Climate change is no longer a distant threat—it’s impacting businesses today. In this blog, Dave Wagner shares why resilience is now a core leadership priority. He offers practical steps organizations can take to adapt, protect their people, and strengthen their operations against climate risks.

Climate change has transitioned from being a distant threat to a pressing reality, affecting businesses and communities worldwide. From hurricanes and wildfires to heatwaves and flooding, extreme weather events are increasing in both frequency and intensity. Organizations must now ask themselves a critical question: are we prepared to withstand the impacts of climate change?

Building resilience isn’t just about surviving a crisis—it’s about thriving in a world of uncertainty. Organizations that take proactive steps to address climate risks can safeguard their operations, protect their people, and maintain trust with stakeholders. Leadership plays a pivotal role in driving this transformation, ensuring resilience becomes a core part of the organizational strategy.

Why climate resilience is critical

The need for climate resilience is clear. According to the United Nations, economic losses from climate-related disasters exceeded $3 trillion globally between 2000 and 2019. The physical risks posed by climate change—from damaged infrastructure to disrupted supply chains—are undeniable. However, there are also reputational and regulatory risks to consider.

Stakeholders, including investors, customers, and employees, increasingly expect organizations to take climate change seriously. Regulatory bodies around the world are introducing new mandates requiring businesses to assess and disclose their climate risks. For example, the EU’s Corporate Sustainability Reporting Directive (CSRD) will require detailed climate reporting, pushing businesses to prioritize resilience.

Organizations that fail to act risk falling behind—not just operationally, but reputationally as well. By contrast, those that lead on climate resilience demonstrate their commitment to sustainability, earning trust and positioning themselves as forward-thinking leaders.

Key strategies for building climate resilience

Building climate resilience requires a multifaceted approach, integrating risk management, technology, and collaboration. Here are three strategies every organization should consider:

1. Conduct comprehensive risk assessments

Climate risks vary widely depending on geography, industry, and operations. A manufacturing plant located near a coast faces different risks than a tech company headquartered in a city prone to heatwaves. Organizations must identify and prioritize their specific vulnerabilities.

Risk assessments should extend beyond physical risks to include financial and reputational impacts. For instance, how would a prolonged drought affect supply chains, and what measures can mitigate those impacts? These assessments provide the foundation for informed decision-making and proactive planning.

2. Embrace climate scenario analysis

Climate scenario analysis allows organizations to prepare for multiple potential futures. By considering different climate scenarios, businesses can evaluate how rising temperatures, sea-level rise, or shifting weather patterns might impact operations.

For example, a retail company might simulate how a Category 5 hurricane would disrupt its logistics network and then develop contingency plans to maintain continuity. These exercises not only highlight vulnerabilities but also build organizational confidence in handling disruptions.

3. Invest in resilient infrastructure and technology

Technology plays a critical role in building resilience. From early-warning systems that monitor extreme weather to AI-powered analytics that predict supply chain disruptions, advanced tools can help organizations stay ahead of climate risks. Infrastructure investments are equally important. For example, flood-resistant buildings or renewable energy systems that ensure power continuity during outages can significantly reduce vulnerabilities.

The key is to treat these investments not as costs but as long-term safeguards. Resilient infrastructure protects assets and operations while enhancing the organization’s ability to adapt to future challenges.

The role of leadership in driving resilience

Resilience starts at the top. Leaders have the unique responsibility to ensure climate resilience is prioritized across their organizations. This involves fostering a culture that values sustainability, innovation, and adaptability.

1. Embedding resilience into strategy

Climate resilience should not be viewed as a standalone initiative—it must be integrated into the organization’s overarching strategy. Leaders can set clear goals, allocate resources, and measure progress to ensure resilience becomes part of the organization’s DNA. For example, setting a target to reduce greenhouse gas emissions by a specific percentage demonstrates a tangible commitment to sustainability.

2. Championing cross-departmental collaboration

Climate resilience is not the responsibility of one team or department. It requires collaboration across functions, from operations and IT to HR and communications. Leaders can break down silos, encouraging teams to work together on resilience initiatives. For example, IT teams can partner with operations to implement data-driven tools that monitor risks in real time.

3. Engaging stakeholders

Stakeholder trust is essential for organizational resilience. Leaders must communicate transparently about the organization’s climate risks, plans, and progress. This includes sharing updates with investors, employees, and customers, as well as engaging in meaningful dialogue to address their concerns and priorities.

Case studies: Resilience in action

Retail sector

A global retail chain facing increased flooding risks revamped its supply chain strategy. By conducting detailed risk assessments and integrating real-time weather analytics, the company identified vulnerabilities in its logistics network. It then established alternative transportation routes and pre-positioned inventory in safer locations. As a result, the company reduced delivery delays by 40% during extreme weather events.

Manufacturing sector

A manufacturing firm located in a hurricane-prone region invested in renewable energy solutions, including onsite solar panels and battery storage. When a major hurricane caused widespread power outages, the facility remained operational, minimizing downtime and ensuring employee safety. This proactive investment not only protected operations but also reinforced the company’s reputation for resilience.

The business case for resilience

Far from being a cost center, resilience is a strategic advantage. Research shows that companies that prioritize resilience often outperform their peers:

• Harvard Business Review found that resilient companies saw 18% higher shareholder returns over a decade.
• Edelman’s Trust Barometer reported that 64% of consumers are more likely to trust and stay loyal to brands that prioritize resilience and sustainability.

In addition to financial benefits, resilience also drives employee engagement and retention. People want to work for organizations that take their safety and well-being seriously.

Looking ahead: The future of climate resilience

As climate risks continue to escalate, the importance of resilience will only grow. Organizations that invest in resilience today will be better equipped to navigate the uncertainties of tomorrow. This isn’t just about protecting assets—it’s about safeguarding people, maintaining trust, and seizing opportunities in a rapidly changing world.

The path to resilience requires vision, collaboration, and commitment. By prioritizing climate resilience, organizations can turn challenges into opportunities, building a foundation for sustainable growth and long-term success.

Summary

Resilience isn’t a one-time fix—it’s an ongoing commitment. As Dave highlights, businesses that prioritize climate resilience can better withstand disruptions and gain a long-term competitive edge. Start assessing your organization’s climate readiness today and begin building a future that’s prepared for anything.

Regulatory demands are growing, and businesses need to be ready. In this interview, Dave Wagner talks about how staying ahead of regulations like DORA isn’t just about compliance—it’s about protecting your business and building long-term resilience.

1. Why is regulatory resilience becoming such a key focus for organizations today?

Regulatory resilience has gained prominence because the risks organizations face today are more interconnected and unpredictable than ever. When a company experiences an operational disruption—whether it’s a cyberattack, a systems outage, or supply chain failure—the ripple effects can impact entire industries or economies. Regulations like the EU’s Digital Operational Resilience Act (DORA) aim to create a baseline for preparedness, ensuring organizations are equipped to handle disruptions without endangering their stakeholders.

For me, it’s about more than compliance. It’s about safeguarding trust. Regulations like DORA provide a structure to help companies build resilience not as a reaction to challenges but as a proactive strategy for sustainable operations. Businesses that embrace this mindset not only protect themselves but also contribute to the stability of the broader ecosystem.

2. What unique challenges do organizations face with regulatory frameworks like DORA?

One major challenge is understanding and interpreting the scope of the regulations. DORA, for example, covers not just financial institutions but also the third-party providers they rely on, such as cloud services or IT vendors. Mapping out these dependencies and ensuring compliance across the entire ecosystem can be overwhelming.

Another challenge is cultural. Too often, regulations are seen as a checklist rather than an opportunity for strategic growth. Leaders need to shift their perspective—resilience isn’t about avoiding penalties; it’s about creating an advantage. Finally, operationalizing resilience is complex. It requires collaboration across departments, from IT to risk management to the C-suite, and that’s not always easy to coordinate.

3. How can leaders create a culture of preparedness for regulatory challenges?

Creating a culture of preparedness starts with communication. Leaders need to articulate why resilience matters—not just to meet regulatory requirements but to protect the organization’s reputation, employees, and customers. When teams understand the “why,” they’re far more likely to invest in the “how.”

Leaders should also model resilience themselves. That means staying informed about emerging regulations, actively participating in resilience planning, and encouraging transparency. If something isn’t working, teams should feel empowered to raise concerns and find solutions. Preparedness thrives in a culture where adaptability and learning are celebrated.

Finally, leaders need to make resilience accessible. Provide the tools, training, and resources employees need to understand their role in the bigger picture. Resilience isn’t a one-person job—it’s a collective effort.

4. How does regulatory resilience tie into broader business resilience?

Regulatory resilience and business resilience are deeply interconnected. Both are about anticipating risks, mitigating disruptions, and ensuring continuity. A strong regulatory framework supports business resilience by establishing protocols for crisis management, incident reporting, and system recovery—all of which are critical in today’s unpredictable landscape.

For example, a company that’s prepared to comply with DORA’s requirements for operational resilience is also likely better equipped to handle a cyberattack or supply chain disruption. The overlap is significant because regulatory frameworks often reflect best practices for broader resilience.

5. Can you share an example of resilience helping a company navigate a regulatory challenge?

One example that stands out is a financial institution preparing for DORA’s implementation. They conducted a series of crisis simulations to test their systems against potential IT outages and third-party vendor failures. These exercises revealed gaps in their processes, but they also sparked innovation.

By the time they aligned with DORA’s requirements, they had not only strengthened their compliance posture but also streamlined their operations and reduced their downtime during incidents. What started as a regulatory requirement became a catalyst for operational excellence.

6. How do global trends in regulation impact organizations operating across borders?

Global organizations often face overlapping or even conflicting regulatory requirements. For example, a company operating in the U.S. might need to comply with cybersecurity reporting laws under the Cyber Incident Reporting for Critical Infrastructure Act (CIRCIA) while also meeting DORA’s standards in the EU.

This complexity requires a unified resilience framework that can adapt to different regional requirements without creating inefficiencies. It’s also a reminder that resilience is a shared responsibility. Organizations need to stay engaged with regulators, industry groups, and peers to navigate these challenges effectively.

7. What role does technology play in regulatory resilience

Technology is an enabler of resilience. It helps organizations automate compliance processes, monitor risks in real time, and generate insights that guide decision-making. For instance, advanced risk analytics can identify vulnerabilities in an organization’s supply chain, while automation can streamline incident reporting.

That said, technology isn’t a silver bullet. It must be paired with the right governance frameworks and skilled teams who know how to interpret and act on the data. The most effective technology solutions are those that integrate seamlessly into an organization’s existing workflows, enhancing—not complicating—operations.

8. What’s your advice for organizations just starting their journey toward regulatory resilience?

Start with a gap analysis. Take stock of where your organization currently stands in terms of resilience—what’s working, what’s missing, and what needs improvement. From there, develop a roadmap with clear priorities and timelines.

It’s also important to engage your entire organization in the process. Regulatory resilience isn’t just an IT or compliance issue—it’s an enterprise-wide priority. Finally, don’t try to go it alone. There’s a wealth of expertise available, whether through industry forums, consultants, or peer networks. Leverage those resources to accelerate your progress.

9. How should organizations prepare for future regulatory changes?

Future-proofing your organization means building flexibility into your resilience frameworks. Regulations will continue to evolve as new risks emerge, and organizations need to be able to adapt quickly. This requires staying informed, maintaining open lines of communication with regulators, and regularly testing your systems and processes against potential scenarios.

It’s also helpful to take a proactive approach. Don’t wait for regulations to mandate resilience—start building it into your operations now. Organizations that stay ahead of regulatory trends are better positioned to lead in their industries.

10. What’s the biggest opportunity that regulatory resilience offers organizations?

The biggest opportunity is trust. When customers, employees, and stakeholders see that an organization is prepared for disruptions, it builds confidence. Trust is a competitive advantage in today’s world, where uncertainty is the norm.

Regulatory resilience also drives innovation. When organizations embrace resilience as a strategic priority, they often uncover new ways to streamline operations, improve customer experiences, and even reduce costs. Ultimately, resilience isn’t just about surviving—it’s about thriving in a rapidly changing world.

Summary

Regulatory resilience is more than meeting requirements—it’s about safeguarding your future. Dave’s advice makes it clear: proactive planning and a culture of accountability put your organization in the best position to adapt and thrive. Start reviewing your compliance approach today.

Digital Operations underpin the resilience of contemporary businesses. Esteemed Chief Marketing Officer at Everbridge, David Alexander, delves into the crux of this concept in this video. He discusses the role of automation, AI, and cross-disciplinary teamwork in equipping organizations to minimize downtime, optimize responses, and maintain seamless operations. David underscores the fact that Digital Operations transcends mere IT functionalities—it is indeed a pivotal strategy for securing long-term business success.

What makes a workplace resilient? In this interview, Everbridge Chief People Officer Cara Antonacci shares her perspective on how leaders can strengthen team resilience, adapt to change, and foster a culture of trust and collaboration. She discusses the role of communication, leadership, and the importance of supporting employees in a constantly evolving work environment.

What does resilience mean in the workplace?

Resilience is about how teams handle tough times. It’s not just bouncing back after something goes wrong, it’s how we adapt, stay productive, and support each other when things are uncertain. When change happens—and it always will—a resilient team can push through without losing momentum. Resilient teams trust each other, communicate well, and know leadership has their back.

How do you build resilience in a global, digital-first workplace?

Workplaces today are more connected, but also more spread out. We have people working across countries, time zones, and cultures. That can be a strength, but it can also lead to gaps in communication or people feeling isolated.

We need to be intentional. Leaders should check in regularly with teams, especially remote ones. Clear communication is key—whether it’s daily stand-ups, video calls, or quick updates in a chat. We need to create a culture where everyone feels included and valued, no matter where they are. That kind of environment builds trust and makes teams more resilient when the pressure is on.

How do Everbridge’s CLIP values shape workplace culture?

CLIP stands for Customer First, Learning, Integrity, and People. Those values show up in how we work every day. Customer First reminds us that everything we do impacts the people we serve. Learning keeps us improving, even when we face setbacks. Integrity pushes us to do the right thing, even when it’s hard. And People—well, that’s the heart of it all. We look out for each other, and that builds trust and resilience.

When these values guide decision-making, teams know what’s expected. They know leadership will support them. That creates a culture where people can adapt, step up, and face challenges together.

How can leaders help teams stay strong during times of change?

Change is part of work. Teams grow, companies restructure, priorities shift. Leaders need to be open and honest about what’s happening. People handle change better when they understand why it’s happening and what the plan is.

We also need to listen. Ask how people are doing. Sometimes it’s a quick chat, other times it’s making sure someone gets the support they need. Flexibility helps, too. Maybe someone needs to adjust their schedule or take time to regroup. Little things like that show people they’re valued and supported.

What advice would you give to someone trying to strengthen their workplace culture?

Start small. You don’t need to overhaul everything overnight. Focus on building trust –  listen, communicate often, and follow through on promises. Show people you value their work and their well-being.

Culture isn’t built by policies, it’s built by actions. When teams see leaders putting customers first, learning from mistakes, acting with integrity, and looking out for people, they’ll do the same. That’s how you get a culture that holds up during tough times.

Summary

As Cara’s insights make it clear: when leaders prioritize communication, trust, and adaptability, they strengthen both their teams and their business. Take the next step in building a more resilient workplace today.

Downtime isn’t an option. In this blog, David Alexander explains why Digital Operations is now the backbone of business resilience, and how organizations can stay up and running—even when the unexpected hits.

In today’s always-on world, the ability to quickly respond to incidents, optimize workflows, and ensure seamless customer experiences has become a competitive differentiator. Digital operations (Digital Ops) are no longer just a back-office function—they are central to how businesses engage with customers, maintain uptime, and deliver on their brand promise.

As Chief Marketing Officer and General Manager of Digital Operations at Everbridge, I’ve seen firsthand how leading enterprises are leveraging automation, AI, and real-time collaboration tools to drive business resilience. But beyond technology, marketing leaders have a unique opportunity to shape the way companies communicate their operational excellence and build trust with customers in an always-on world.

The changing landscape: Why digital operations matter more than ever

Every organization, regardless of industry, faces the challenge of delivering seamless experiences while managing an increasingly complex digital ecosystem. Consider these key trends:

• Customer Expectations Are Higher Than Ever – According to a PwC study, 73% of customers say that a positive experience is a key factor in their brand loyalty. In a digital world, even a minor outage, security breach, or service disruption can erode trust.
• Downtime Is Costlier Than Ever – A Gartner report found that the average cost of IT downtime is $5,600 per minute. For industries like e-commerce, financial services, and SaaS, these numbers skyrocket.
• AI and Automation Are Redefining Incident Management – Organizations are moving from reactive to proactive strategies, using AI-driven automation to anticipate and prevent disruptions before they impact customers.

Digital Ops has become the backbone of business continuity and brand reputation—but it’s not just a technology issue. It’s a marketing and customer trust issue as well.

Marketing’s role in digital resilience

While Digital Ops is often seen as an IT function, marketing leaders have an equally important role to play in ensuring operational resilience:

1. Communicating operational excellence as a competitive advantage

Customers expect reliable, always-on digital experiences—but many businesses struggle to translate their operational excellence into a compelling brand narrative. Marketing must help bridge the gap, positioning resilience, security, and uptime as differentiators.

For example, SaaS companies that highlight their 99.99% uptime, rapid incident response, and AI-driven automation in their messaging build greater trust with prospects and customers.

2. Aligning marketing and digital ops for seamless customer experience

Marketing and Digital Ops teams often operate in silos—but they shouldn’t. A well-coordinated strategy ensures that service disruptions, incidents, or updates are communicated transparently and effectively.

• When a major e-commerce platform experienced a brief system outage during peak holiday shopping, the marketing team worked with Digital Ops to proactively communicate real-time updates via email, SMS, and social channels—ensuring customers stayed informed and minimizing frustration.

3. Leveraging digital ops insights for smarter customer engagement

Incident data, response times, and system reliability metrics aren’t just for IT teams—they can fuel smarter marketing strategies. By integrating Digital Ops insights into marketing analytics, businesses can:

• Understand how outages impact customer retention and adjust strategies accordingly.
• Personalize communications based on historical engagement and incident history.
• Optimize campaigns by ensuring they align with peak system performance.

Best practices for driving digital resilience and customer trust

Organizations that successfully integrate Digital Ops with marketing and customer experience (CX) efforts follow these key principles:

1. Automate incident response to minimize customer impact

A fast, automated response to disruptions prevents minor issues from becoming major customer experience failures. AI-driven automation platforms like xMatters help teams detect, triage, and resolve incidents before they affect end users.

Best Practice: Leading SaaS providers use automated escalation workflows to route critical incidents to the right teams in seconds—reducing downtime and improving response times by up to 70%.

2. Develop a customer-centric incident communication strategy

When issues occur, transparency is key. Customers appreciate real-time updates and clear expectations.

• Do: Use proactive multi-channel communication (email, SMS, social, in-app messaging) to keep customers informed.
• Don’t: Wait until customers complain before acknowledging an issue—own the narrative early.

3. Use AI and analytics to predict and prevent issues

Predictive analytics can help identify potential disruptions before they impact customers. Organizations leveraging AI-powered monitoring tools can:

• Analyze historical data to anticipate system failures.
• Detect anomalies and trigger automated responses.
• Improve decision-making for both IT and marketing teams.

Case study: How a global tech company optimized digital ops to enhance CX

A major SaaS provider faced customer churn due to service outages. By implementing xMatters for automated incident response and aligning marketing with Digital Ops, they achieved:

• 50% faster incident resolution, reducing service disruptions.
• Proactive customer communication, improving brand trust.
• AI-driven insights, helping both IT and marketing teams optimize performance.

The result? A 20% increase in customer retention and a stronger competitive position.

The future of digital operations and marketing

As businesses continue to digitize, the role of Digital Ops in shaping brand trust and customer loyalty will only grow. Forward-thinking companies will:

• Embrace automation and AI to make Digital Ops more intelligent and responsive.
• Align marketing and operational teams to deliver seamless experiences.
• Leverage predictive analytics to anticipate disruptions and enhance decision-making.

The convergence of Digital Ops, marketing, and CX is no longer optional—it’s the future of business resilience. Organizations that proactively integrate these functions will not only mitigate risks but also create lasting competitive advantages in the digital economy.

In today’s digital-first world, Digital Ops is about more than just keeping systems running—it’s about ensuring every customer interaction is seamless, reliable, and frustration-free. Marketing leaders must take an active role in shaping this narrative, turning operational excellence into a brand asset.

The question for marketing and business leaders isn’t whether Digital Ops matters—it’s how they will leverage it to create a more resilient, customer-focused future.

Summary

Digital resilience is the key to business stability. David’s advice shows that automation, speed, and cross-team collaboration are what keep businesses agile and customers happy. Take stock of your digital operations today and see where you can improve.

Security leaders today face more challenges than ever—from cyberattacks to physical threats. In this interview, Tracy Reinhold shares how leaders can adapt, collaborate, and keep their teams prepared for anything.

1. How has the role of security leaders evolved in recent years?

Security leaders have moved beyond the traditional role of safeguarding physical assets to managing a much broader and interconnected set of risks. Today, threats are not confined to physical break-ins or vandalism; they extend into the digital realm with cyberattacks, insider threats, and even misinformation campaigns.

A major shift has been the convergence of physical and digital security. For instance, a ransomware attack on a manufacturing plant’s control systems can lead to physical disruptions, halting production. Leaders now need to think holistically, addressing risks across all areas of the organization. This shift demands strategic thinking, strong collaboration with IT and leadership teams, and the ability to adapt to emerging threats quickly.

2. What are the biggest challenges security teams face today?

One of the most significant challenges is visibility. As organizations expand their operations globally and embrace hybrid work models, it becomes harder to maintain a clear picture of potential vulnerabilities. For example, how do you secure employees working remotely across multiple locations while ensuring data integrity and access control?

Another challenge is the pace of change in the threat landscape. New attack vectors, such as AI-driven phishing or supply chain cyberattacks, emerge almost daily, making it difficult to stay ahead. Finally, the traditional siloed nature of security teams often creates bottlenecks. Security must now integrate seamlessly with IT, HR, and operations to address multi-dimensional threats effectively.

3. How can organizations move from a reactive to a proactive approach to security?

Proactivity starts with risk assessment and awareness. Organizations need to map out potential threats, whether they stem from physical vulnerabilities, insider risks, or geopolitical factors. Scenario planning is another critical tool—run simulations to test how your organization would respond to different crises.

Proactivity also involves adopting technologies that provide real-time threat intelligence and predictive insights. But it’s not just about tools; fostering a culture of vigilance is key. Employees at every level should understand how their actions can contribute to—or mitigate—security risks. When security is seen as a shared responsibility, organizations are better equipped to anticipate and neutralize threats before they escalate.

4. What role does collaboration play in modern security strategies?

Collaboration is the glue that holds a modern security strategy together. Threats today are too complex for any one department to handle alone. IT teams bring expertise in digital risks, HR can help identify and address insider threats, and leadership ensures alignment with business objectives.

For example, during a data breach, IT might focus on containment, while HR manages internal communication, and leadership coordinates external messaging. Without collaboration, these efforts could work at cross-purposes. Building partnerships across departments creates a unified response framework that’s more agile and effective during crises.

5. Can you share an example of security resilience in action?

A global manufacturing company we worked with faced a major protest near one of its facilities, threatening employee safety and operational continuity. Their security team had developed a resilience plan that included real-time monitoring of the situation, collaboration with local law enforcement, and clear communication protocols for employees.

When the protest escalated, they quickly implemented their plan—rerouting employees to safe locations, securing key assets, and maintaining business continuity. This proactive preparation turned what could have been a disruptive event into a moment of operational strength.

6. How can organizations balance security with operational efficiency?

Security and efficiency are not mutually exclusive—in fact, when done right, they complement each other. A secure organization is often a more efficient one because it minimizes disruptions and ensures smooth workflows.

The key is integration. Security measures should be designed to fit seamlessly into existing processes rather than creating additional friction. For example, implementing single sign-on (SSO) solutions can enhance security while making it easier for employees to access systems. Balancing security with efficiency requires ongoing dialogue between security teams and other departments to ensure that safeguards enhance, rather than hinder, daily operations.

7. What emerging trends should security leaders be paying attention to?

One significant trend is the rise of AI-driven threats. Attackers are using machine learning to create more sophisticated phishing campaigns or bypass traditional security systems. Another trend is the convergence of physical and digital security. As IoT devices proliferate, the risk of cyberattacks causing physical damage—such as tampering with smart HVAC systems—is growing.

Geopolitical instability is another area to watch. Events like trade disputes or regional conflicts can have downstream effects on supply chains, employee safety, and operational stability. Staying ahead of these trends requires continuous learning and adaptation.

8. How do you see the relationship between security and trust?

Security and trust are deeply intertwined. When customers, employees, and partners feel that an organization takes their safety and data protection seriously, it builds confidence. Trust is a differentiator in today’s competitive landscape, especially as more consumers demand transparency around how companies handle risks.

But trust isn’t built overnight—it’s earned through consistent actions. This means not just responding well to crises but also communicating proactively and transparently about the steps you’re taking to protect stakeholders.

9. What’s your advice for new security leaders stepping into this complex environment?

Build relationships and stay curious. Security is as much about people as it is about technology. Take the time to understand your organization’s culture and build bridges with other teams. Collaboration is critical for success.

Also, invest in continuous learning. The threat landscape is always evolving, so staying informed about emerging risks and best practices is essential. Lastly, don’t try to do everything at once. Focus on building a strong foundation, then layer on additional capabilities as your strategy matures.

10. Looking ahead, what do you see as the future of corporate security?

The future of security will be defined by adaptability. Threats will continue to evolve, and organizations will need to stay agile to address them effectively. Technology will play a significant role, from AI-driven risk analytics to automation that streamlines incident response.

But ultimately, the future of security will be about trust. Organizations that can demonstrate resilience, transparency, and a commitment to stakeholder protection will be the ones that thrive in an increasingly uncertain world.

Summary

Security is a team sport. Tracy’s message is clear: leaders who foster teamwork and stay prepared build stronger, more resilient organizations. Start those conversations with your teams today.