A CISO without a security program is like a pilot without a plane. Many organizations under pressure to improve cybersecurity hire their first CISO and expect instant results. The reality is that simply appointing an experienced security leader, without first developing a solid understanding of the company’s security related objectives, cyber risks and tolerances, and at least a foundational consensus on how to proceed, rarely solves the problem. And in fact, it can make the problem worse.

The First CISO Dilemma: Culture Clash and Chaos

Fast-growing companies often delay formal security investment in favor of finding product-market fit, shipping product, and hitting revenue goals, especially outside of regulated market sectors. This approach can make some sense: companies are not going to invest in securing pre-revenue MVPs and corporate IT until there is something worth protecting.  Security gets ignored until enough things break; customers threaten to walk, audits expose gaps, or a frightening enough breach nearly happens. 

That’s when leadership scrambles to hire a CISO to address the problems. But dropping a CISO into an organization without a clear mandate and cross-functional support is a setup for failure.  In a greenfield or restart security situation where the company’s risks and tolerances are not defined and security investment has been driven primarily by pain - interrupted sales, missed customer deadlines, operational disruptions, embarrassing incidents - it’s actually easy for both the company and typical growth or emerging mid market CISO candidates to make the wrong assumptions.  What’s positioned as a strategic hire can quickly turn into an expensive mismatch.

Why Hiring a CISO Isn’t a Silver Bullet

A CISO is not cure-all, or a self-contained security program. CISOs are leaders who own the design and execution of a strategy, oversee a security program that impacts and must coordinate with most aspects of an organization and are responsible for driving positive security outcomes. 

Here are a few reasons a lone CISO can’t magically fix security:

• They operate within organizational constraints: A CISO’s effectiveness depends on support from the top and cooperation across departments. If the CISO is positioned too low in the hierarchy to understand business strategy and influence decisions or if cross-functional executives haven’t aligned on security requirements and bought into the effort required by their respective functions, security initiatives will stall.
• They need a team, expertise and tools, not just a title: Security is a broad discipline, covering everything from technical controls to governance, risk, and compliance. A CISO can set direction, but they need people and resources to implement controls, monitor threats, and respond to incidents. Without a pre-existing security team, established security responsibilities operating in cross-functional teams, or services in place, the CISO becomes a highly paid firefighter, scrambling to plug holes rather than executing a strategic plan.
• One size does not fit all: The skill set of CISOs varies. Some are deeply technical, others excel in compliance and risk management, others are more oriented to business continuity or product security. If you haven’t identified your company’s specific needs, you might hire the wrong “type” of CISO.
• Security can’t be “fixed” like a broken machine: Cybersecurity is an ongoing operational function driven by risk management, the company’s business strategy, and operations and its threat landscape. If your organization expects a new hire to instantly eliminate all threats, you will be disappointed. While quick wins and continuous improvement are possible, sustainable and effective security programs take time to mature – often 12–24 months to build the robust foundations while addressing business requirements and mitigating prioritized risks. 

A Better Approach: Build the Security Foundation First

Instead of expecting the perfect new CISO to create structure from scratch, prepare the organization first so you can find the right candidates and they can lead with clarity and impact. 

1. Assess where you stand: Conduct an honest security assessment to identify risks, gaps, and current maturity. This baseline helps prioritize efforts and avoid surprises post-hire.
2. Define your risk appetite: Align leadership on how much risk is acceptable, what needs protection, and what compliance or customer demands matter most.
3. Create a basic roadmap and a budget: Outline short- and mid-term security goals, budget needs, and priority initiatives aligned with your business strategy. 
4. Determine the CISO profile you actually need: Use your assessment to define whether you need a technical builder, compliance strategist, or business-savvy leader—don't hire blindly.
5. Prepare the culture and support structure: Ensure executives are aligned and that their teams understand that security is a shared responsibility.  Encourage cross-functional participation in security strategy and governance. .
6. Use fractional leadership if needed: If you're not ready for a full-time hire, bring in a Fractional CISO to lead assessments, build the roadmap, and stabilize the function ahead of a permanent placement.

Hiring a CISO can be a game-changer for your company’s security and customer trust, but only if you set them up for success. Likewise, a CISO delivers the most value when they step into an organization that knows what it wants from its security program and has laid sufficient groundwork for them to execute. If you invest time in building a strong security foundation, your CISO will be an enabler of growth and resilience, not a costly firefighter. 

Our Take?

Lay the groundwork before bringing on a CISO. I/Omergent helps growth-stage companies build the foundation for a strong security program, so your next security leader can drive results, not play catch-up.

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