Why the vCISO Model Is More Than a Stopgap for Organizations Looking for Security Leadership

The CISO Role Is Breaking - And the Industry Is Acknowledging It

For years, companies have been hiring CISOs without truly understanding what they’re hiring for. Some expect a hands-on security engineer with a flashy title. Others want a strategic boardroom-level risk advisor. Many expect both - and more.

“People go into the role thinking it’s one thing, realize it’s not, and really struggle,” David explains.

This mismatch creates a revolving door. When the internal CISO doesn’t have the support, authority, or clarity to drive change, burnout is inevitable.

According to David, the rise in attrition isn’t just a people problem - it’s a design flaw.

Executives must ask: Are we hiring a CISO to lead, or to execute? Are we clear on what success looks like - and do we give them the structure to succeed?

Without those answers, companies keep setting leaders up to fail.

The vCISO Isn’t a Contractor - They’re a Strategic Partner

One of the biggest misconceptions is that a vCISO is just a glorified consultant or a temporary placeholder.

“Sometimes customers think the vCISO is there to roll up their sleeves and do the work. But if they’re doing the work, they’re not leading,” David notes.

The true value of a vCISO lies in their ability to rapidly assess, prioritize, and architect a security program that aligns with the business - not just IT.

A good vCISO does not operate in a vacuum; they bring the experience of dozens of past environments, combined with a fresh, outsider perspective that internal leaders often lose.

Executives should view the vCISO as a force multiplier - one who can evaluate strategic gaps, align security with business imperatives, and advise leadership in real time without being mired in operational firefighting.

Burnout Is Not a Bug - It’s a Feature of a Broken System

Why are so many CISOs walking away from prestigious in-house roles?

It’s not just about stress. It’s about misalignment.

They take the role, and realize they don’t have the resources, influence, or clarity they expected. Senior management starts losing confidence, and the cycle repeats.

Many technical leaders are thrust into strategic roles without the training - or support - to succeed in them. Others face unrealistic expectations with no authority to deliver.

The result? A slow erosion of trust between the CISO and the business.

The vCISO model appeals to these leaders because it offers autonomy, flexibility, and - most importantly - clarity of purpose. They can focus on what they’re best at, across companies that truly value their expertise.

For executives, this signals a need to rethink how we design, define, and support security leadership roles.

Fractional Doesn’t Mean Superficial - It Means Focused

One of the most common traps companies fall into is assuming fractional means temporary or shallow.

“What we’re doing is getting the company to a higher level of maturity. That means identifying what’s working, what’s not, and building a prioritization list from there,” David says.

In many cases, the vCISO isn’t just an interim leader - they’re the first one to bring strategic clarity to a security program that’s been running on muscle memory and ad hoc decisions.

They help:

• Move the org from compliance theater to actual resilience

• Build response and containment playbooks that actually work

• Conduct skill assessments across teams to identify underutilized talent

• Shift mindsets from “keeping lights on” to strategic enablement

CISOs and vCISOs Can - and Should - Coexist

David challenges the binary thinking that companies must choose between a CISO or a vCISO.

“They’re two sides of the same coin,” he says. “There’s huge opportunity for tag-teaming - one can run ops, the other can drive strategy, influence, or change management.”

In high-growth or highly regulated environments, this partnership can be catalytic.

The CISO handles internal execution, while the vCISO can serve as a “quarterback,” translating board directives into action plans or helping build bridges between security and the rest of the business.

Executives should consider piloting this dual-leadership model - especially during inflection points like IPO readiness, rapid growth, or leadership transitions.

Leadership Isn’t Just Technical - It’s Human

Perhaps the most critical insight David shared was this:

“We forget the human side. We focus so much on the technical that we ignore development, growth, and team health.”

True vCISO success isn’t just about tooling or controls.

It’s about nurturing the team, calibrating skills, and building leaders. David emphasizes that measurement of success is relationship management, continuous calibration, and the will to invest in people.

“Have conversations. Ask what they’re excited to learn. Give them a plan. Without that, people disengage. And disengaged teams don’t defend anything well.”

The Call to Action: Re-Architect Security Leadership

Step back to re-evaluate:

What does your organization really need at this stage of maturity?

Are you giving security leaders the structure, trust, and clarity they need?

Is your leadership model flexible enough to adapt to risk and business needs?

The vCISO model isn’t a silver bullet - but when done right, it’s a strategic accelerator.

It fills gaps, builds bridges, and makes resilience a shared language between security and the business.

Until next time,

Dani