Digital transformation, as well as the value of data in an increasingly AI-driven economy, has pushed cybersecurity from a technical concern to a board-level priority. The Chief Information Security Officer (CISO) has become a critical role within the C-suite to not just protect the technology, but also safeguard the organisation’s ability to trade, innovate and remain profitable.
For cybersecurity specialists aspiring to reach the C-suite, the CISO role offers both opportunity and challenge. Besides technical credibility and understanding, commercial awareness and the ability to influence senior leaders under pressure. Drawing on insights from Hays CISO, Neil Khatod, as well as his colleagues, this article explores what the CISO role involves, how leaders reach it, the skills required, and the trends shaping its future.
If you’re interested in this role, you’ll already be familiar with the core responsibilities. In short, the CISO’s purpose is to protect the organisation from threat actors, ensuring continued operations and growth.
However, due to growing importance of networks, the role is evolving. A modern CISO sits at the intersection of technology, risk and business decision-making.
Neil explains: “The reason you have a CISO at the table is not because of their technological capabilities. You need to have someone who understands the business and can work with other leaders to identify two things: what must we continue to do to be profitable, and how do we protect that? This could relate to people, processes or technology – a strong CISO is an expert in all three.”
As new processes or technologies are introduced, the CISO should understand any cybersecurity risks associated and be able to explain these to the rest of the board in a non-technical way. Miguel Duran, Manager for Cyber Security Advisory Services at Hays Americas, stresses: “CISOs who succeed at board level are those who consistently frame cyber risk as business risk.”
Here are some of the key business relationships that a CISO needs to have:
In a recent episode of our ‘How Did You Get That Job?’ podcast, Neil spoke with host Shaun Cheatham and fellow guest Jessica Nemmers, a ballerina-turned CISO. With Neil’s own career in the US Army, this conversation highlighted the different paths available.
Unlike you’ll find with some C-suite roles, there is no single or linear route to becoming a CISO. In fact, diverse career backgrounds are becoming increasingly common. Broader experience makes it easier to forge successful relationships with other stakeholders, something that people who’ve solely worked within cybersecurity can struggle to do.
Nonetheless, a history of technical roles is valuable. James Walsh, Director for Cybersecurity at Hays UK&I, explains: “Many senior security leaders transition from broader IT roles because the principles of technology are the foundation for applying cyber controls.”
Examples of technical disciplines that CISOs have built experience in include:
For aspiring CISOs, progression doesn’t just mean getting the right job titles. Instead, ensure that you focus on:
The CISO skill set blends technical understanding with strong human and leadership capabilities. Crucially, it’s not about being the most technical person in the room, but about knowing enough to lead effectively.
“You can’t be on the keyboard every day,” Neil says, “but if I don’t understand what my team does, I miss the foundations when I’m building the big picture.”
AI’s capabilities make it a powerful tool for both attacking and securing a network. It’s a shift that pushes CISOs beyond tools and controls into governance, ethics and trust.
A modern security leader will need to learn about several aspects of AI adoption, including how data is used, how Large Language Models (LLMs) work and how to spot where the hype is overblown, especially among vendors.
“Cybercrime is a trillion dollar industry,” Neil explains. “There are people whose entire business is finding flaws and selling those exploits.”
One of the most important shifts happening right now is the professionalisation of cyber-attacks itself. Without understanding this, organisations risk focusing on minor issues while leaving major vulnerabilities exposed.
As Neil puts it, “This is a fight we’re in. If you don’t understand the business on both sides — the hacker’s and your own — you’ll always be one step behind.”
Finally, economic uncertainty is sharpening board focus on value and return on investment. As purse strings tighten, CISOs must be able to identify where value lies and which resources are essential.
“Defend your organisation with the defences you have, not the ones you wish you had,” Neil says. “How do I get the most out of the tools using emerging technologies, and keep the costs down, so that we can stay in business?”
Read More
