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In newFASANT we want to help you to develop your projects successfully. With this purpose we are offering several services, ranging from giving professional advice for your simulation configuration, to carrying on the full modelling and simulation project for you.
You can trust we will work for the fulfillment of all your simulation necessities. You can choose between the following options those which better suit your needs.
Become a newFASANT expert with our training and consulting programs, where you will learn every option and function of the suite.
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You can trust newFASANT to take care of the full simulation proccess required for the development of your project, from generating the 3d models to obtaining the simulation results. Thanks to newFASANT you will have one less thing to worry about.
You can rent our computational resources to remotely perform your simulations. You will be able to send your projects from your computer, use our resources to simulate, and obtain the results again in your computer.
In newFASANT we understand that every project has different needs. If you think than we can offer a customized solution to your problem do not hesitate to contact us for information.
If you are interested in any of these services please get in touch with us using the contact form or sending an email to webmaster@fasant.com
Thank you for your feedback.Unfortunately at some point for every gaijin (foreigner) they will have to depart the land of the rising sun. 
When travelling, adjustment to new countries is a part of the programme. Sometimes the adjustment is as simple as getting hit by a car if you decided to play ‘dodge car’ during rush hour on a highway, other times it’s as difficult as trying to understand the lyrics to a post-hardcore metal song. When visiting Japan the adjustment is a perfect medium. Throughout your tenure in Japan you will still do things that warrant you getting the ‘stare of disapproval’ from someone in the street, it’s just the perks of being a gaijin who hasn’t grown up in Japan or achieved a black belt in Japanese customers and etiquette. Eventually you will learn such customs and appreciate them, even appreciating slurping when you eat noodles as a sign of appreciation and good manners, yes that is a thing.
You will get so used to such things that adjusting to life back in your home country or your next destination will be surprisingly more difficult than anticipated. Culture shock will likely set in, so much so you will find yourself getting very annoyed and frustrated by the things that previously wouldn’t bother you before your time in Japan.
It all boils down to how Japanese people are raised which forms their culture. Japanese people are raised in very respectful manner. Respect for their elders, respect for rules, respect for their culture and traditions, and respect for Hello Kitty the wee sexy thing she is. The culture of respect flows into all aspects of the life of a Japanese person and they nearly all conform to it; very, very few don’t conform. We foreigners are typically the biggest non-conformers in Japan, the gaijin punks so to speak. Yet despite our intentional (or not) anarchist and rebellious nature, there are quite a number of things we conform to and get so used to conforming to that upon departing Japan it’s hard to stop doing some of the customs and etiquettes, even the ones that would warrant you getting deemed to be a weird prick in western world such as bowing.
Bowing is one of these things that literally everyone does in Japan. It’s seen a hugely respectful thing to do – how deep your bow has a meaning behind it. A subtle small bow is a more casual one you would give to someone in a shop, with a deeper bow being more formal and a sign of high respect that you would give to say elders or people in a higher position in a job. No matter if you don’t conform to such norms as eating and drinking whilst walking down the street, bowing is something you will conform too and get so used to doing that you have to physically stop yourself from doing so when you leave the country.
Even the more simpler things such as being more quiet or completely silent in some places is something you get so accustomed to that when there is a woman wearing a basketball jersey that’s five times too big for her, bellowing her lungs out like the modern day Libberachi in a bus terminal in your next destination, it is unbearable. The tranquility of public areas and transport in Japan is golden and no matter how much you want to gossip with the gals on the subway or even in the elevator you don’t as you don’t want to be an obnoxious onion, as being silent in certain places is a big deal to people in Japan.
Despite everything, there will be times rules and customs will be broken as the Japanese love rules and following them, as much as some vegans love to tell you that they’re vegan. Whether it may be intentional like crossing the road on a red light when it’s clear of cars whilst eating that sexy bit of fried chicken from Lawsons, or it’s simply a mistake, you appreciate these customs when you are departing Japan. So much so that in the next country your find yourself in, you will be dishing out the ‘stare of disapproval’ like the old Japanese lady you have become.

What is your overriding, guiding principle to your personal life and business? If you’re not sure, give it some thought. It could be the key you are missing and keeping you from experiencing all the success you desire in all areas of your life.
Question: What if you made every decision, every choice, based around your guiding principle. How would it change your life?
Recently, I attended a closed door meeting where a bunch of really smart and experienced security leaders talked about security stuff. As we delved into security trends and issues, the only common thread was that all the leaders had different ideas: what was important, what was urgent, how to address a problem, what they wanted from their vendors. It made me think about how our industry works (or doesn’t), how we can better work together to solve common problems, and what stops us from doing that.
Our regulators and standards-setters don’t help either. Witness the regulators who are increasingly pushing for zero-exception regulations (no POAMS here!), forcing entire industries to conform to their view of the “right” controls. Consider the standards that assume capabilities and skills of organizations as “base level”, without ever having tried to execute their standards in a real world scenario.
Security vendors contribute to the problem, assuming customer capabilities and needs without truly understanding the customer environment. “Industry standards” are documented without regard to the variety of organizations that make up an industry. What is “standard”, anyway? A small Doctor’s office or a multi-hospital conglomerate? A non-profit energy consortium or a multi-national energy producer? A small elementary school or a premium research university? A start-up or a century-old household name?
Now, the SEC and other government agencies are pushing board members to apply focused security governance, and those poor Directors are trying to work out what “acceptable risk” looks like, when there are no standards to follow. They want apples-to-apples comparisons, benchmarks, models and risk equations. Instead, they’re getting apples-to-marsupials stories and anecdotes, and everyone is getting frustrated.
There is something that we all tend to forget. That is, managing security for an organization is about managing risk, and risk is contextual to the time, place, industry, culture, politics, maturity level, personalities, laws, technologies, and processes in which the organization exists. This means that everything we do, every decision we make (or don’t), every tool we use, every person we hire, is done is the context of our organization, and no two organizations are the same.
From Dictionary.com. Ignore the mushroom bit.
What is the implication of this in practice?
For security professionals, it means treating other security professionals with kindness and grace. When an event occurs, instead of piling on with criticism, ask “how can I help you?”. It means creating security programs that you are comfortable defending, not because it compares favorably to peer organizations, but because it’s the right thing for your company to do.
For regulators, it means creating frameworks and regulations that allow for different grades of maturity, and different resource commitments, and giving organizations time to comply to requirements from the point of awareness, not just from the point the document was published onto a website.
For vendors, it means spending as much time as possible with customers to understand their context, before making suggestions on products and services that should be considered. It means being expansive with your definition of “customer personas”, and “industry segments” recognizing that organizations, like human bodies, come in all different shapes and sizes, even if they weigh the same amount.
For board members, and other organizational leaders, it means taking the time to understand