 Good afternoon. This is my first pop-up, so I'm looking forward to it. And I know it's been a long day and I appreciate your time and the opportunity to be part of this conversation. I was quite honored when New America reached out and asked if I could add a voice to the cybersecurity talent conversation. And I'm looking forward to that. As a former Army captain, I learned quickly people first mission always. And it's with this mindset that I entered the profession that I am today. Being in executive search and talent management, I have the opportunity to work with our clients and help them understand and define their talent requirements, but also help them find the right leaders and get them in the right seats, really to turn their business strategy into a reality. And we do this beyond finding people, but we also do this in helping organizations think through their structures, think through culture, their overall leadership challenges. Over two years ago, we launched our cybersecurity practice. We recognized that companies' ability to protect and safeguard confidential corporate information, customer data, intellectual property, as well as ensuring consumer confidence and business reputation and growth was going to rest overall on leadership, people, structure, and culture. During the last 24 months, I've spent the majority of my time working with Fortune 500 companies and other organizations in helping them meet their security gaps when it comes to their talent. We've seen cybersecurity during that duration rise as a priority for CEOs as well as boards. This is reflected in the current market where the hunt for cyber talent is at an all-time high at all levels across all industries. You see this in financial services, technology, consumer retail, manufacturing, and the healthcare sector. While many are at different stages in my conversations with the C-suite, it really is about getting the right cybersecurity leaders and professionals in the right seats as a matter of business survival. This is magnified, though, by a backdrop of uncertainty, much of what you've discussed today, where new technologies are emerging at a rapid pace, where the threats are evolving with intensity, complexity, and frequency, where the origin of an attack or breach to a company can come from a cyber criminal to a former disgruntled employee to a nation state, and we have a regulatory atmosphere that is ever changing. Due to all of this backdrop, information assurance and security is no longer a pure back office function. The consequences are too significant and are rising to the top. As companies continue to mature in their understanding of cybersecurity, they are recognizing the need to have the right processes, technologies, procedures, governance models, and culture in place. But as one senior executive shared with me last week, it's going to come down to leadership and having the right talent to make sure that those critical elements are designed, implemented, and managed. So what are we seeing in the executive search business when it comes to this market? And again, my focus here is within private industry. In the last six to 12 months, we've seen a significant surge in the creation or elevation of chief information security officers. Chief security officers are executive equivalents, and it doesn't appear to be slowing down anytime soon. We've also found that this unprecedented demand is for senior level information security executives is coming from the top. It's being driven by CEOs and boards and not merely the request of a chief information officer. And we anticipate that this is a trend that will continue. But beyond the sheer numbers of roles popping up across the market, there's also a shift in the demand side of what CEOs and senior management are looking for and expecting from these cybersecurity leaders. Why the transformation? Again, as you've all talked about today, the world has changed and the stakes are high. And while I would characterize 2014 as a year of increased awareness, in 2015 we're moving to a phase of acceptance. Acceptance that there is a new norm and that protecting a company's information assets is no longer an IT issue, but rather an urgent business issue. So what are CEOs and senior management expecting from their cybersecurity executives? While no two roles are alike, what I can share with you from my conversations is some of the following when they think about a leader. We're looking for somebody who can proactively posture us to meet potential and emerging information security threats. Someone who has an ability to come in and assess our vulnerabilities as an enterprise. Someone who can ensure that we have the right capabilities in place to mitigate consequences. We need a strategic leader, someone who can help us develop and implement an overall information security risk management strategy and program and ensure that it's linked to the company's strategic plan and is seen as a business enabler. We're looking for someone who can serve as a key member of our leadership team, who can engage with internal and external stakeholders and be able to win the confidence of our directors. So what skill sets do CEOs and senior management want? While technical and security know how continues to be critical in a must, what CEOs are looking for are rounded executives. They're looking for executives who bring leadership presence and strong interpersonal skills. And I know this sounds like the soft stuff, but it's really the difference between good from great. They're looking for those who can influence broadly and collaborate. They're looking for strategic thinking, the ability to see the big picture and connect the dots and take an enterprise-wide perspective. They're looking for business savviness when it comes to creating the risk framework and linking that to day-to-day business operations. They're looking for communication skills and translating the technical to non-technical audiences. And they're looking for a track record of building and retaining teams. So all these attributes, while they're important, and many information security leaders and professionals are evolving and stepping up to meet these demands, we are in an environment where at the end of the day the demand is increasing and outweighs the number of ready-now talent. And so ultimately, what we believe we're looking for, learning agile leaders. So what is learning agility? It's not merely a HR buzzword, although I know it sounds like that and I'll take that. But think of agility as an indicator of a fast learning executive. Someone who has the willingness and ability to take prior experiences and apply those lessons to first-time situations. As you think about today's dynamic nature of cybersecurity, agility can be a critical differentiator. Now we've seen through our research that the leading predictor of excess rests on learning agility. This is across all executives, whether it's a CEO, a chief financial officer, or head of information security. When I'm recruiting cybersecurity leaders, what I need to help my companies find are, can Jim or Sally make decisions under pressure? Can they think critically? Can they understand and relate to multiple audiences? Do they deal effectively with discomfort or change? Do they deliver in first-time situations? And do they know their capabilities and gaps? As I mentioned at the beginning of this talk, we've seen growing momentum from CEOs and boards looking to bring in cybersecurity talent into their companies. While we're helping these organizations think through the skill sets, particularly in a shifting and high-demand landscape, we genuinely believe that learning agility will be the differentiator. It's not just a differentiator for today, but as we look to the future and developing the next generation of cybersecurity leaders. We need to embrace that it's going to take all of us in the ecosystem to do so, and that there's not going to be a single superhero who's going to solve these problems. Thank you for your time today and inviting us into this conversation.