Business & Technology
Abnormal AI expands security with three new products
Abnormal AI has expanded its security platform with three new products: Identity Threat Protection, AI Governance and Infiltration Prevention. The move extends its technology beyond email security into identity and AI security.
The new products apply the company’s behavioural models to different parts of the modern identity attack surface. Abnormal AI also introduced an AI App Store inside its portal, designed to let customers activate products with a single click.
Abnormal AI has built its business around analysing user and system behaviour to identify activity that differs from normal patterns. The latest rollout extends that approach into areas where security teams are under pressure from the spread of AI tools, the growth of machine identities such as service accounts and software agents, and the risk of malicious actors gaining trusted access.
More than 4,500 organisations use the platform, including over 25% of the Fortune 500. With the expansion, Abnormal AI is seeking a larger role in corporate identity and access security as cyber attackers increasingly rely on valid credentials, compromised accounts and social engineering rather than more obvious break-in methods.
Three products
Identity Threat Protection targets attacks that occur after a user or system has already passed authentication. Abnormal AI said it highlights weaknesses such as accounts without multi-factor authentication and service accounts with broad privileges, then links those exposures to attack methods listed in a threat library.
The product also draws on identity, software-as-a-service and email signals to detect signs of compromise inside active sessions. Another feature is designed to protect IT help desks by challenging suspicious requests for password resets or multi-factor authentication resets, a common route for attackers seeking to take over accounts.
AI Governance focuses on oversight of AI tools, AI agents and related employee activity across an organisation. Abnormal AI said it is intended to give security teams visibility into both approved and unapproved tools as staff adopt AI services faster than internal controls can keep pace.
It is designed to discover AI tools across the environment, establish a baseline for how each tool or agent behaves, and flag unusual activity. The company gave the example of an agent gaining access beyond its expected role, with customer-set policies then applied automatically when activity appears risky.
Infiltration Prevention addresses a different part of the risk chain by focusing on hiring and onboarding. Abnormal AI said it integrates with applicant tracking systems including Greenhouse and Workday to identify patterns associated with fabricated or fraudulent job candidates before access is granted to enterprise systems.
Those patterns can include VoIP burner numbers, locations hidden behind VPNs and repeated links to the same actor in its threat intelligence. The tool is also designed to identify broader campaigns rather than isolated suspicious applicants, and to assemble evidence briefs for review by security teams.
Market pressure
The expansion reflects a broader shift in cybersecurity spending towards tools that monitor behaviour after login rather than relying only on perimeter controls or credential checks. As companies add more cloud software, automation and AI assistants, the number of non-human identities often exceeds the number of employees, creating a more complex access environment for defenders.
Many traditional controls are strongest at the point of authentication but offer less visibility once an account is accepted as legitimate. That gap has become more important as attackers use phishing, token theft, OAuth abuse and impersonation techniques that allow them to operate inside trusted sessions.
Abnormal AI argues that the common thread in these threats is behaviour rather than the specific technology involved. “Abnormal envisioned a future where behavioral AI could solve critical problems facing enterprises around the world,” said Evan Reiser, Chief Executive Officer and Co-founder of Abnormal AI.
“Our customers are facing key challenges today: attackers who blend in instead of breaking in, AI adoption outpacing governance, and nation-state actors engineering fake identities to become insiders. Every one of those risks comes down to understanding identity and behavior. That’s the lens that Abnormal brings to these problems,” Reiser said.
The new products all sit on the same underlying model used in the company’s existing business. That gives Abnormal AI a way to broaden its addressable market while keeping a single behavioural approach across email, identity, AI systems and employee onboarding.
Reiser framed the launch around the difficulty of spotting threats that appear legitimate on the surface. “The threats that matter most don’t look like threats at all,” he said.
“A trusted identity moves through a valid session like a real employee. A helpful AI agent codes its way into a sensitive database. A nation-state actor uses a synthetic persona to apply for a job. Each looks different, but each gives itself away the same way, through abnormal behavior,” Reiser said.
Gas network company SGN confirmed it had repaired three minor gas leaks and left the site on Monday, August 3, six days earlier than expected.
The leaks were discovered during excavation works last month and contributed to the pushing back of the road’s reopening date, yet again, to September 20.
The completion of the gas mains replacement marked a significant step forward in the wider Oxford Station improvement project, which was originally budgeted at £161 million but is now expected to cost at least £237 million.
The development prompted hopes that Botley Road, closed beneath the rail bridge since April 2023, could reopen earlier than planned.
However, Network Rail has moved to manage expectations, saying the project remains on course to meet its existing target date rather than finish ahead of schedule.
A Network Rail spokesperson said: “We’re pleased that SGN has completed its gas mains replacement work.
“While this is an important milestone, it doesn’t necessarily mean the overall project will finish early as some remaining work is dependent on access to the railway, which we have had to rearrange to enable the replacement of the gas main.
“Our focus remains on meeting our planned deadline of 20 September for reopening Botley Road to traffic.”
While the completion of the gas works removes one of the most recent obstacles facing the scheme, Network Rail says further work under the bridge and around the station is still needed before the route can reopen to traffic.
The club is currently struggling in the summer heat, and has launched a new fundraiser to keep its gymnasts safe.
The club, which is based at Grove House Barn near Warkworth in Banbury, launched the fundraiser so it could buy and install four air conditioning units to keep its space cool.
Currently, the club hopes to raise £7,000 through the appeal so it can buy four 10kW air conditioning units and cover all the installation costs.
So far, the club has raised £380.
Karl Wade, director of Wade Gymnastics, said the club has become “increasingly warm” during the summer months due to the rising temperatures.
READ MORE: Thames Water leakage targets are ‘not realistic’ says boss after pay rise
“Despite our best efforts to keep doorways and shutters open, it becomes very uncomfortable for gymnasts to play and train,” Mr Wade said.
He added: “The safety of our gymnasts and coaches is always our utmost priority.
“Unfortunately, the risk of having to close the business during these hot spells is increasing and we need to have more effective ways of keeping everyone cool.
“An air conditioning system would allow the business to stay open during those extreme hot conditions and continue to provide classes for everyone who attends.”
The gym currently delivers classes seven days a week for around 900 people, which range from toddlers to athletes competing at national level.
The gym club was founded more than four decades ago by Ruth Wade and, for the past 20 years it has been based at its current facility.
SOFIAH NICHOLE SALIVIO
News Editor
Solihull Council has appointed ICS.AI to deliver the first phase of an AI Transformation Discovery programme to examine how artificial intelligence could be used across several resident-facing services.
The 24-week programme will review opportunities in Adult Social Care, Children’s Services, Economy & Infrastructure, and Public Health. It is intended to help the council decide where AI could be used and where future spending should be directed.
In this first phase, ICS.AI will assess the council’s readiness for AI and identify use cases across the four service areas. The programme is expected to produce a prioritised shortlist of about 200 use cases, including 50 validated from a finance perspective, alongside a longer-term AI Transformation Roadmap.
The work is intended to create an evidence base before any wider implementation decisions are taken. Ethics, privacy, and safeguarding will be considered throughout the assessment process.
Discovery phase
ICS.AI will use its AI Target Operating Model framework to review Solihull’s current position across five dimensions before ranking opportunities. The outputs will be based on council-owned baseline data and reviewed by public sector specialists.
The approach reflects a broader pattern among local authorities exploring AI in service delivery while facing pressure to justify spending and manage risks around data use and public accountability. Councils have also been seeking clearer business cases before committing to larger technology programmes.
Solihull said the discovery exercise would support a measured approach to service modernisation. The authority wants to identify where AI could improve services for residents while also demonstrating value for money.
“We are committed to taking a well-considered and planned approach to modernising the services we provide. By building a strong evidence base for future decisions, this programme will help us understand where the greatest AI opportunities exist. We will then be able to prioritise those improvements that will deliver the greatest benefit for residents, while ensuring full value for the council,” said Councillor Dave Pinwell, Cabinet Portfolio Holder for Resources, Solihull Council.
Public sector focus
ICS.AI said the Solihull engagement builds on work it has carried out with more than 20 public sector organisations using its AI transformation and discovery assessments. Those organisations include Derby City Council.
The company focuses on AI projects for the public sector, where interest has increased as authorities look for ways to manage demand pressures in social care, public health, and other frontline services. At the same time, councils are under scrutiny to show that new technology investments are proportionate and supported by practical evidence.
Dwayne Johnson, Chief Local Government Officer at ICS.AI, said local authorities need stronger justification before committing funds. “Local authorities need confidence that every investment is backed by robust evidence and long-term value for residents. Solihull Council is taking the right approach by starting with a structured discovery programme that builds a clear understanding of priorities before decisions are made. By developing finance-validated business cases and a practical roadmap, the council can be more proactive in the decisions it makes,” he said.
The programme’s initial outputs are expected to give Solihull a ranked view of where AI could be applied across services, the level of organisational readiness, and which projects may warrant further consideration. This first phase is focused on identifying options rather than moving directly into deployment.
For local government leaders, that distinction is becoming increasingly important as councils test AI in areas that affect vulnerable residents and essential public services. In Solihull’s case, the work spans some of the authority’s most visible functions, including care services, children’s provision, public health activity, and parts of local infrastructure planning.
The council aims to use the findings to inform later investment decisions through finance-validated business cases and a practical roadmap for future priorities.
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