Redefining the CISO Contract: From Securing the Business to Securely Doing Business
Walk into almost any executive leadership meeting right now and you’ll find the same dynamic playing out. The CEO is asking how the company can do more with AI, faster. Engineering teams are already three sprints deep into building something new. And when the CISO walks into the room, the energy subtly shifts. The unspoken question is always the same: is this person here to help us move, or to slow us down?
That dynamic is an issue, and I think it’s one the security community has to own. The CISO has long carried the label of the “Office of No,” and while that reputation is often unfair, it’s also not entirely unearned. For years, the primary frame for security leadership was managing accountability: move too fast, suffer a breach, and your career pays the price. Saying no was a form of self-preservation as much as it was risk management.
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