Last month I had the honor to speak at the Security 500 conference in front of a large room of senior security leaders.  My own personal take-away from the event is that no matter how long you’ve been in this industry there is always something new to learn.

Millennials like Snapchat, digital banking, online shopping, Whataburger, selfies and Robinhood, the app that lets you trade stocks without paying fees.

Over the years CSOs have upped their game in connecting with the goals and objectives of the enterprise.

Ask a CEO how he or she rose to the top, and they’ll typically cite a litany of past upper level executive management roles, with a clear strategy to get there.

When it comes to talent, the security industry and the business world are missing out on an under-tapped source.

Congratulations, security executives, soon you will officially be the “corporate rock-star.” That’s according to one industry analyst, Ted Schlein, who is also a general partner at Kleiner Perkins Caufield & Byers. In the article, “The Rise of the Chief Security Officer: What It Means for Corporations and Customers,” published by Forbes, Schlein wrote: “For business leaders today, no task is more important than ensuring confidence and trust in the organizations they lead. The boardroom has woken up to the importance of security – and to the enormity of what it will take to protect company and consumer data from attacks.”

To transition from one career or one field to another, you have to learn how to turn your hat, how to redirect your previous experiences and lessons-learned to new goals,” says David LaRose, the Director of Safety, Security and Emergency Management for Lakeland Regional Health in Lakeland, Florida. LaRose is also the 2015 President of the International Association for Healthcare Security & Safety (IAHSS) Board of Directors.

You have been with your current organization for more than 10 years leading the corporate security function, having conceived and built the program, hired staff around the world and integrated the department to being a trusted advisor to senior management. Since this is your second career, you are now reaching a point that you would like to retire and pursue other passions and personal interests. After sitting down and discussing this with your boss, you realize that he or she and the management team are concerned about the lack of a succession plan for your replacement. Their position is: While your second level staff is very good operationally, they are not under serious consideration for your role, and HR will be looking outside the company for your replacement.