of Motorola), and Sagem Morpho.
And then there were all these teeny tiny vendors that offered biometric and non-biometric solutions, including the fierce competitors Identix and Digital Biometrics, the fierce competitors Viisage and Visionics, and a bunch of other companies like Iridian.
Wel, there WERE all these teeny tiny vendors.
Until Bob LaPenta bought them all up and combined them into a single company, L-1 Identity Solutions. (LaPenta was one of the “Ls” in L-3, so he chose the name L-1 when he started his own company.)
So around 2008 the Big Four (including a post-FpVTE Motorola) became the Big Five, since L-1 Identity Solutions was now at the table with the big boys.
But then several things happened:
Motorola started selling off parts of itself. One of those parts, its Biometric Business Unit, was purchased by Safran (the company formed after Sagem and Snecma merged). This affected me because I, a Motorola employee, became an employee of MorphoTrak, the subsidiary formed when Sagem Morpho de facto acquired “Printrak” (Motorola’s Biometric Business Unit). So now the Big Five were the Big Four.
Make that the Big Three, because Safran also bought L-1 Identity Solutions, which became MorphoTrust. MorphoTrak and MorphoTrust were separate entities, and in fact competed against each other, so maybe we should say that the Big Four still existed.
Oh, and by the way, the independent company Cogent was acquired by 3M (although NEC considered buying it).
A few years later, 3M sold bits of itself (including the Cogent bit) to Gemalto.
Then in 2017, Advent International (which owned Oberthur) acquired bits of Safran (the “Morpho” part) and merged them with Oberthur to form IDEMIA. As a consequence of this, MorphoTrust de facto acquired MorphoTrak, ending the competition but requiring me to have two separate computers to access the still-separate MorphoTrust and MorphoTrak computer networks. (In passing, I have heard from two sources, but have not confirmed myself, that the possible sale of IDEMIA is on hold.)
Why do I mention all this? Because all these mergers and acquisitions have resulted in identity practitioners working for a dizzying number of firms.
As of August 2023, I myself have worked for five identity firms, but in reality four of the five are the same firm because the original Printrak International kept on getting acquired (Motorola, Safran, IDEMIA).
And that’s nothing. One of my former Printrak coworkers (R.M.) has also worked for Digital Biometrics (now part of IDEMIA), Cross Match Technologies (now part of ASSA ABLOY), Iridian (now part of IDEMIA), Datastrip, Creative Information Technology, AGNITiO, iTouch Biometrics, NDI Recognition Systems, iProov, and a few other firms here and there.
The point is that everybody knows everybody because everybody has worked with (and against) everybody. And with all the job shifts, it’s a regular Peyton Place.
Not sure which one is me, which one is R.M., and who the other people are.
Do you need an identity content marketing expert today?
Do you need someone who not only knows biometrics and content marketing, but also all the other factors, their uses, and even knows the tangled history of L-1?
Those portions of the U.S. government that deal with critical infrastructure are naturally concerned about foreign encroachment into U.S. Government operations, even from “friendly” nations. Therefore, the U.S. Government takes steps to mitigate the effects of “Foreign Ownership, Control or Influence” (FOCI).
I’ve worked for two companies that needed to undertake FOCI mitigation, and I know of others that have also done this. And while FOCI mitigation offers benefits to the United States, there are also drawbacks of which everyone involved should be aware.
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How many of us keep on doing the same thing, but just use different tools to do it?
For example, I am going to provide four examples of ways…I mean, for example, I am going to list four ways in which I have disseminated identity information to various internal and external audiences over the last fifteen years. Three of these methods had restricted access and some are no longer available, but the last one, Bredemarket Identity Firm Services, is publicly available to you TODAY.
You can get to this information source in ten seconds if you like. If you’re a TL;DR kind of person, click here.
For the rest of you, read on to see how I used COMPASS (most of you haven’t heard of COMPASS), SharePoint (you’ve heard of that), email (you’ve definitely heard of that), and LinkedIn (ditto) to share information.
Take One: Using Motorola Tools
For the first identity information source, let’s go back about fifteen years, when I was a product manager at Motorola (before The Bifurcation). Motorola had its own intranet, called COMPASS, which all of us Motorolans would use to store information except when we didn’t.
Using this intranet, I created a page entitled “Biometric Industry Information,” in which I pasted links and short descriptions of publicly-available news items. I’m not sure how useful this information source was to others, but I referred to it frequently.
Eventually Motorola sold our business unit to Safran, and “Biometric Industry Information” was lost in the transition. For all I know it may be available on some Motorola Solutions intranet page somewhere, though I doubt it.
Take Two: An Industry-Standard Tool and an Expanded Focus
The second identity information source was created a few years later, when I was an employee of MorphoTrak. Two things had changed since the Motorola days:
MorphoTrak’s parent company Safran didn’t use the Motorola intranet solution. Instead, it used an industry-standard intranet solution, SharePoint. This was tweaked at each of the individual Safran companies and regions, but it was pretty much a standard solution.
The second change was in the breadth of my interests, as I realized that biometrics was only part of an identity solution. Yes, an identity solution could use biometrics, but it could also used the driver’s licenses that MorphoTrak was slated to produce (but didn’t), and other security methods besides.
So when I recreated my Motorola information source, the new one at MorphoTrak was a Microsoft SharePoint list entitled “Identity Industry Information.”
Again, I’m not sure whether others benefited from this, but I certainly did.
Take Three: Taking Over an Email List
The third iteration of my information source wasn’t created by me, but was created about a decade ago at a company known as L-1 Identity Solutions. For those who know the company, L-1 was a conglomeration of multiple small acquisitions that provided multiple biometric solutions, secure document solutions, and other products and services. Someone back then decided that a daily newsletter covering all of L-1’s markets would be beneficial to the company. This newsletter began, and continued after Safran acquired L-1 Identity Solutions and renamed it MorphoTrust.
MorphoTrust and my company MorphoTrak remained separate entities (for security reasons) until Oberthur acquired some of Safran’s businesses and formed IDEMIA. In North America, this resulted in the de facto acquisition of MorphoTrak by MorphoTrust, and some significant shifting in organizational charts and responsibilities.
As a result of these changes, I ended up taking over the daily newsletter, tweaking its coverage to better meet the needs of today, and (in pursuit of a personal annual goal) expanding its readership. (This email was NOT automatically sent to everyone in the company; you had to opt in.)
Now some may believe that email is dead and that everyone should be on Volley or Clubhouse, but email does serve a valid purpose. As a push technology, emails are provided to you every day.
OK, every five seconds.
But modern email systems (including those from Microsoft and Google) provide helpful tools to help you manage your email. This allowed people to prioritize their reading of my daily newsletter, or perhaps de-prioritize it.
Two years later IDEMIA underwent another organizational change, and I was no longer responsible for the daily newsletter. Last I heard, the daily newsletter still continues.
Take Four: Market Me, Benefit You
Eventually I left IDEMIA and started Bredemarket, and the identity industry became one of the industries that I targeted for providing Bredemarket’s services. To build myself as an identity industry authority, and to provide benefits to identity industry firms, I needed to market specifically to that segment. While my online marketing outlets were primarily focused on my website, I was also marketing via LinkedIn and Facebook. My LinkedIn marketing was primarily though the Bredemarket LinkedIn company page.
I’m trying to add new content to Bredemarket Identity Firm Services on a daily basis. It’s primarily content from other sources, but sometimes my own content (such as this post) will find its way in there also. And, as in the example above, I’ll occasionally include editorial comments on others’ posts.
So if you’re on LinkedIn and would find such content useful to you, go to the showcase page and click the “Follow” button.
Bredemarket 