Get to know Shelley Stewart, Executive Director, Global Security for Cummins, Inc. The company is a Fortune 500 corporation that designs, manufactures, sells and services diesel engines, power generation systems and related products and technologies.
Though we deal with risk everyday, there is one risk that rarely makes it into our risk management plans – a change in organizational leadership. Whether the result of an internal structural shift, an external hiring decision or a merger/acquisition, a change in leadership and reporting can signal a challenging time for security.
Problem identified and communicated, plan created, funds provided, problem resolved. This is the lifecycle senior business leaders often expect – and prefer – organizational challenges to have. It’s the way decisions are made and issues addressed for many functions of the business.
MetLife Stadium, home of the NY Jets and NY Giants and a venue for other sporting and concert events, is cracking down on unruly fan behavior in a big way. Anyone who is ejected from the stadium not only has to pass a code-of-conduct class before being allowed to attend another game, but also write a letter of apology to Danny DeLorenzi.
One of the many difficult tasks in security leadership is showing senior management and other business leaders exactly how, where, and how much security investments positively impact the bottom line (assuming, that is, that security’s impact is positive).
Jeff Berkin rarely makes a business and security decision these days that doesn’t somehow impact, either positively or negatively, the business.That business is CACI International, which provides enterprise IT and network services for the federal government employing 14,600 employees working in more than 120 offices in the U.S. and Europe. Berkin is Senior Vice President and Chief Security Officer, the first CSO in the company, and he also has an impressive career, first as a trial attorney and then senior executive roles within the FBI.
Security is no longer just a hot topic among security professionals. It’s crossed the boundaries into mainstream media and political debates. You can’t watch the news or read a newspaper or magazine without hearing about cyber threats, personal information breaches or risk management. But that doesn’t mean that company executives have opened their wallets to each and every security project their security staff submits – if only it were that easy.
Is a Threat Analyst a part of your team? It’s a large part of Baker Hughes, one of the world’s largest oilfield services companies, with 55,000 employees, facilities in 72 countries and operations in more than 90 countries. Brian Hogan, regional security director (Latin America) & director, strategic analysis, leads the company’s threat analysis team.
Security leaders don’t have time. The best ones find time, or make time, for critical or strategic tasks that have a long-range payoff, but they often struggle to fit more into a workday that already stretches from dawn to dark.
