Governing Body Spotlight

I am a career network engineer with a diverse background spanning roles in security engineering, network and telecommunications management, solutions architecture, enterprise architecture, and information security. Over the course of my career, I have held a variety of leadership and technical positions, enabling me to develop a broad and integrated perspective on IT and cybersecurity. I also bring international experience, having lived in Germany for three years, where my youngest son was born.

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Give us a brief overview of the path that led to your current role.

My path to my current role has been shaped by a foundation in network engineering and progressively expanding responsibilities across multiple domains of IT and cybersecurity. Over the years, I’ve held roles in security engineering, network and telecommunications management, solutions and enterprise architecture, and information security. This breadth of experience has allowed me to build a well-rounded understanding of both technical infrastructure and strategic security planning. Additionally, my time living and working abroad in Germany enriched my perspective on global IT operations and compliance. These experiences collectively positioned me well for the leadership responsibilities I hold today.
 

What is one of your guiding leadership principles?

One of my core leadership principles is fostering a culture of collaboration. I believe that the most effective outcomes in cybersecurity—and technology more broadly—are achieved when diverse perspectives are actively engaged and aligned around a common goal. I strive to create an environment where team members feel empowered to contribute, challenge ideas constructively, and support one another across functional and organizational boundaries. In my experience, strong collaboration not only drives innovation and resilience but also builds trust, accountability, and a shared sense of purpose—especially critical in complex, high-stakes environments.
 

What is the greatest challenge CISOs face today, and how are you addressing it?

To address this, we have created and deployed a federated BISO model that embeds cybersecurity leadership within each business unit. This structure enables BISOs to act as strategic partners to the business, translating enterprise-wide security objectives into locally relevant actions while maintaining alignment with global policies and standards. By doing so, we’ve significantly enhanced business engagement, improved risk visibility, and accelerated decision-making, enabling a more adaptive and business-aligned security posture that supports both compliance and growth.
 

What is the key to success for someone just starting out as a CISO?

The key to success for someone just starting out in a C-level cybersecurity role lies in mastering the balance between patience and strategic communication. Cybersecurity leaders often enter the role with a strong technical foundation but quickly realize that influencing at the executive level and across business units requires a shift in approach.

Patience is essential because building trust, aligning priorities, and driving cultural change across a complex organization takes time. Not every risk can be addressed immediately, and not every stakeholder will be aligned from day one.

Equally important is the ability to communicate clearly and persuasively across all levels of the organization, from the boardroom to operational teams. Translating technical risk into business impact, listening actively, and fostering open, two-way dialogue are critical to building partnerships and embedding security into the fabric of the business.

In my experience, success comes not from immediate action alone, but from consistently communicating a clear vision, aligning it with business goals, and methodically executing over time.
 

How do you measure success as a leader?

I measure success as a leader by the degree to which cybersecurity becomes embedded in the business both culturally and operationally. It’s not just about implementing controls or reducing incidents; it’s about creating a security function that is trusted, understood, and aligned with the organization’s strategic goals.

Success means seeing cybersecurity integrated into business decision-making, with BISOs acting as effective partners across units, and stakeholders at all levels understanding their role in managing risk. It also means fostering a culture of collaboration, where diverse teams work together transparently and constructively.

Equally important are the intangibles: the trust I’ve built with executives and site leadership, the clarity with which the organization understands its risk posture, and the growth of my team into communicative, business-minded security professionals. If we’re enabling the business to innovate securely and sustainably, while meeting regulatory and operational demands, then we’re succeeding.
 

What is the value of being a member of Gartner C-level Communities?

I believe the value is a bi-directional road, my hope is that I can both learn as well as deliver value to our members.
 

Gartner C-level Communities Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.
 

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