Much of a security leader’s job is spent in stakeholder management, managing up and down the organisation.

More often than not, it includes C-level and board-level presentations. Too often, this is just to confirm “Are we safe? Are we compliant?”

The risk of this is the Board, and CFO may think it is somewhere where the investment can stop.

A modern leader needs the business and soft skills to own the room, the ability to position cyber as an investment, and in today’s market the skill to secure the space to experiment, fail fast, test and learn.

Key Takeaways:

  • Board understand cyber security priorities in terms of risk, strategy, and culture
  • There is an onus on the CISO to educate the board and understand the board’s risk appetite
  • There are four layers of cyber security perspectives: cyber controls, regulatory compliance, commercial approaches to cyber security, and ethical risk
  • CISOs should partner with CIOs to communicate effectively with the board and create a cohesive end-to-end strategy
Contributors
Claudine Ogilvie Former CIO at Jetstar & APAC Tech Executive at Compass Group​
Claudine is an accomplished entrepreneur, CEO, and board director with 20 years of leadership across strategy, innovation, and emerging technologies. She brings... More

Claudine is an accomplished entrepreneur, CEO, and board director with 20 years of leadership across strategy, innovation, and emerging technologies. She brings deep expertise in data, AI, quantum computing, and cyber governance, with a track record spanning aviation, finance, insurance, and consulting. Known for blending commercial acumen with visionary thinking, Claudine helps organisations navigate complex technology landscapes with confidence.

  • Managing Director at O&O Consulting and CEO of HivePix.​
  • Board Director at Cuscal, Scyne Advisory, and formerly Youi Insurance.​
  • Former CIO at Jetstar Group and Lead technology, data businesses and innovation ​
    at Compass Group APAC.​
  • Past leader of Consumer and Industrial Markets at KPMG.​
  • Recognised in Australia’s Top CIO50 (2016).​
  • Holds qualifications from MIT (Quantum Computing), GAICD, UTS, and ESC Reims.​
  • Active adviser and coach to leaders in innovation, diversity, and ESG.​
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Aparna Sundararajan Senior Research Strategist
Aparna Sundararajan leads the emerging and disruptive technology research agenda within ADAPT’s strategic advisory team. As Senior Research Strategist, her role is... More

Aparna Sundararajan leads the emerging and disruptive technology research agenda within ADAPT’s strategic advisory team. As Senior Research Strategist, her role is to create independent advice for the Australian C-Suite around emerging technologies, trends and investment priorities and developing industry leading content for the ADAPT portfolio of Edge events.

As a technology analyst and marketer, Aparna aligns the burning issues of senior executives with digital business dynamics and emerging technology capabilities to create strategic advice for ADAPT’s Members and Strategic Partners.

Aparna has had 12 years working in the IT services sector, much of it with Gartner, where she developed independent advice for senior IT managers on the emerging roles and responsibilities they face in digital technologies, digital customer behaviour, and business model transformation.

 

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