Whether launching a new product, entering a new market, or considering a merger or acquisition, security considerations should be part of the decision-making process from the start. When CISOs are brought in only after major decisions are made, the result is ineffective, piecemeal solutions that cost more and deliver less.
Your CISO wants and needs a seat at the table
Giving the CISO a seat at the table isn’t a symbolic gesture — it’s a practical necessity. It allows us to align security strategies with business objectives, identify risks before they become roadblocks, and ensure opportunities are pursued without unnecessary exposure. When CISOs are integrated into the executive team, they not only protect the business; they make it grow in confidence.
That said, some CEOs reading this may not have this type of CISO in their organization today. If so, it’s worth asking why. Is the person in the CISO chair there just ticking the box? If so, that is a recipe for disaster. Skills No. 1 key CISO must have leadership — the ability to inspire, align, and drive a security strategy that supports and improves the business.
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