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You cannot talk to somebody unless you have permission up the chain and different tree level to be able to talk to somebody.
Here, once I’ve established myself, I’ve been able … We have capital and we have opex, and the challenge that comes in is, where, what flavor money, or what color money we’re going to use for this year. Are we looking more to spend operationally, or are we going to do more of the capital expense?
I could go and talk to others within the organization and, if necessary, I can backfill my supervisor. The other issues that we have are the awareness part of it. Everybody understands cybersecurity or has to understand cybersecurity as part of their job.
It’s nothing for me to be able to go talk to the CEO and say what’s on my mind and then backfill the CIO. It’s much easier to implement policy because it’s a “do as I tell you” mentality in the government, in the military.
I thought there was going to be a significant political difference between the two. It still exists in the private sector, it’s just how it’s handled that is different. The political games that you have play within an organization — a private organization such as Perdue — it’s more personal.
In the government, I felt that there was more hierarchy.
The board of directors, the people that you have to report to — how do you take care of translating that message when it comes to security and budgets and things like that?
I graduated high school, joined the Navy, got into information security through data collection and data classification, and then after 20 years, retired. I did a little time over at the Joint Chiefs of Staff doing incident response for them. I was still living in Delaware and had a two-hour commute to Washington, D. Since that time, I’ve promoted up, and now I am the director of information security at Perdue Farms.