Have You Ever Walked Into a Cybersecurity Budget Pitch Feeling Like You’re Speaking a Different Language?
If you’re a CIO or CISO, it’s a challenge I’ve encountered many times in my journey as a cybersecurity leader. When the conversation is dominated by threat actors, zero-day exploits, and sophisticated attack vectors, it can feel like you’re describing a doomsday scenario that seems far removed from the CFO’s world of balance sheets and shareholder value.
Early in my career as a cybersecurity leader, I learned a tough but valuable lesson:
CFOs don’t fund risk. They fund business outcomes.
The Shift That Changed Everything
During my tenure developing a three-year cybersecurity strategy tailored to a government organisation’s unique requirements, I realised that success in these conversations hinges on speaking the language of business. It’s about translating cybersecurity initiatives into the outcomes that matter to the people holding the purse strings, outcomes like operational resilience, privacy protection, stakeholder trust (including citizens and government), and financial stability.
So, how do you shift the narrative?
Here are top five (5) proven strategies for turning cybersecurity conversations into boardroom approvals.
1️. Connect Cybersecurity to Business Value
Start by moving away from abstract fears and towards tangible benefits. Your CFO doesn’t want to hear “We need more budget because attackers are out there.” They want to hear how security investments reduce downtime, protects the crown jewels, avoid regulatory penalties, and protect revenue streams.
For instance, rather than saying:
Don’t – “We need a bigger budget to address these vulnerabilities.”
Reframe it as:
Do – “This investment reduces downtime by 30%, translating into X thousands or millions in preserved revenue.”
2️. Quantify and Validate the ROI
CFOs thrive on data. Use metrics to illustrate the real cost of cyber incidents, such as the average revenue loss per hour of downtime, or the compliance fines that could be avoided by investing in security controls.
At a statutory body in Queensland, when I presented to our CFO and CEO, I didn’t just outline threats; I mapped the potential financial impact of those threats and demonstrated how our proposed controls would reduce that exposure. This turned an abstract conversation into a concrete risk management discussion. You have a better chance of getting your CFO and CEO support, if you can demonstrate the value it will bring back to the business.
3️. Tailor the strategy, specifically to your organisation
A one-size-fits-all approach to cybersecurity funding rarely works. Your business has unique risks, compliance obligations, and operational priorities. I cant stress on this point hard enough. Make sure you invest the time to demonstrate clearly how your strategy is not a generic wish list but a tailored roadmap aligned with the organisation’s goals. If you work in the Government, link it back to the whole of government strategy.
In our case, our three-year strategy was grounded in the realities of our sector, government guidelines & policies, regulatory and compliance environment, and our digital transformation goals. This specificity-built trust and credibility with the CFO, the CEO and Board.
4️. Speak their language
Oh, I have seen this happen so many times. One of my favourite lines that I use all the time. Imagine if a Doctor approached you and said – “You seem to have oesophageal or pharyngeal dysphagia secondary to mucosal oedema or submucosal swelling” when all that he/she wanted to say that “I seem to have a swelling in my food pipe”.
If there is one thing I want you to take from this article, it’s this. Forget the technical jargon, translate your security initiatives into the language of business.
- Are you reducing the likelihood of fines under the Privacy Act 1988?
- Have you ensured uptime to meet the Service Level Agreements (SLAs) and customer expectations?
- Are you preserving brand trust in a competitive market?
For example, during a conversation with a CFO/CEO, instead of “We need to implement MFA to reduce phishing risk,” say: “By implementing MFA, we’re aligning with best-practice security expectations such as Essential 8 strategies from the Australian Cyber Security Centre (ACSC), we are reducing the risk of data breaches and as a result protecting revenue-generating relationships.”
5️. Engage Stakeholders Early and Often
CFOs and Boards are more likely to fund your initiatives (I would hope it’s a multi year cybersecurity strategy and associated work plan) if they feel included in the conversation from the outset. Avoid the “big reveal” approach. I strongly suggest that you bring them along as stakeholders/partners in building the cybersecurity vision for the organisation. I’ve found that early engagement builds a shared sense of ownership and alignment that pays dividends during funding discussions. This has been a key ingredient in my success stories during my professional journey as the CIO and CISO of large organisations in private and public sector.
Real-World Results: Narratives That Drove Board Approvals
Without going into the specifics of these organisations, I do want to share some of my experiences that have helped me being successful in seeking funding.
Some examples of the narrative that got my funding requests across the line with an Executive Leadership Team (ELT) and the Board approvals.
1 These outcomes from the cybersecurity strategy will support a compliance costs reduction by 20%, while reducing audit exposure.
2 The strategy supported incident response enhancements will save us $X in breach containment and reputational recovery.
3 These initiatives strengthens stakeholder & customer trust and underpins revenue (or our social obligation to deliver public value) continuity.
The result? A resounding “yes” from the CFO/CEO and the Board and the sustained funding we needed to execute our cybersecurity strategy and its underpinning roadmap.
Cybersecurity as a Business Enabler: Let’s Get There Together
At Cyber Ethos, a Queensland-based and a global award-winning cybersecurity firm, we specialise in helping organisations navigate this journey. We understand that cybersecurity is no longer a siloed IT issue, it’s a boardroom priority. Our mission is to help you translate technical risks into clear, compelling business outcomes that resonate with your ELT.
We work alongside CIOs and CISOs to build robust, risk-based cybersecurity strategies that align with your organisational goals and secure the funding needed to bring them to life. Because when cybersecurity becomes a business enabler, not just a cost centre, everyone wins.
Final Thoughts: Are You Ready to Lead the Conversation?
It’s time to move beyond fear-driven security conversations and into a space where cybersecurity is recognised as a vital business enabler. In today’s volatile technology landscape, the ability to secure Board, CFO, and CEO support is not just a tactical necessity it’s a strategic imperative.
If you’re a CIO or CISO still finding it challenging to gain buy-in for your cybersecurity program, consider this: Are you speaking the language of outcomes and resilience, or are you still stuck in the language of threats?
We partner with leaders like you to build the bridge between technical risks and the business outcomes your executive team cares about. Because when cybersecurity is seen as a strategic investment rather than a sunk cost, doors open and opportunities multiply.
I will leave you with two (2) key questions to ponder:
- Are you ready to stop fighting for funding and start leading the conversation at the Board table?
- Are you prepared to turn your cybersecurity strategy into a competitive advantage?
Let’s connect and explore how we can help you secure the investment your organisation needs to thrive in an uncertain world.
