The 10 Best Cyber Leaders Igniting the Future of Security with Innovation.pdf

VOL 11I ISSUE 14 I 2023
A Leadership Impera ve
Building a Cyber-Resilient
Organiza on
Al Lindseth
Principal
CI5O Advisory Services LLC
Leading the Way
Al Lindseth's
Insights into Risk Management and Innovation
Navigating Business Disruption
Leaders
Security
Innovation
The 10
Best Cyber
Igniting the
with
Future of
Metrics for Leadership
Success
Measuring Cyber Security
Eﬀec veness

#ciolookmagzine
Asuccessful
cybersecurity
approachisnot
justabout
defense.It'sabout
buildinga
resilient
organization

A Stronghold of
Outstanding Capabilities

he stakes in cyberspace are higher than ever, and
Tour reliance on innovative cybersecurity
solutions is paramount. As guardians of our
interconnected world, cybersecurity leaders are not
only tasked with protecting sensitive data but are also
instrumental in shaping the future of technology.
With a focus on these fundamentals, CIOLook presents
a comprehensive exploration of “The 10 Best Cyber
Leaders Igniting the Future of Security with
Innovation.”
In an era where digital interconnectedness is both a
blessing and a vulnerability, the individuals showcased
here represent the front lines of defense against a
myriad of cyber threats. Their commitment to
innovation and ability to adapt to an ever-changing
threat landscape positions them as leaders for today
and the challenges that lie ahead.
These leaders stand as beacons of inspiration, pushing
the boundaries of what is possible in the cybersecurity
domain. Their foresight, strategic thinking, and
technical prowess are the driving forces behind the
resilience of our digital infrastructure.
In the following pages, you'll discover stories of
tenacity, ingenious problem-solving, and a relentless
pursuit of excellence. From disruptive startups to
seasoned industry veterans, each proﬁled leader brings
a unique perspective and skill set to cybersecurity.
Their journeys and accomplishments will inform and
inspire the next generation of cybersecurity
professionals. The collaborative efforts and
groundbreaking innovations showcased in this feature
highlight the resilience of the cybersecurity community
and its unwavering commitment to staying one step
ahead of adversaries.
CIOLook extends its gratitude to the featured leaders
for sharing their experiences and expertise. May their
stories serve as a source of motivation for all those
dedicated to securing our digital future.
Flip through the pages and have a delightful read!
AnishMiller.

Leading the Way
Al Lindseth's
08
COVER
STORY

Embodiment of Excellence
in the Cyber Security and
Innovation
Dusan
Vuksanovic
26
A R T I C L E S
A Leadership Impera ve
Building a Cyber-Resilient Organiza on
Metrics for Leadership Success
Measuring Cyber Security Eﬀec veness
22
30
C O N T E N T S

CONTENT
Deputy Editor Anish Miller
Managing Editor Katherine Debora
DESIGN
Visualizer Dave Bates
Art & Design Director Davis Mar n
Associate Designer Jameson Carl
SALES
Senior Sales Manager Wilson T., Hunter D.
Customer Success Manager Sco Burton
Sales Execu ves Tim, Smith
TECHNICAL
Technical Head Peter Hayden
Technical Consultant Victor Collins
November, 2023
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Brief
Company Name
Surya Rayudu
IT Risk and Security
Specialist
Tammie Tham
Group Chief Executive
Officer
Dušan Vuksanovic
VP Cyber Security &
Innovation CISO
Kerissa Varma
Managing Executive:
Cybersecurity
Dušan is a seasoned information security leader, advisor and
coach with over 12 years of experience in the field of
information security.
Surya truly has a deep understanding of his customers,
consumers and communities.
Tammie aims to enhance awareness and promote the adoption
of essential cybersecurity practices.
Kerissa is an experienced Information Technology and
Information Security Executive with a demonstrated history in
diverse industries.
Dominique Leipzig
Partner, Cybersecurity &
Data Privacy practice
Dominique is the leading voice on how companies can
transform to be responsible data leaders in AI, privacy and
cyber.
Mayer Brown
mayerbrown.com
Swisscom Outpost
swisscom.com
Vodacom
vodacom.co.za
Al Lindseth
Principal
Al identified the imperative to facilitate transformation and
navigate the unique disruptions and risks that shape today's
corporate landscape.
CI5O Advisory Services
LLC
ci5o.net
Kurt John
Global Chief Security
Officer
Kurt leverages Cyber Security to drive an innovative and
effective business environment.
Expedia Group
expediagroup.com
Ensign InfoSecurity
ensigninfosecurity.com
Glauco Sampaio
Cyber Security (CISO)
and Privacy Sênior
Glauco Sampaio comes from a technology background. But as
CISO as well as privacy and fraud prevention officer at Cielo,
he focuses on how to marry technology with business risk.
Cielo
cielo.com.br
Astron Energy (Pty) Ltd.
astronenergy.co.za
Justin Williams
Executive: Group
Information Security
Justin is a seasoned professional in the IT management
consulting industry.
MTN
mtn.com
Michael Anderson
Deputy CTO
Michael Anderson is an accomplished corporate executive,
entrepreneur, and business consultant.
Dallas Independent School
dallasisd.org
Featured Person

Al Lindseth
Principal
CI5O Advisory Services LLC

Leading the Way
Al Lindseth's
Cover
Story

n today's business landscape, navigating the
Icomplex intersection of technology and enterprise-
level risks is a formidable challenge. As
organizations strive to adapt and thrive in this ever-
shifting terrain, they rely on individuals who bring a
unique blend of expertise and innovation to the table.
Consider a scenario where a company is grappling with
a transformational endeavor, facing hurdles that
threaten to impede progress. This is where Al, a
seasoned professional with a wealth of experience,
steps into the picture. Al has honed his skills in tackling
complex challenges in the technological landscape.
Following a successful 22-year career at Plains, Al
Lindseth embarked on a new journey by establishing
CI5O Advisory Services LLC. This endeavor emerged
from his desire to enhance and leverage value within
the dynamic business environment, he identified the
imperative to facilitate transformation and navigate the
unique disruptions and risks that shape today's
corporate landscape.
Al's multifaceted career, highlights his approaches to
problem-solving, his dedication to strengthening digital
strategies, and his commitment to elevating the role of
Chief Information Security Officers (CISOs) within
various organizations.
Let's delve into Al's approach!
Starting Out
Al's friends and family never believed he'd settle for a
corporate office job. With a background in adventurous
Alaska salmon fishing, he craved excitement. Then, a
family friend in Atlanta offered him a role in an energy
hedging and derivatives consultancy.
However, this was in the pre-electronic market era
when the NYMEX futures pits echoed with open outcry.
The presumption in the trading arena is a towering
presence, or one could get tossed off during a
particularly rough market-on-close period.
Shedding light on this scenario, Al shares, "I used to
contact and direct the traders over at NYMEX to get the
deals done for me; however, back in that era, the last two
minutes of each day's trading was a flurry of bids and offers,
people yelling into a phone and pit traders and their staff on
the other end yelling back and sending runners into the
crude, natural gas and refined products pits." He further
expresses, "It was exhilarating.”
When he reminisces about the first time he visited, a
trader remarked, "Lindseth, I thought you'd be bigger.”
Working in the energy sector from Atlanta felt like
being on the periphery, observing from afar. Soon, the
pull of the industry led Al to Houston, its epicenter,
where he joined PwC's energy risk management group.
At PwC, they delved deep into the intricacies, juggling
diverse clients and numerous engagements, dissecting
contracts, performance, risk, profitability, and
effectiveness. It provided invaluable exposure to large
and intriguing companies, offering a glimpse into the
industry's inner workings.
Over the years, a troubling trend became evident—an
energy trading bubble was inflating. When utility
companies approached their team to assess acquiring
trading firms, they uncovered discrepancies. What
appeared as massive mark-to-market gains could easily
transform into losses by tweaking a few assumptions in
long-term structured deals. This realization spurred Al
His goal was to
maximize value in
minimal time,
empowering
management teams
with his part-time
expert guidance and
advisory.

to seek a career with a focus on asset optimization and
enterprise-level risk management rather than
speculative trading, eventually leading him to Plains All
American.
Stepping Outside One Operator
Having spent 22 years at Plains, wearing various hats
and gaining invaluable experience, it was time for a
change. Opportunities beckoned in the roles he had
held - CIO, CISO, CRO - at some prestigious
establishments, but he couldn't choose just one—he
liked them all. Despite advice to specialize, he opted to
chart his own course, becoming his own boss and
continuing to juggle it all. Establishing CI5O Advisory
Services LLC. wasn't about growing a large company or
assembling a team—it was about making a larger
difference.
The horizon held no visions of managing hundreds of
staff—he had been down that road. Most of his clients
required smaller engagements, maxing out at 5-20
hours per month. His goal was to maximize value in
minimal time, empowering management teams with his
part-time expert guidance and advisory.
Now well over a year into this venture, he is advising a
diverse clientele—from executives like CIOs, CISOs,
CROs, and Innovation Officers to service firms and tech
companies, including both giants and startups. His
primary focus lay in the transformational impact of
emerging technologies, a journey that gained
momentum around 2020. He had always been an active
tech investor and now, as a tech advisor, he played an
instrumental role in his clients' success. It was akin to
an extension of his past investment activities but with a
more hands-on approach.
However, adopting these innovative solutions often
require significant organizational adaptation, given
their disruptive nature to existing business models.
Guiding companies through this transformation is one
of his strengths, ensuring they harness the full potential
of these game-changing technologies.

An Integrated Risk-Based Approach
Throughout his career, Al has been honing his skills in
addressing top issues and challenges in various sectors.
His tenure at PwC saw him adopting a McKinsey-like
approach to tackle intricate problems. Joining PAA
presented a significant turnaround challenge,
demanding crisis-driven leadership. In his current role,
his focus has shifted more towards proactive risk
management for companies.
Drawing from his diverse experiences as CIO, CISO and
CRO, he offers unique insights and a modern,
innovative approach to enterprise-level risk
management. Al entered the tech field over two
decades ago with a business risk perspective, a model
now recognized as integrated risk management.
Al's collaborative and curious nature led him to analyze
why other risk and change-related efforts often failed
or progressed too slowly. He now has the freedom to
address these issues diplomatically in his small-
engagement model, ensuring no client is too integral to
risk constructive criticism. Al's determination to be a
true change agent sets him apart from traditional
consulting firms.
He uses a consistent process to address various
enterprise-level risks, emphasizing his passion for
cybersecurity. Recognizing the different trajectories of
cyber risks, he stresses the importance of
distinguishing them. His extensive experience allows
him to navigate the complex landscape of modern cyber
threats, including the convergence of IT and OT
cybersecurity.
He highlights the need for companies to adapt to the
changing landscape of cloud cybersecurity risk as an
example, encouraging them to adopt newer models. His
expertise extends beyond cybersecurity to tackle
supply chain risk, guiding companies from traditional
cost-focused approaches to modern risk and resiliency
strategies. In the energy sector, most companies are
hesitant to change, but the mitigation of this risk needs
a newer approach and models.
Artificial Intelligence is another area where he has
recently applied his risk-focused approach, delving into
clients' specific goals and relevant trajectories. He
excels in developing and working on financial risk
management programs, always considering
non-technology factors such as culture and behavior.
His involvement with tech advisory clients allows him
to showcase innovative solutions for disruptive
problems with this approach. He partners with
companies offering alternative solutions and helps
operators envision a modern approach to their
challenges.
One of his tech firm clients addresses hardware supply
chain cyber vulnerabilities, a critical but often
overlooked aspect. Another client focuses on cloud-
based attacks, leading the way in the SASE model.
Working with modern business supply chain platforms
that leverages improved data for risk monitoring is one
of his challenging tasks.
In addition, he has been assisting a new marketing
affiliate in establishing a financial risk management
program, starting with policies and procedures. He is
engaging with companies that are poised to transform
pipeline control center management and logistics in
refined products.

By the end of 2001, the company had stabilized and he
was soon promoted to Senior Vice President at the age
of 33. This marked the beginning of an 11-year period
during which Plains consistently met or exceeded
earnings guidance, embarked on acquisitions and
achieved annual double-digit growth, eventually
attaining Fortune 100 status.
However, his contributions extended beyond the
turnaround. He identified a hidden opportunity within
Plains, a skill he had honed both in investing and in his
career. While working with PwC clients, he recognized
that asset optimization strategies for natural gas
storage and pipeline assets were challenging to execute
profitably in the natural gas market.
Yet, they could potentially excel in the crude market.
Despite the difficulty of persuading Plains' board, banks
and auditors to embrace the required derivative and
physical commodity strategies after the trading loss, he
played a pivotal role in winning their trust. These
strategies played a significant role in Plains' early
growth and success.
As Plains prospered and his career advanced, the
energy trading bubble eventually burst. Throughout his
tenure, he oversaw business risk and technology,
including cybersecurity and innovation/transformation.
Remarkably, Plains never experienced any major
cybersecurity, risk management, or technology
incidents during his leadership, leaving no turnaround
story to recount in this regard.
Balancing Top-Down Risk with Bottom-Up
Compliance
He has a compelling ability to articulate the complex
issues plaguing the energy industry, particularly amidst
the interplay of ESG concerns, SEC regulations and the
ever-looming threat of cybersecurity. Over the years,
he has witnessed the industry's landscape shift
dramatically, driven by a relentless influx of federal
regulations—more than 88,000 between 1995 and
2016 alone.
His overarching goal has always been to establish
continuous and sustainable programs that strike a
delicate balance between business growth and
protection. He staunchly advocates that the effective
Turnaround Agent
He believes Plains was one of the most remarkable
turnaround stories in energy midstream history. He was
right in the middle of it. Al's journey with Plains began
in late 1999 when the company faced a crippling rogue
trading loss, equivalent to nearly its annual earnings at
the time, garnering national headlines.
Initially, he joined as a consultant from PwC to address
this crisis. However, the challenges extended beyond
trading—Plains grappled with significant issues in
accounting and technology due to its rapid growth and
legacy company problems. These issues posed serious
threats to any further growth.
Given the gravity of the situation, he was entrusted
with addressing all three challenges simultaneously.
Through relentless effort and countless late nights, Al
transformed these weaknesses into substantial
competitive advantages.
His involvement
with tech advisory
clients allowed him
to showcase
innovative solutions
for disruptive
problems with this
approach.

management of risks should not equate to avoiding
risks altogether, as doing so can stifle growth and
hinder cash flow, increasing the chance of not meeting
targets such as earnings guidance.
He often emphasizes the inseparable link between risk
and opportunity, stressing that firms cannot manage
risk by merely limiting their exposure—such a strategy
would squander potential opportunities. He also
explained this many times over the years. The impetus
to just do what the regulators, auditors, management,
or investors require, whoever is applying pressure to
comply is impossible for many to resist. However, it can
interfere with your plan to address high-priority risks
and achieve performance targets, which itself increases
risk.
His experience has ingrained in him the notion that a
risk manager's role is akin to monitoring a turbulent bar
chart where risks, threats and issues are in perpetual
flux. Balancing various perspectives on risk tolerance is
a formidable challenge, particularly when outside
entities prioritize certain risks over others. Al
understands the imperative of allocating resources
judiciously, focusing on protecting the broader
exposure and accepting that risk is an intrinsic aspect of
effective risk management.
The Art of Doing More with Less
Al's role at Plains involved simultaneously managing
responsibilities typically handled by multiple
executives. Today, he advises clients on these diverse
roles, offering part-time expertise to streamline their
management teams without resorting to large
consultancy teams. His success is rooted in several key
approaches.
Firstly, Al adopts a results-oriented perspective,
prioritizing outcomes and quickly identifying root
issues, akin to quality assurance in manufacturing. His
ability to bridge overlapping areas of responsibility

facilitates integrated and efficient advisory, enhancing
effectiveness.
Al stands out as a CISO due to his risk background,
building cyber programs aligned with the language of
risk programs, fostering top-down decision-making,
support, and clearer goals. His adaptability is a notable
asset, shifting his approach based on the job
requirements, whether as a problem solver or a
facilitator of change.
Succession planning and leadership development have
enabled Al to oversee multiple functions. His
continuous improvement mindset, coupled with
problem-solving skills, ensures he can dive deep when
obstacles arise, making him an effective agent of
change. He operates as an architect, delving into
process and system understanding and redesign, which
facilitates senior-level influence.
His vast experience allows him to seamlessly navigate
clients' efforts, leveraging existing management and
staff while providing value and direction without
monopolizing their time. In larger consulting projects,
he may constitute a small percentage (5-10%) of the
team, advising effectively at the leadership level.
Beyond the Boardroom
Al's approach to problem-solving and decision-making
has evolved over time. Initially, as a consultant and
during his early years at Plains, he experimented with
various problem-solving methods. He found
McKinsey's MECE (Mutually Exclusive, Collectively
Exhaustive) technique effective in swiftly identifying
alternative solutions and honing in on the best one. He
would quickly form a hypothesis up front and move
faster and more effectively by focusing efforts on
proving or disproving it, pivoting as needed.
Visualization, creating tangible representations of
ideas, was another powerful tool he employed to
extract the best ideas from his team and organize them
into action plans.
For complex problems, Al adopted strategies akin to
those used by litigators. He structured arguments
(litigator methods) by establishing key positions and
supporting evidence, enabling him to validate his
approach and persuade others effectively. He
continually expanded his problem-solving toolbox,
sharing these methods with his team.
As he developed a robust team and transitioned into a
more proactive role, Al's focus shifted towards leading
change and proactively addressing risks in a complex
and volatile environment. Beyond technical expertise,
he emphasized the importance of skills related to
process standardization, optimization and fostering
high-performance teams among cross-functional
groups and individuals.
Staying Illuminated in the Energy Sector
Al frequently participates as a speaker at conferences,
addressing various enterprise-level risk and innovative
topics. He values the platform these events provide,
allowing him to convey his message comprehensively,
gather feedback and refine his ideas. His expertise
spans cybersecurity (IT, OT, cloud, privacy), IoT, AI,
business supply chain risk, and financial risk
management.
During conferences, Al diligently visits sponsor booths
in search of groundbreaking technology that offers
novel and more efficient solutions to operator
challenges. Among the numerous sponsors, only a small
He believes that the role of
the Chief Information
Security Officer (CISO) is
not given the recognition it
deserves in many
organizations, potentially
leading to significant
consequences related to
critical infrastructure,
national security and data
protection.

fraction aligns with his criteria. Some of these
eventually become his advisory clients, while others
contribute to his understanding of the latest industry
developments.
His active investments, primarily in technology, over
the years played a pivotal role in his decision to leave
his role at Plains. Trading and market insights gained
from these investments have not only influenced his
financial decisions but also deepened his understanding
of industry trends. His advisory work, particularly with
technology clients, extends his former investing
activity, particularly in identifying and selecting
promising partners to work with.
Start with a Risk Planning Perspective
Al excels at coaching CISOs, CIOs and management
teams in enhancing risk management skills, a critical
need in today's dynamic landscape. He emphasizes the
importance of getting ahead of challenges and threats
while adapting or transforming business models,
especially in the context of technological disruptions.
Broadly defined, risk encompasses anything that could
hinder an organization from achieving its objectives. Al
acknowledges that defining risk too broadly can lead to
chaos and he highlights the necessity of establishing a
common understanding and balanced perspectives
among different roles.
Al says, "Being a better risk manager starts with risk
planning so you can focus your efforts in effective ways."
Al's approach begins with risk planning, involving a
series of key questions:
Ÿ What are the trends/directions and how do they
relate to your company? Identifying trends and their
relevance to the company to establish the
imperative for change.
Ÿ What are we trying to accomplish? By setting clear
goals to ensure everyone comprehends the
program's objectives.
Ÿ What could keep us from achieving those goals? By
identifying risks, conveying a high-level model to
simplify complexity and quantifying and illustrating
them.
Ÿ What are the largest risks? By prioritizing risks,
recognizing that these priorities evolve over time.
Ÿ How do you manage them? By determining
alternative risk management strategies and
leveraging modern innovations.
Ÿ How do you make those decisions?
Ÿ Once you do make them, how effective are those
measures?
Ÿ How do you communicate all this? That's the
reporting along with other communications.
He emphasizes the importance of proactive efforts in
OT cybersecurity, notably before the Colonial incident.
Al used a Defense in Depth schematic to underscore
the differences in IT and OT cybersecurity readiness.
He stressed that the potential impact of a successful OT
attack could be substantial, encompassing economic,
operational, and safety consequences. Al also
highlighted the industry's evolving recognition of the
need to move beyond perimeter controls and improve
visibility into OT systems, especially as technology
convergence and threats increase.
Al encourages companies to prioritize the capability to
detect and respond to successful attacks in their future
designs, particularly in the OT environment. While
challenges persist, modern tools and approaches have
made significant progress in this regard. It's crucial for
boards and management to grasp the specific
challenges and changes in the OT realm, given its
widespread presence in critical infrastructure sectors.
Beyond Handshakes
Al strives to provide valuable insights and collaboration
to his peers, often addressing critical issues with a
unique perspective. He believes that the role of the
Chief Information Security Officer (CISO) is not given
the recognition it deserves in many organizations,
potentially leading to significant consequences related
to critical infrastructure, national security and data
protection. Al is actively working to raise awareness of
the importance of the CISO role by advocating for CISO
recognition and collaboration through initiatives like
the Orbie CIO awards, both in Houston and other cities.
He maintains his involvement in various peer groups
and networks to stay connected, recognizing the high
turnover rate in these roles. Al offers his expertise
through speaking engagements at conferences and
even creates short LinkedIn videos on various topics.
While he's transitioning away from providing free
advice which comes at the expense of paying clients, Al
finds it challenging to decline requests from friends
seeking his assistance when they encounter problems.

Fueling the Future
The rapid technological advancement in recent years is
increasing disruption and failure rates for companies
not strengthening their digital strategies. Up to 80% of
incumbent ﬁrms can fail when industry-transforming
shifts occur. Al's focus on innovation and technology,
which began around 2020, prompted him to explore
strategies for more effective change management in an
industry where large transformation efforts often fail.
He regularly presents on the topic of '5 Reasons
Transformations Fail' at conferences.
He shares, "It was bothersome that this much waste and
ineffectiveness was taking place, particularly in areas like
critical infrastructure or cybersecurity where a lack of
progress could have massive consequences, not only to our
businesses and economy but also to our national security.”
Recognizing the need for impactful change, Al
transitioned from working for a single operator to
Al’s focus on innovation
and technology, which
began around 2020,
prompted him to explore
strategies for more
effective change
management in an industry
where large transformation
efforts often fail.

advising various ﬁrms on transformational and
innovative efforts. He typically enhances struggling
projects by addressing both non-technology aspects,
such as management support and cultural clashes along
with innovation aspects. Al's approach includes
modernizing techniques for cybersecurity assessments
in critical infrastructure and recognizing the
importance of transforming Operations in
implementing OT cybersecurity programs.
In many companies, OT programs are closely tied to
Operations and their goals of integrity, safety and OMS.
However, integrating cybersecurity into these
frameworks can be challenging. Often, Operations teams
prioritize cybersecurity only when external pressures like IT,
auditors, or regulators demand it. In the interim, they focus
on remote asset management, data acquisition and
network upgrades, often neglecting cybersecurity. This
fundamental makes implementing an OT cyber program far
more transformative than its IT counterpart.
Accomplishments
Al has spent a great deal of time collaborating with
public and private entities to improve our collective
cyber defenses. This included leading the cyber team of
a National Petroleum Council Study for the
Department of Energy in 2019 and serving on the
Board of the Oil and Gas ISAC. After leaving Plains, he
worked to bring the Orbie Awards to CISOs in Houston
and other cities to escalate that role and promote
collaboration between it and the different companies.
Al has devoted himself to the community in Houston,
receiving many professional awards and recognition for
his contributions, including:
Ÿ 2009: Evanta CIO Summit Five Year MVP Award
which is only awarded to one CIO nationally every
year, 'the leader that has had the most signiﬁcant
impact on the CIO Executive Summit Community.'
Ÿ 2019: Houston CIO of the Year 'Orbie' in the
SuperGlobal category, the largest company
category
Ÿ 2022: Houston Annual CIO Leadership Award
Al has been instrumental
in launching the new
Inspire Leadership
Network vertical for
security executives in the
Houston area,
HoustonCISO. He has
knowledge and expertise
in the CISO world and the
many challenges faced on
a daily basis.

Building a
Cyber-Resilient
Organization
he pervasive threat of cyberattacks has
Tunderscored the critical need for organizations
to prioritize cyber resilience. Cyber resilience
goes beyond traditional cybersecurity measures; it is a
comprehensive strategy that empowers organizations
to withstand, respond to, and recover from cyber
threats while maintaining business operations. In this
dynamic landscape, building a cyber-resilient
organization has become not just a necessity but a
leadership imperative.
Understanding Cyber Resilience
Cyber resilience is the ability of an organization to
prepare for, respond to, and recover from cyber threats
in a way that sustains business operations. It
encompasses a holistic approach that combines robust
cybersecurity practices with strategic planning,
employee training, and continuous improvement.
Unlike traditional cybersecurity, which primarily
focuses on preventing and detecting attacks, cyber
resilience acknowledges that breaches are inevitable
and seeks to minimize the impact on the organization.
www.ciolook.com | November 2023 |
22

A Leadership Imperative
23

The Leadership Role
Building a cyber-resilient organization requires active
leadership engagement from the top down. Leaders
must recognize that cybersecurity is not just an IT issue
but a fundamental aspect of risk management and
business continuity. A cyber-resilient organization
starts with a strong cybersecurity culture that is
ingrained in the organization's DNA.
Leaders must champion the cause by fostering a
cybersecurity mindset among employees, from the C-
suite to entry-level staff. This involves promoting
awareness, providing regular training, and instilling a
sense of responsibility for cybersecurity in every
individual. Employees should understand the role they
play in safeguarding the organization's digital assets
and be empowered to report potential threats
promptly.
The Four Pillars of Cyber Resilience
Ÿ Prevention: While cyber resilience acknowledges
that breaches can occur, prevention remains a
crucial pillar. Robust cybersecurity measures,
including firewalls, antivirus software, and secure
network configurations, form the first line of
defense. Regular security audits and risk
assessments can identify vulnerabilities and guide
proactive measures to mitigate potential threats.
Ÿ Detection: Timely detection is essential to minimize
the impact of a cyber incident. Implementing
advanced threat detection tools, monitoring
systems, and real-time analytics can help identify
anomalies and potential breaches. Automated
response mechanisms can enhance the
organization's ability to react swiftly to emerging
threats.
Ÿ Response: A well-defined incident response plan is a
cornerstone of cyber resilience. Leaders must
ensure that the organization has a clear, tested, and
regularly updated response plan that outlines roles,
responsibilities, and communication strategies in
the event of a cyber incident. This proactive
approach enables the organization to contain and
mitigate the impact of a breach effectively.
Ÿ Recovery: Cyber resilience extends beyond the
immediate response to focus on recovery and
restoration. Organizations should have a robust
backup and recovery strategy in place, allowing
them to restore critical systems and data quickly.
Continuous improvement through post-incident
reviews helps refine response plans and enhance
overall cyber resilience.
The Importance of Collaboration
Cyber resilience is not solely the responsibility of the IT
department. It requires collaboration across all facets
of the organization, including legal, human resources,
finance, and communications. Leaders must encourage
interdisciplinary collaboration to ensure a
comprehensive and unified approach to cyber
resilience. This collaborative effort fosters a shared
responsibility for cybersecurity, making the
organization stronger and more adaptable in the face of
evolving threats.
End Note
As organizations navigate an increasingly digital
landscape, the imperative to build cyber resilience has
never been more critical. Leadership plays a pivotal role
in fostering a cyber-resilient culture, emphasizing the
importance of prevention, detection, response, and
recovery.
By understanding that cyber threats are inevitable and
adopting a holistic approach to cybersecurity,
organizations can not only survive in the digital age but
thrive with confidence in their ability to withstand and
overcome cyber challenges. In essence, building a
cyber-resilient organization is not just a technological
requirement—it is a leadership imperative that ensures
the long-term viability and success of the modern
enterprise.
24

D
ušan Vuksanovic, who currently serves as the
Vice President of Cyber Security and Innova-
tion at Swisscom Outpost, is a seasoned
information security leader, advisor and coach with
over 12 years of experience in the field of information
security. He boasts expertise in security management,
which encompasses information security, physical
security, and safety. His track record includes develop-
ing corporate security organizations and programs,
cultivating a security-focused culture, and effectively
managing security risks.
Dušan's extensive experience spans across various
industries, including telecommunications, information
technology, blockchain technology, health, robotics,
human resources, supply chain, finance, mergers and
acquisitions, and working with start-ups, small and
medium enterprises, and large companies and groups.
The following interview highlights his insights and expertise
in the sector, as conducted by CIOLook.
Your diverse experience spans multiple sectors, from
telecommunications to robotics. How has this wide
array of environments influenced your approach to
cybersecurity, and what unique insights have you
gained from these varied experiences?
Exposure to a broad number of technologies and
supporting projects in different areas over the years
has given me new perspectives. I had to stay curious
and open-minded to understand not only the techno-
logical differences but also the different environments
and business setups and, therefore, the different risk
profiles. I see it as a privilege to have the opportunity to
constantly learn on the job, and now in my newest role,
I feel that more than ever.
In your role as VP Cyber Security & Innovation, you
are responsible for technology scouting and innova-
tion management. Could you share a recent techno-
logical trend that has caught your attention, and how
do you envision it shaping the future of cybersecurity?
For years, the cybersecurity industry focused on finding
“the unknown” threat, vulnerability, or risk. While this is
still relevant, I see the focus shifting to technologies
that help security professionals remediate known
vulnerabilities and risks. Existing tools show us a lot of
“problems,” but the question is, which is the biggest
problem, and what should we focus on today? Reducing
noise is crucial to increasing effectiveness.
One example would be an application security space.
There are new technologies that help us understand
which of the thousands of vulnerabilities in code are
really relevant and critical, reducing the alert noise by
potentially up to 80%. This helps developers focus and
reduces mental friction with security.
It is no secret that Artificial Intelligence is massively
impacting our world. In the context of cybersecurity, it
opens up new opportunities to improve defense and, at
the same time, brings new threats and risks. Improving
efficiency, for example, through automation in the
Security Operation Center, is one of the use cases we
already see. Another is addressing the talent gap by
generating tailored security training or providing co-
pilot capabilities. On the risk side, we have to look at
the data and at the models (ex., large language models).
The nature of large language models brings new
challenges.
And of course, we have to keep the development of
quantum technologies within our sight. It is still unclear
Embodiment of Excellence in the Cyber Security and Innovation
26

Dušan Vuksanovic
VP of Cyber Security and Innovation
Swisscom Outpost
27

when to expect an impact, but it is clear that the
impact will be significant. Therefore, readiness
to react is, in my opinion, the key.
Blockchain technology and Web3 are signifi-
cant areas of focus for you. What potential do
you see in these technologies, especially in
enhancing the security landscape, and how are
you incorporating them into your
cybersecurity strategies?
I believe that blockchain and Web3 technolo-
gies will play a significant role when it comes to
trust. Considering the rise of AI, there are
challenges like integrity and authenticity that
blockchain could solve. Another aspect of
Web3 that we did not see as strongly as many
expected so far is decentralization and the
power of communities. In the previous cycle,
we just got a glimpse of it since the number of
onboarded users into the Web3 ecosystem was
relatively small. I expect that to change in the
next cycle, and that can also have an impact on
our mostly centralistic way of thinking when it
comes to security solutions and platforms.
Another angle is securing the blockchain and
Web3 space. According to some reports, more
than 3 billion USD was stolen in 2022 due to
crypto hacks. We see some new companies in
Web3 security space, but I expect many more in
the future.
Building a security culture within an organiza-
tion is crucial. Could you elaborate on the
strategies you employ to instill this culture,
ensuring that every member of the team
values and prioritizes cybersecurity in their
day-to-day activities?
“Wow, big topic,” When talking about specific
measures, the maturity of the organization is
important, so I will try to stay general.
Understanding the reason why is critical.
Human psychology requires things to make
sense, especially when we have an option to do
or not to do something. So, talking about the
Innovation is about
combining great ideas with
effective execution. I am
normally not the one with the
idea; I see myself as an
enabler for people and
startups with ideas.
“ “
28

impact and risk sides of it in a way that is relevant to
them is very helpful. One of the main questions is who
is responsible for security risks. Establishing responsi-
bilities is foundational, and although simple, it is not
easy.
Also, security needs to become part of what employees
do, not on top of what they do. This has to do with the
aforementioned responsibilities, but also organization
and incentives.
As someone passionate about the game of Basketball,
are there aspects of teamwork, strategy, or leadership
from the sport that you find particularly applicable to
your role in cybersecurity?
Definitely. I always find basketball and team analogies.
My colleagues are laughing now, for sure. I get a lot of
inspiration when it comes to leadership, high perfor-
mance, and teamwork from basketball.
Some of the abilities I admire in sports that translate
well to business are: painting a common vision with a
high level of ambition; and building grit to persevere in
tough times. Being a role model for constantly learning
and improving. Building team spirit, lifting each other
up, and performing together.
Cybersecurity is not only about technology but also
about understanding human behavior and motiva-
tions. How do you approach the human element in
cybersecurity, especially when it comes to educating
employees and users about potential risks and best
practices?
We touched on it in one of the previous questions.
What we know for sure is that training and awareness
are important, but it matters a lot how they are done.
One size fits all does not work; static, boring content
does not work. If it does not affect or concern employ-
ees, success is very limited.
There are some technologies and companies out there
in the category of human risk that can help us identify
users who need help the most and tailor communica-
tion and protective measures to their needs. I believe
that these technologies can massively increase effec-
tiveness in this area.
Your passion for protecting people and their data is
evident. How do you balance the ever-changing
landscape of cybersecurity threats with maintaining a
proactive and resilient security posture?
The first step is understanding risk very well, and I
mean really well in the business context. Then, commu-
nicate those risks to relevant stakeholders and estab-
lish responsibilities. Define appropriate measures and
track their implementation. Sounds familiar? We, as
security leaders, all know this, yet we struggle more
than we realize with understanding and communicating
from the business perspective. We have great technolo-
gies and experts to implement them, so I dedicate most
of my time to business context and communication.
Since the speed of change is faster than ever and
increasing, we regularly revisit the described cycle.
With your background in both startups and large
corporations, how do you foster innovation within a
well-established organization like Swisscom, ensuring
that it remains agile and responsive?
This is precisely our role at the Swisscom Outpost, with
my focus on cybersecurity. In Silicon Valley, we learn
about new technologies, start-ups, and ways of thinking
and gain insights into the world's leading tech compa-
nies. From all the insights, we extract what is relevant
and significant and adds value to Swisscom in Switzer-
land.
Innovation is about combining great ideas with effec-
tive execution. I am normally not the one with the idea;
I see myself as an enabler for people and startups with
ideas, helping them achieve their dreams. This benefits
not only us as a company but the entire ecosystem. In
my case, the cybersecurity ecosystem.
29

Metrics for Leadership Success
30

Measuring
Cyber Security
Effectiveness
rganizations face unprecedented challenges in
Osafeguarding their sensitive information from
cyber threats. As cyber-attacks become more
sophisticated, measuring the effectiveness of
cybersecurity practices is crucial for an organization's
survival. In this article, we will explore key metrics that
leaders can employ to assess cybersecurity
effectiveness and ensure the protection of valuable
assets.
Risk Management Metrics
Effective cybersecurity starts with understanding and
managing risks. Leaders should focus on metrics that
evaluate the organization's risk posture. This includes
the identiﬁcation of potential vulnerabilities, the
assessment of their impact, and the implementation of
measures to mitigate these risks. Metrics such as the
number of identiﬁed vulnerabilities, their severity
levels, and the average time taken to remediate them
provide insights into an organization's proactive risk
management efforts.
31

Incident Response Time
In the event of a cyber-attack, how quickly an
organization can detect and respond to the incident is
critical. Measuring the incident response time – from
the moment an incident occurs to the time it takes to
contain and neutralize the threat – is essential. A
shorter response time minimizes potential damage and
enhances the organization's resilience. Leaders should
strive to continually improve this metric through
regular training, simulated exercises, and the
refinement of incident response plans.
Compliance Adherence
Meeting regulatory requirements is a legal necessity
and a reflection of effective cybersecurity practices.
Metrics related to compliance, such as the number of
regulatory violations, successful audits, and adherence
to industry standards, indicate the organization's
commitment to maintaining a secure environment.
Regular compliance assessments help leaders identify
areas that need improvement and ensure that the
organization stays in line with evolving regulations.
Employee Training and Awareness
Human error remains a significant factor in
cybersecurity breaches. Metrics that assess the
effectiveness of employee training programs and the
overall cybersecurity awareness within the
organization are vital. Tracking the completion rates of
cybersecurity training, conducting simulated phishing
exercises, and monitoring the reporting of suspicious
activities by employees can provide insights into the
organization's human-centric security posture.
System Downtime and Recovery Time
Cyber-attacks can disrupt operations, leading to
system downtime. It is crucial to measure the impact of
incidents on the availability of systems and the time it
takes to restore normal operations. Lowering
downtime and recovery times demonstrates effective
cybersecurity measures and ensures business
continuity. Leaders should aim to implement resilient
systems and robust backup and recovery strategies to
minimize the impact of cyber incidents.
Threat Intelligence Utilization
Keeping abreast of the evolving threat landscape is
essential for effective cybersecurity. Metrics that
assess the utilization of threat intelligence, such as the
number of threats detected through intelligence
sources and the speed of response to emerging threats,
help gauge an organization's ability to stay ahead of
potential risks. Regularly updating threat intelligence
feeds and integrating them into security operations
contribute to a proactive cybersecurity approach.
Cost of a Data Breach
While preventing cyber-attacks is ideal, understanding
the potential financial impact of a data breach is
essential for risk management. Metrics related to the
cost of a data breach, including investigation expenses,
legal fees, and reputational damage, provide a tangible
measure of cybersecurity effectiveness. By quantifying
these costs, leaders can make informed decisions about
investments in cybersecurity measures and allocate
resources where they are most needed.
Measuring cybersecurity effectiveness is not just a
technical endeavor but a strategic imperative for
organizational leaders. Employing these metrics
provides a holistic view of an organization's
cybersecurity posture and enables leaders to make
informed decisions to enhance their security measures
continually.
As the digital landscape evolves, the proactive
assessment of cybersecurity effectiveness remains
paramount in safeguarding sensitive information and
ensuring the long-term success of any organization.
32

Cybersecurityisashared
responsibility.
it'sabouteveryindividual
in .
theorganization

The 10 Best Cyber Leaders Igniting the Future of Security with Innovation.pdf

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