Alan Berry

As a CISO, clearing your organization’s path to confident success is a personal point of honor for me. My reward comes when you, our customers, and all our stakeholders see our company moving forward with just the right balance between security and growth. And I’m not satisfied until that profit building strength becomes baked in from the boardroom right down to the sales floor. Yes, I’m very well versed on the technical side. Yes, I’ve satisfied the most demanding customers from individuals to entire global enterprises. And yes, my job titles reflect my contributions at executive levels. But I am really in the trust business and I love it. Trust comes from building and leading exceptional teams. When I help align our team’s personal goals with corporate vision, great things happen across the board. That came home vividly when I inherited a skilled, dedicated team. They impressed me with their value and potential right from the start. But something was missing. They didn’t see what I saw. No wonder their morale was not what it should have been. No wonder they had grown weary of “putting out fires.” I matched individual strengths to our mission. It was rewarding to become swiftly proactive, see accountability not as a burden, but as opportunity. In just nine months, tough internal auditors gave us the highest ratings this group had ever received—back to back. Later, we designed, built, and validated a much better way to protect all our company’s needs to generate hundreds of millions in sales. Soon we could also recover data twice as fast, and saved millions in the process. There are at least a dozen success stories I’ve been proud to be a part of. But here’s the bottom line: the teams I lead make best practices even better. That requires us to think like our best adversaries. They have best practices too. Ours stop them in their tracks. If my philosophy and track record appeals to your company, let’s talk.