From the Server Room to the Boardroom: How CISOs Can Win a Strategic Place

Information security has changed. What was once a technical and operational discipline, focused on protecting networks and systems from within the server room, has now become a strategic component for the continuity and growth of organizations; stemming from the boardroom, where decisions that guide the organization are made. But how do we achieve this transition? How do we become a strategic partner that drives growth and innovation?

The path to this goal requires a focus on two key aspects: translating technological risks into business terms and finding ways to generate value through technology and cybersecurity. All of this, while deeply understanding how to communicate with executive leaders, grasping their priorities, and demonstrating that cybersecurity is a necessary investment and a competitive advantage.

A new role has emerged to reflect this new approach: the Business Information Security Officer (BISO). The BISO is still a CISO (Chief Information Security Officer) but with a stronger emphasis on integration with the business. This new title for the same role brings more visibility to the fact that cybersecurity must be woven into the very DNA of the businesses. And we as CISOs/BISOs must be able to communicate the value of cybersecurity in terms that resonate with senior management.

As BISOs (or while retaining our traditional CISO title), we care about protecting information and how security can drive growth, efficiency, and innovation. This is how we become that true strategic partner, collaborating with other areas of the company to identify new opportunities and mitigate risks.

We can be experts in technology and security. We can understand vulnerabilities, threats, and risks in the technological world. However, in senior management, CEOs, CFOs, and other leaders do not always possess the same technical expertise, and this is where our ability to act as a translating bridge among all parties comes into play.

We must be able to convert complicated technical jargon into understandable language that resonates with our peers: the language of financial and business impact. For example:

• Let’s not talk about “technical vulnerabilities,” but about “financial losses.”
• Instead of explaining the complexities of a ransomware attack, let’s discuss the potential cost of business interruption, the loss of sensitive information, and the irreparable damage to reputation.
• We should measure risk in monetary terms; for instance, how much would a cyberattack cost us? How much could we save in the future with an investment in cybersecurity today?
• Let’s present cybersecurity as an investment, not an expense. We must show how security not only protects the company but also enables innovation, efficiency, and senior management’s confidence. Ultimately, a leader who trusts our ability to manage risks and generate value through cybersecurity is a leader who will see us as a key strategic partner.

Imagine our role as CISOs is akin to that of a parent guiding their child in their first steps; we want the company to grow, develop, and reach its maximum potential. But we also want to protect it from the dangers of the world.

We must strike a balance between protection and freedom, between security and innovation. Occasionally, this means allowing certain controlled risks to achieve greater gains while the company learns and strengthens. Other times, it requires setting clear and firm boundaries to prevent irreparable harm.

Our goal is to create a secure environment that allows the company to grow and thrive—an environment where innovation can flourish without jeopardizing information security.

For us, cybersecurity is an enabler of digital transformation: the cloud, the Internet of Things (IoT), and artificial intelligence (AI), among others. All these technologies, which are the engines of innovation, require a secure foundation to generate value. Without cybersecurity, digital transformation is like a house of cards.

If we can orchestrate all these strategies, we will be that strategic partner working hand in hand with other areas of the company to help them achieve their objectives, providing security solutions that enable growth and efficiency.

For our message to have a significant impact in the boardroom, the way we communicate it is essential. In my experience, we achieve this when:

• We know our audience very well. Each leader has their priorities, objectives, and communication styles. By tailoring our message to each of them, we can capture their attention and generate interest.
• We use concrete examples, tell a story, use case studies, or use analogies that make ideas easier to understand and remember. A well-told story has much more impact than a presentation filled with data and figures.
• We are concise and clear, without technical jargon or excessive details. We must get to the point and highlight the true impact of our contribution to the business.

Our place in the boardroom is not earned solely through firewalls and antivirus software, but through a more strategic vision, demonstrating leadership and our ability to turn cybersecurity into a growth engine for the organization. Whether we call ourselves CISOs or BISOs, our mission remains the same: “speak the language of business and drive innovation securely.”