""For the life of me, I couldn't figure out what they actually did.""
""The hardest part was not fixing processes. It was changing how people felt about the department. There was a bad taste. And that's harder to clean up than a broken SOP.""
""You can become the new legendary person, if they trust you.""
Inheriting a poorly performing security function presents unique challenges. Philip Farina faced a jerry-built security role with weak policies and low accountability. Business units lacked confidence in security, viewing it as irrelevant. Farina prioritized repairing trust and changing perceptions over fixing processes. He emphasized relationship building, visibility, and accountability. By focusing on team development through coaching and professional growth, he aimed to transform the department's image and establish a new legacy of trust and effectiveness.
Read at Securitymagazine
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