Progress to reduce this division is when CISOS and CFOs are ready to complete the halfway, align technical preferences with financial realities. Argyle felt that to pursue the conversation, he had to change his attitude: he stopped defending the technique and began to show the effect. Instead of getting stuck in technical jargon, he defined cyber security in terms of financial risk, operational disruption and bottom-row results. He also gave the CFO a hand scene about the risk.
“We went through a real -world ransomware landscape, tied to the system downtime for lost revenue, compliance fines, and iconic results. But instead of vague hazards, we used the real financial model,” they say. “The CFO looked at it as a safety issue and more like insurance for the continuity of business – and it was unlocked. We never had the same friction again after that.”
During these conversations, Argyle never promises ROI in traditional sense, it is careful that traditional returns on investment are not promised. Instead of selling cyber security as a way to earn money, he frames it as an essential shield against potential financial, legal and reputed damage. “Cyber is not a bright new tool,” they say. “This is a seatbelt.”
