As part of our Interconnection Between People, Process and Technology book produced in partnership with Tanium, we spoke to Stuart Seymour, Group CISO and CSO, Group Security, Virgin Media O2.
Stuart says that he’d always aspired to become a Chief Information Security Officer, and now that he has achieved his ambition, his greatest aim is to develop his people so that they can be their best selves. He believes that people can get a bad rap in the cybersecurity world and that the perception that “people are the weakest link” is widespread. However, Stuart strongly disputes this opinion and instead views people as a crucial part of development. Indeed, he says, “Machines and AI cannot analyse nuance the way humans can.”.
For Stuart, the greatest challenge in his role is not just managing people but ensuring that they are supported, valued and empowered to make a difference. It is here that Stuart finds the greatest reward and satisfaction from his role and feels he can leave a lasting legacy.
“My proudest accomplishments are not the awards I’ve won, but the people I’ve mentored who have gone on to achieve great things—whether it’s stepping into my former roles or advancing their careers in unexpected ways.”
AI and automation play an important role in ensuring that Virgin Media O2 is secure and resilient, removing mundane, energy-draining tasks such as moving spreadsheets or handling repetitive security tasks. By automating these processes, Stuart’s analysts are freed up to focus on more engaging activities like threat hunting, malware analysis and professional development.
So what type of skills does Stuart look for in his people to thrive in this environment? First and foremost, he prioritises curiosity.
“I hire people who take apart toasters just to understand how they work. Curiosity drives innovation in cybersecurity.”
Collaboration skills are also important to Stuart so he seeks out people who put the team first and thrive in a cooperative environment. A willingness to learn and to continuously improve and innovate is also invaluable. In addition he believes that people who resist change often take comfort from established legacy processes that can hold back modern practices and slow innovation. Stuart stresses the importance of challenging the ‘we’ve always done it this way’ mentality, if an organisation is to be able to move forward.
Armed with an unlimited budget, Stuart would choose to invest in people over process and technology every time. Stuart would also prioritise training after hiring, and only then focus on processes and technology.
“Smart, well-trained individuals will write processes, analyse lessons learned, procure the right technology, run the technology, and improve and tune the technology. The great mistake in our industry is thinking that a tool will be the silver bullet. It’s not. It’s the combination of all three.”
Stuart believes that leaders should look beyond their traditional organisational boundaries to achieve their goals.
“Collaboration amplifies our collective strength. Sharing intelligence, incident responses and lessons learned enable everyone to be more prepared. Some industries are more open than others, but in cybersecurity, transparency benefits everyone. The old saying applies: “If you want to go fast, go alone. If you want to go far, go together.”