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Risk Leadership Redefined: Why Chief Risk Officers Must Think Beyond Compliance
Amy Chaney, a seasoned risk officer, pulls no punches on cybersecurity leadership, toxic personal agendas, and why the cybersecurity industry's greatest risks—and solutions—start with people, not technology.
Dani Woolf
28 Nov • Read Time: 7 minutes
The biggest threats in cybersecurity don’t come from outside attackers—they come from within.
From toxic personal agendas to a lack of cross-functional collaboration, the real risk lies in how people operate, not just the systems they use.
It’s a hard truth for many leaders, but one that can transform organizations if embraced.
In this episode of Audience 1st Podcast, I had a real, raw conversation with Amy Chaney about what’s truly broken in cybersecurity leadership—and how to fix it.
We dove into the pervasive issue of personal agendas, the saturation of cybersecurity communities that often fail to deliver, and what separates good vendors from bad ones.
Amy also shared her insights on what it really takes to thrive as a Chief Risk Officer, her approach to balancing technical and human risks, and why collaboration—not ego—is the key to solving the industry’s toughest challenges.
POLL: When it comes to building long-term relationships with cybersecurity buyers, which community-based approach do you find most effective? |
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Who is Amy Chaney?
With a career spanning JPMorgan Chase, Bank of America, and Citi, Amy has been the invisible shield protecting billions in assets.
But her true genius lies in her approach: blending cybersecurity with infrastructure modernization, she's creating a new language of risk management.
Amy's focus on human-centric risk strategies challenges the notion that technology alone can safeguard our financial future.
Her emphasis on cross-team collaboration in tackling threats like the log4j vulnerability raises a provocative question:
Could the next breakthrough in cybersecurity come not from a line of code, but from reimagining how humans and machines interact?
Amy Chaney's career is a testament to an uncomfortable truth in finance: in a world obsessed with profit, the most valuable asset might just be the person who knows how to protect it all from crumbling.
Pro Tip for Connecting with Amy
Personalize Your Approach: When reaching out, focus on Amy's specific areas of expertise, such as cybersecurity risk management or technology infrastructure modernization.
Offer Value: Instead of asking for career advice, consider how you can contribute to her field of work. For example, share insights on emerging cybersecurity trends or innovative risk management strategies.
Use LinkedIn Strategically: As a senior executive, Amy is active on professional networks and communities. Engage with her content and contribute thoughtful comments to build a rapport.
Be Persistent but Respectful: Executives like Amy have busy schedules. If you don't get a response immediately, follow up politely after a reasonable time.
Prepare Thoughtful Questions: If you secure a meeting, come prepared with 1-2 well-researched questions about her work in risk management or her experience with critical events.
Insights and Key Takeaways
Personal Agendas Poison Collaboration—and Security
Insight: Chaney’s biggest frustration in the cybersecurity space? Personal agendas. Leaders chasing self-serving goals rather than collective objectives create rifts in organizations and jeopardize security efforts.
She likens effective cybersecurity teams to SWAT units—collaborative, strategic, and unified by mission, not ego.
This level of coordination doesn't just happen; it’s a culture.
“The idea of being a star doesn’t fly. If I step out, anyone on my team should be able to step in and do most of the job.”
The takeaway: Stop rewarding individual heroics that undermine collaboration.
Build teams where knowledge-sharing is baked into the culture and everyone feels invested in solving problems, not vying for recognition.
Why Are There So Many Communities but So Little Knowledge Transfer?
Insight: The cybersecurity industry has exploded with communities, but many still fail to bridge critical knowledge gaps.
According to Amy, this saturation often stems from misaligned motives.
Some communities prioritize profit or personal clout over fostering genuine collaboration.
The most successful groups?
They’re cross-sector and solution-oriented, with a laser focus on actionable intelligence.
But many others lack structure, leading to fragmented or redundant efforts.
“You have to know what the community is for. If you need to go to a happy hour to figure that out, it’s probably not professional.”
Before joining or creating a cybersecurity community, define its purpose.
Ask:
What unique problems will we solve?
Who benefits—and how?
What makes this community indispensable compared to others?
Red Flags to Watch for in Security Vendors
Insight: Amy doesn’t mince words about bad vendor behavior. The worst? Those who exploit early meetings or proof-of-concepts by claiming partnerships that don’t exist.
“We’ve had vendors who used our name without permission to sell to others. That’s an immediate deal-breaker.”
On the flip side, standout vendors listen, adapt, and come back with solutions tailored to their client’s needs—even if they weren’t initially equipped to deliver.
For GTM teams selling cybersecurity solutions: Integrity and adaptability trump aggressive sales tactics. Build partnerships, not transactions.
Risk Management Isn’t Just a Job—It’s a Balancing Act
Insight: Amy’s description of her work in risk management is a masterclass in practical complexity. Her role revolves around identifying risks early—“pulling the weed while it’s small”—and aligning with leaders without overshadowing them.
Her biggest challenge?
Watching preventable failures unfold because advice was ignored.
“It’s seeing a slow-motion train wreck and not being able to stop it.”
For security professionals, this underscores the importance of communication.
Frame your advice in the context of leaders’ priorities and business outcomes.
Effective risk management happens when you’re seen as a partner, not just a gatekeeper.
Human Problems, Not Tech Problems, Are the Biggest Risks
Insight: A recurring theme throughout the conversation is that many organizational failures boil down to human issues.
Whether it’s a leader clinging to outdated processes or employees mismanaging sensitive data, tech solutions can only go so far without the right mindset and training.
“You need ethical, vocal people who will raise their hands and think critically.”
She advocates for live case studies and interactive sessions to teach employees how to identify and mitigate risks in real-world scenarios.
For GTM teams: Highlight the human value of your solutions, not just their technical specs. How do they simplify workflows? Enable better decision-making? Foster trust?
What Security Professionals Want from Communities
For those looking to break into cybersecurity—or build successful communities—Amy offers two invaluable traits:
Intellectual curiosity: A relentless desire to learn, adapt, and share knowledge.
Ethical integrity: The willingness to do what’s right, even when it’s inconvenient.
“The field isn’t too hard,” she encourages.
“There’s something for everyone. We need more energized, curious people to tackle these hard problems.”
TL;DR
Leadership is about humility, not ego. Invest in creating team cultures that reward collaboration, not personal gain.
Effective communities solve specific problems. Vet your groups or risk wasting time in echo chambers.
Vendors must prove their worth with integrity. Empty promises and shortcuts damage trust—and deals.
Risk management starts with early intervention. Address small problems before they snowball into disasters.
The human element trumps everything else. Technology evolves, but the core of cybersecurity is people—hire, train, and empower wisely.
Until next time,
Dani
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