Today’s businesses are rapidly evolving, and this means CIOs can be at the center of embracing new technologies, dealing with security threats, and adapting to various social responsibility guidelines. Yet no matter the industry or company size, all enterprises must adhere to specific regulations. Successful regulatory compliance requires adhering to a set of guidelines that must be followed. Failure to do so can lead to heavy files and/or sanctions.
Keeping pace with compliance mandates imposed by national, regional, and local regulatory agencies, as well as specific industry organizations, is emerging as a major CIO challenge. The sheer number of compliance bodies and regulations, and their rapidly changing nature, makes it very easy for a once well-structured compliance program to become a mess. The result can be punishing fines and penalties and a CIO sitting in the hotseat.
Getting Started
Maintaining constant attention and oversight are the best ways to keep compliance mandates from spiraling out of control, says Trevor Young, chief product officer at cybersecurity firm Security Compass. “When a compliance issue suddenly appears, take a step back and do a full-scale review,” he advises in an online interview.
Young stresses the importance of bringing the right people to the table — legal, security, IT, operations — in order to obtain a clear picture of which regulations apply to your organization and where you’re falling short. “Once you know what you’re dealing with, create a plan that prioritizes the biggest risks first,” he recommends. Don’t try to fix everything at once. “Tackle what could hurt the business most — quickly and clearly.”
Young notes messy compliance can be costly in several ways. Regulators don’t wait forever, and costs can mount quickly. “If it drags on, you’re opening the door to fines, lawsuits, bad press, and even worse — security breaches,” he warns. Additionally, once customer trust is lost, it’s very hard to win it back. “The longer the mess goes unresolved, the bigger the risk.”
While CIOs are often active stakeholders in many compliance initiatives, they’re not solely responsible, observes Chris Reffkin, chief security and risk officer at cybersecurity company Fortra. “CIOs should be engaged with peer leaders to understand how they will work together to address whatever compliance issues may be specific to their particular organization,” he says in an email interview.
Reffkin believes that it’s important to maintain a positive attitude. “Compliance is compliance, and you simply need to navigate it,” he says. Reffkin recommends leading through problem solving. “When discussing decisions, responses, and general coordination among the cross-functional team, ensure that all internal stakeholders have representation.”
Mess Prevention
Make compliance part of the company’s everyday rhythm, Young advises. “Use tools to automate checks, bake them into development and deployment pipelines, and keep the training fresh,” he says. “Most important, shift the mindset — this isn’t just about avoiding penalties; it’s about building trust and resilience.”
Compliance shouldn’t be viewed as a burden, Young says. “Done right, it can actually create a competitive advantage,” he explains. He believes that companies that handle compliance well tend to have stronger systems, gain more trust from customers, and encounter fewer surprises down the road. “It’s not just about checking boxes — it’s about raising the bar,” he concludes.
Caught by Surprise
Rick Kenney, CIO at systems integrator Myriad360, recalls the time when he was promoted from IT lead to CIO. “Almost overnight, I found myself fielding client security questionnaires, hunting down attestation documents that didn’t yet exist, and working with legal to negotiate terms in client MSAs (master service agreements),” he says in an online interview. “It was a crash course in a side of IT I hadn’t seen before and, as I quickly learned, much of it was shaped by national and state regulations.”
Suddenly finding himself responsible for governance, risk, and compliance duties, Kenney knew he had a lot to learn. “Thankfully, I had the support of great mentors and leaders at Myriad360, who created a culture where I felt safe asking for help.”
Seeking external support, Myriad360 retained an external consultant to serve Kenney as a compliance mentor. “Having access to an outside expert has been indispensable,” Kenney says. He notes that the mentor gave him the freedom to ask questions, understand his company’s regulatory obligations, and create a plan — all without feeling that one wrong move could cost him his job.
Regulatory compliance didn’t feel overwhelming once I had the right framework, Kenney says. “It felt like work I already knew how to do,” he explains. “The trick was shifting the mindset from ‘this is a minefield’ to ‘this is another initiative that needs to be executed well.'”