Whether it’s 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 reactive, 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 goals, identify risks before they become roadblocks, and ensure that opportunities are pursued without unnecessary exposure. When CISOs are integrated into the executive team, they’re not just protecting the business; they’re enabling it to grow with confidence.
That said, some CEOs reading this may not have this type of CISO in their organization today. If that’s the case, it’s worth asking why. Is the person in the CISO seat there to simply tick a box? If so, that’s a recipe for disaster. The No. 1 core competency a CISO should possess is leadership — the ability to inspire, align, and drive a security strategy that supports and advances the business.
