By C200 member Georgia Rittenburg
Data breaches aren’t always technical failures. They often signal deeper issues inside an organization, and that internal communications and systems need improvement. The financial loss, the disruption to daily operations, and the damage to customer trust can be significant, but these incidents often expose gaps in leadership and decision-making, not shortcomings in IT.
In my experience, one of the most preventable risks an organization can face is also one of the most overlooked. Too often, executives assume that cybersecurity lives solely in the IT department. But today, business continuity hinges on leadership-level decisions.
If you lead a company, cybersecurity falls within your responsibility. You don’t need to be a technical expert, but you do need to own the outcomes. As CEO, you have full visibility, access to the necessary tools, and the internal clout to be your organization’s strongest advocate for secure systems. Leverage your role to move the organization onto stronger footing. Set the standard, ask the right questions, and support the systems that keep your team and your customers protected.
I didn’t fully realize how personal this topic was until a fellow business owner fell victim to a scam. Watching the aftermath unfold made me reevaluate the quiet risks we all live with, especially in communities where aging infrastructure or limited technical knowledge leaves people vulnerable. That experience now shapes how I lead. I want our company to be a values-driven organization that protects people as much as systems.
If you’re a CEO, the most important thing you can do is lead with that same mindset.
Leadership Means Asking the Right Questions
The scope of what a CEO must understand has shifted. Foundational infrastructure decisions, like when to replace aging devices, which tools employees use, or how security incidents are communicated, are now directly tied to business risk.
That means outdated systems and underpowered tools are no longer acceptable cost-saving measures. They are vulnerabilities that can impact everything from employee productivity to customer trust.
Being a cybersecurity-minded leader starts with three simple practices:
- Schedule quarterly security briefings with your IT or security team. Don’t wait for a crisis to start asking questions. Most CEOs don’t have time for another recurring meeting. But no CEO has time for the internal disruption and public scrutiny that follow a cybersecurity breach. These check-ins create space for proactive decision-making before problems escalate.
- Include security performance in board reports alongside financial metrics. Visibility creates accountability. Just like revenue, retention, and growth, security belongs in every board conversation.
- Be visible when rolling out new security initiatives. Let employees see that cybersecurity is a leadership priority. When people understand the reason for a new tool or policy and they see senior leaders using it, it builds trust and stronger adoption.
Cybersecurity isn’t something you can delegate without oversight. When CEOs lead visibly and ask the right questions, it signals to the entire organization that protection and trust are shared priorities.
The False Economy of Cutting Corners
It’s tempting to delay device refresh cycles or postpone upgrades, especially when budgets are tight. But every outdated laptop is a potential entry point for attackers. Devices that no longer receive security patches can’t defend themselves. And from a user perspective, sluggish or unreliable equipment slows down workflows and increases frustration.
There’s also a hidden reputational cost. If your team is still working on ten-year-old machines, what does that say to potential hires or partners? Your tech reflects your priorities. Here’s the analogy I often use: Skimping on employee devices is like putting a cheap lock on an expensive door. The money you save up front disappears the moment something goes wrong.
A smarter approach includes:
- Budgeting annually for device upgrades on a three- to five-year cycle
- Setting security baselines across every role
- Considering device-as-a-service models with bundled support and software
A proactive device refresh strategy can deliver immediate benefits. Organizations that prioritize keeping hardware updated often see a reduction in help desk tickets, faster onboarding, and a workforce that feels more confident and productive. The return on investment is tangible. And it costs far less than the financial and reputational fallout of a breach.
How to Decide When the Risks Aren’t Obvious
CEOs are often asked to approve security-related purchases without knowing all the technical details. You may not understand every acronym or protocol. That’s okay. What matters more is the quality of your questions and your ability to prioritize.
Some of the questions I ask regularly:
- Are we compliant with our company’s hardware refresh standards? Are our hardware refresh standards aligned with current industry standards? (If you don’t currently have hardware refresh standards, add this as a to-do.)
- What security incidents have we seen recently? Could they have been prevented?
- Are our current tools causing friction that leads people to create risky workarounds?
- What new threats should we be preparing for in the next year?
I also ask our security leaders a version of this: If you could only do three things this year to improve our protection, what would they be and why?
This kind of conversation gives you a focused path forward without requiring deep technical fluency. It also signals to your team that cybersecurity is a strategic priority, not just an operational one.
Inaction Sends a Message
Failing to invest in your company’s digital health doesn’t just put data at risk. It erodes trust.
Whether it’s talent wondering why systems feel five years behind, clients hesitating because of weak compliance practices, or employees losing faith after a phishing scam hits the company inbox, technology choices have consequences.
Up-to-date equipment and consistent security training do more than protect systems. They create clarity, build team confidence, and reinforce credibility with clients. When systems function reliably and teams know what to watch for, organizations are better equipped to respond, adapt, and lead.
Security is more than control; it is a reflection of care.
Culture Is a Line of Defense
Most breaches aren’t the result of complex hacks. They happen because someone clicked a fake link, answered a convincing email, or reused a weak password. That’s where culture comes in.
Scammers often impersonate CEOs, especially when leadership is seen as distant or unreachable. The more visible you are in the organization, the easier it is for employees to recognize when something feels off. When leaders take time to interact, explain security choices, and demonstrate commitment, employees respond with greater awareness and care.
We’ve made it a priority to incorporate security into onboarding. Not as a checklist, but as a story we’re all part of. We’ve normalized sharing near misses, talked openly about recent scams, and built habits around questions like “Does this email seem unusual?” or “Should I verify this request another way?” None of this requires sophisticated tools. It just takes communication.
Messages that work:
- “You’re our first line of defense.”
- “We upgraded these devices to keep your work safe and fast.”
- “Here’s what we learned from that attempted scam and how to stay alert.”
Security culture starts at the top. If the CEO is the first to adopt a new protocol, others will follow.
Why This Matters
Cybersecurity often gets treated as a background task. But when something goes wrong, it becomes the only thing that matters.
I’ve seen how devastating a simple breach can be. Not just in financial terms, but in the toll it takes on time, morale, and relationships. I’ve also seen how a few smart changes such as clear communication, predictable investments, and leadership visibility can dramatically reduce that risk. Think of it like insurance. You hope you never need it. But if you do, you’ll wish you had taken it more seriously.
As CEOs, our role isn’t to configure firewalls or manage encryption. It’s to build organizations that are thoughtful, resilient, and prepared. Cybersecurity is part of that responsibility. And leading it with intention is one of the smartest business decisions we can make.
C200 member Georgia Rittenberg is the CEO of ComputerCare, a provider of comprehensive IT Asset Management (ITAM) services and certified hardware repair for Apple, Dell, HP and Lenovo devices. She began her career at ComputerCare in a part-time customer support role, eventually moving into sales and continuing to learn about the business from her colleagues.
Under her leadership, first as President and now as CEO, ComputerCare’s employee base has grown by 120% globally. Georgia would have an open-door policy, but there’s no door at her workstation. When she’s not at her desk, you’ll likely find her in the shipping department breaking down boxes.
