I’ve met countless professionals who believe that earning certifications like CISSP, CISM, Security+, etc. is the key to advancing their careers. And while certifications are valuable—they demonstrate expertise, commitment, and a solid understanding of best practices—there’s one critical skill they don’t teach: how to communicate security and technology risks in a way that leadership understands.

I have several myself: CISSP, PMP, ITIL, MCSE and more — each one has helped me gain deeper technical knowledge and industry credibility. But none of them, on their own, prepared me for the real challenge of leadership: translating complex security concepts into business priorities.

A few weeks ago, I spoke with a colleague who had just completed a major certification. He was feeling confident about his technical knowledge, but then he walked into a leadership meeting and was asked to explain why his team’s proposed security initiative mattered to the business. He knew the technical details inside and out, but when it came to making the case to executives—framing security as a business priority rather than a technical challenge—he struggled.

That moment made it clear: Certifications don’t prepare you for the real challenges of leadership.

The Gap Between Certifications and Real-World Leadership

Certifications focus on frameworks, methodologies, and compliance—which are important. But in the real world, professionals must be able to:

• Translate security risks into business impact.
• Justify IT investments in terms of ROI.
• Persuade leadership to prioritize security initiatives.

I’ve seen too many skilled IT professionals hit a ceiling in their careers—not because they lack knowledge, but because they struggle to communicate complex ideas in a way that decision-makers care about.

For example, if you’re discussing Zero Trust security with your executive team, you need to go beyond saying,

“Zero Trust limits network access to reduce attack surfaces.”

Instead, translate that into business terms:

“Zero Trust ensures that only the right people have access to critical systems, reducing the likelihood of a data breach that could cost us millions in fines and lost customer trust.“

This shift in communication changes the conversation—and ultimately determines whether your initiatives get the support they need.

Three Skills Every Cybersecurity and IT Leader Needs

If you want to stand out and drive real change, focus on developing these three essential leadership skills:

1. Storytelling & Business Impact

Leaders don’t respond to jargon and technical specs—they respond to narratives that connect security to real business challenges.

• Instead of saying: “We need to implement multi-factor authentication (MFA) to strengthen security.”
• Say: “Over 80% of breaches come from weak passwords. MFA would immediately reduce our risk of unauthorized access, protecting both our data and our reputation.”

The difference? One statement sounds like an IT upgrade. The other sounds like a business necessity.

2. Risk-Based Decision Making

Security isn’t about eliminating all risks—it’s about prioritizing the most critical ones without disrupting operations.

• Understand risk appetite — how much risk your company is willing to tolerate.
• Learn how to quantify risk in dollars — leaders want to know what a security failure could cost the business.
• Frame recommendations in terms of business value, not just security best practices.

Example: Instead of saying, “This patch reduces vulnerabilities,” explain, “This patch could prevent an outage that would cost us $50K in lost revenue per hour.”

3. Stakeholder Influence & Negotiation

Your ability to secure buy-in for security initiatives determines whether they actually get implemented.

• Speak the language of finance, operations, and executive leadership—not just IT.
• Identify the real drivers behind security decisions (often compliance, customer trust, or financial impact).
• Build relationships before you need them—so when a crisis arises, decision-makers already trust your expertise.

If you can’t convince the CFO or CEO why security investments matter, even the best technology solutions will go underfunded or deprioritized.

How to Develop These Skills (Beyond Certifications)

So, how do you bridge the gap between technical expertise and executive influence?

1. Start practicing now. Present security insights to non-technical colleagues and get feedback on clarity.
2. Study leadership communication. Take courses on storytelling, negotiation, and business strategy.
3. Follow cybersecurity leaders who articulate security in business terms—watch how they frame discussions.
4. Get involved in executive-level conversations. Don’t just sit in IT meetings—engage with finance, operations, and leadership.

The professionals who stand out are the ones who combine technical depth with the ability to communicate its value to the business.

Certifications prove what you know—but your ability to connect security to business priorities is what sets you apart.

If you’re serious about advancing in cybersecurity or IT leadership, ask yourself:
Are you just learning technical frameworks, or are you preparing to lead?

Tech skills get you in the door. Communication skills put you at the table.

Are you ready for that next-level conversation?

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As we approach 2025, I’m excited to share some big goals I’ve set for myself and my business. Every November, I reflect on ways to grow, both personally and professionally, and this past November was no different.

Here’s a glimpse into what I’m focusing on in 2025:

Writing and Publishing My First Book

This year, my personal goal is to write and publish my first book. Publishing a book has been a long-time aspiration of mine and is an opportunity to channel creativity, share insights, and accomplish something deeply meaningful on a personal level. As part of this, I’m applying my “5 to 10% personal development rule,” dedicating no more than 5-10% of my time and income to this project.

Here’s where I stand:

• Exploring Content Options:
  • I’ve already drafted two books:
    • A passion project about technology careers.
    • A business-focused book targeting my ideal audience, which I’ve revised twice but may still refine further.
  • Alternatively, I may start fresh and write a completely new book that better meets the needs of my audience.
• Publishing Insights:
  • I recently read The Nonfiction Book Publishing Plan by Karl Palachuk and Stephanie Chandler, which provided valuable insights into the self-publishing process. It also helped confirm my assumption that self-publishing my first book would likely require more time than my 5-10% rule allows.
  • To balance my time commitments, I’m leaning toward working with a hybrid publishing company for this first book. This approach will provide the structure I need while ensuring I can meet my personal and professional priorities.
  • Self-publishing is still on the table for future books once I’ve mastered the process and can dedicate more time.

Aligning Personal and Business Goals:

This year, I’ve decided to align my personal goals with my business objectives to create a stronger, more cohesive path forward. A significant shift I’ve embraced is becoming more publicly active—a step I haven’t taken in several years. By aligning my personal and professional growth, I’m taking a strategic approach to strengthen my business and personal brand:

• Q1: Redefining my personal brand marketing strategy.
• Q2: Increasing my public presence by participating in events and networking.
• Q3: Developing a robust process to better engage my target audience.

I’ve also partnered with a marketing firm to fine-tune specific aspects of my business marketing. Their expertise will complement my efforts to enhance my overall strategy.

Looking Ahead

2025 is shaping up to be a transformative year. Publishing my first book—whether it’s a revised version of my current drafts or an entirely new project—will be a deeply personal milestone. By focusing on aligning my personal goals with my business strategy, I’m creating a foundation for growth and success in all areas of my life.

I’m excited about what’s ahead and grateful to have your support along the way. If you have advice, insights, or encouragement, I’d love to hear from you.

Let’s make this year one of meaningful achievements together!

Wylie Blanchard

Here are a few of my activities from 2024:

• What is Artificial General Intelligence (AGI) and Why Does It Matter?
• From NPD to the Cloud: Why Businesses Must Prioritize Cybersecurity Now
• Embracing AI in SMBs: Driving Competitiveness and Efficiency Through Technology
• Essential Disaster Preparedness Strategies: Safeguarding Your Business
• Innovating on a Budget: Strategies for Today’s Tech Leaders
• Embracing AI in SMBs: Driving Competitiveness and Efficiency Through Technology

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Imagine an AI system that could not only assist with routine tasks but also make strategic decisions, transforming industries overnight. This is the promise of Artificial General Intelligence (AGI), a technology poised to reshape the business landscape. Unlike today’s AI systems, which excel at specific tasks like language translation or image recognition, AGI aspires to perform any intellectual task a human can do. Think of AGI as a machine with the ability to reason, learn, and adapt across a wide range of problems, rather than being confined to a single skill set.

AGI is often seen as the “holy grail” of artificial intelligence—a system capable of understanding, reasoning, and decision-making with the flexibility of a human mind. While the journey toward AGI began with basic machine learning and narrow AI applications, researchers now envision a future where machines can learn new tasks without explicit programming, solve complex problems autonomously, and collaborate seamlessly with humans.

How is AGI Different from Current AI?

Today’s AI systems, often called “narrow AI,” are highly effective but limited. For instance, a chatbot like ChatGPT can answer questions and generate text, but it cannot diagnose diseases or manage complex project planning. AGI, on the other hand, would integrate a broad spectrum of cognitive abilities into one system, enabling it to tackle entirely different tasks with little or no retraining. This versatility is what makes AGI a revolutionary concept.

Consider an example: Narrow AI might power an e-commerce recommendation engine that suggests products to customers. AGI, by contrast, could analyze trends, predict inventory needs, and create personalized marketing campaigns—all while adapting to real-time shifts in consumer behavior. Similarly, in the healthcare sector, AGI could provide predictive diagnostics, tailoring treatment plans for patients based on genetic data, medical history, and environmental factors.

Creating AGI, however, is a monumental challenge, requiring breakthroughs in data processing, cognitive modeling, and ethical safeguards. Predictions about AGI’s arrival vary widely. Some, like OpenAI’s CEO Sam Altman, believe AGI could emerge as early as 2025, though skeptics cite the immense technical and ethical hurdles involved.

Why Should Evolving Businesses Care?

AGI has the potential to revolutionize how businesses operate, making it a game-changer for companies looking to scale or remain competitive.

For example:

• In healthcare, AGI could enable smaller practices to deliver personalized treatments by seamlessly integrating patient data, genetic insights, and the latest medical advancements. This could help level the playing field with larger institutions, allowing even rural clinics to offer world-class diagnostic services.
• In education, AGI could personalize learning plans for students by analyzing individual performance data and adapting teaching methods to their needs. This would empower small educational institutions to deliver high-quality, customized learning experiences that rival those of elite schools.
• In professional services, AGI could automate repetitive tasks such as document review or client onboarding, freeing up resources for strategic decision-making and personalized client interactions. Small accounting or consulting firms, for instance, could use AGI to analyze financial records, generate insights, and forecast trends with greater precision.
• In non-profit organizations, AGI could dramatically enhance impact by optimizing resource allocation, streamlining volunteer coordination, and automating routine tasks like donor outreach and grant management. For example, AGI could analyze community needs, predict trends, and recommend the most effective strategies for deploying aid. This level of operational efficiency and data-driven insight would enable non-profits to amplify their reach and focus more on their mission rather than administrative burdens.

For growing businesses and organizations of all sizes, AGI represents an opportunity to achieve more with fewer resources, improving efficiency and competitiveness in a rapidly changing marketplace. As noted in McKinsey’s Technology Trends Outlook 2024, advancements in AI are increasingly driving innovation and enabling companies to break barriers, leading to new efficiencies and expanded capabilities in enterprise applications. Understanding its potential now can help businesses prepare to harness its benefits as the technology matures.

A Practical Roadmap for SMBs: Preparing for AGI

Preparing for AGI doesn’t require jumping in headfirst. Instead, businesses can begin by adopting narrow AI tools, building a foundation for more advanced AI systems in the future. Here’s a step-by-step roadmap for growing companies to get started:

1. Identify Key Pain Points

Start by identifying specific challenges within your business. Are you struggling with repetitive administrative tasks, inefficient workflows, or slow decision-making processes? Narrow AI tools, such as automation platforms or analytics dashboards, can address these issues.

2. Adopt Narrow AI Solutions

Implement AI tools tailored to your business needs. For example:

• IT Support: Use AI-driven systems to monitor and resolve technical issues proactively.
• Customer Engagement: Deploy chatbots to handle routine inquiries, freeing up human staff for complex tasks.
• Data Management: Leverage analytics tools to uncover insights from customer or operational data.

An outsource IT partner can guide businesses through the implementation of these tools, ensuring seamless integration with existing systems.

3. Upskill Your Workforce

Ensure your team is prepared to work alongside AI systems by providing training and resources. An experienced technology partner can offer staffing solutions and training programs tailored to growing companies, helping teams stay ahead in an AI-driven world.

4. Optimize IT Infrastructure

Invest in scalable, cloud-based IT solutions to support future AI capabilities. A technology provider with expertise in platforms like Microsoft Power Platform can help businesses set up systems that grow alongside their needs.

5. Build a Long-Term AI Strategy

Collaborate with a technology consultant to develop a roadmap for integrating more advanced AI technologies. This includes identifying opportunities for AGI applications as they become viable.

Preparing for the AGI Era

While AGI may be years—or decades—away, evolving businesses can prepare by embracing today’s AI tools. Start experimenting with AI-powered solutions in your operations, stay informed about advancements, and consider how AGI might integrate with your existing systems in the future. By understanding its potential now, you’ll be better equipped to navigate the changes it will bring.

For companies just starting their AI journey, adopting narrow AI solutions can offer immediate benefits while laying the groundwork for future AGI integration. Automating repetitive tasks, leveraging data analytics, and upskilling teams to work alongside intelligent systems are excellent first steps.

AGI holds incredible promise, but it also raises important questions about ethics, security, and the role of humans in a world increasingly shaped by intelligent machines. It’s an exciting time to be in business as we stand on the edge of a potential revolution.

This content was originally posted on Medium.

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GIAC Security Leadership (GSLC) was issued by Global Information Assurance Certification (GIAC) to Wylie Blanchard on February 14, 2024.

The GIAC Security Leadership (GSLC) certification validates a practitioner’s understanding of governance and technical controls focused on protecting, detecting, and responding to security issues. GSLC certification holders have demonstrated knowledge of data, network, host, application, and user controls along with key management topics that address the overall security lifecycle.

Learn more.

Skills:

Access Control, Change Management, Cyber Defense, Incident Handling, Information Security, IT Business Management, Leadership, Network Security, Project Management, Risk Management, Security Operations, Security Policy, Software Security, and Vulnerability Management.

Earning Criteria:

• Accept GIAC’s Code of Ethics.
• Acquire skills via industry experience or from a training course.
• Achieve a passing score on the GSLC exam.

Analyst Number:
13012

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ITIL® LEADER Digital and IT Strategy (DITS) was issued by AXELOS to Wylie Blanchard on January 28, 2024.

ITIL 4® Leader Digital and IT Strategy (DITS) demonstrates the individual has the practical understanding and application of crafting a digital vision and strategy, shaping and integrating IT and business strategies aligned with the wider organizational goals to enable success of the business. They develop cross-functional digital strategy, elevate discussions to strategic levels, drive operational excellence, analyze and respond effectively to VUCA factors.

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Skills:

Adaptability, Agile Ways Of Working, Business Case Development, Business Change Management, Business Plan Development, Collaboration And Teamwork, Communication, Creation and Implementation of Target Operating Models, Creativity, Customer Service Management, Data Management, DevOps Methodology Knowledge, Digital Design (including UX and UI), Digital Technology Architecture, Driving Company Culture Change, Education and Training Provision, Emerging Technology Monitoring, Emotional and Social Intelligence, Enterprise Architecture, Financial Management, Information Analysis, Information Security Management, Information Security Strategy Development, Information Systems Governance, Innovation, Knowledge Management, Leadership Development, Negotiation, Planning And Organisation, Problem Solving, Product Development, Product Management, Project – Programme and Portfolio Management, Risk Management, Robotics and Automation Engineering, Service Delivery and Management, Software Development And Management, Stakeholder Management, Strategic Planning, Supplier Management, Sustainable Management, Systems Development and Management, Systems Engineering, UX Design, Experience and Support.

Earning Criteria:

• Obtained the ITIL 4 Foundation certification designation prior to studying for ITIL LEADER Digital and IT Strategy.
• Meet the managerial experience requirement.
• Complete required training.
• Complete and receive a passing score on four case study assignments.
• Passed the ITIL 4 ® LEADER Digital and IT Strategy (DITS) exam.

Evidence:

Certification Number
GR679004963WB

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ITIL® Foundation Certificate in IT Service Management (ITIL 4 Edition) was issued by AXELOS to Wylie Blanchard on December 25, 2022.

ITIL® 4 Foundation demonstrates this individual understands the key concepts of IT and digital service delivery including the key concepts, guiding principles and practices of ITIL® 4 for service management. They have a fundamental understanding of the modern organization’s end-to-end operating model for the creation, delivery and continual improvement of technology-enabled products and services. They have an awareness of how cultural or behavioral principles benefit the wider organization.

Learn more.

Skills:

Adaptability, Availability Management, Business Change Management, Business Relationship Management, Capacity Management, Communication Incident Management, Information Security Management, IT Systems Governance, Problem Management, Release And Deployment, Risk Management, Service Delivery Management, Service Desk, Stakeholder Management, UX Design, Experience and Support.

Earning Criteria:

The individual has passed the ITIL 4 ® Foundation exam.

Evidence:

Certification Number
GR671468197WB

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Project Management Professional (PMP)® was issued by Project Management Institute to Wylie Blanchard on November 24, 2022.

Earners of the globally-recognized Project Management Professional (PMP) have demonstrated their extensive knowledge and mastery of project management concepts, tasks, and techniques that are applicable across virtually any industry and methodology. Earners are able to speak and understand the global language of project management. Individuals that earn this certification have demonstrated the knowledge and skills needed to initiate, plan, execute, monitor and control, and close a project.

Learn more.

Skills:

Benefit Analysis, Communications Management, Human Resource Management, PMP, Project Assessment, Project Management, Project Management Professional, Project Plan, Quality Assurance, Quality Management
Risk Management, Scope Management.

Earning Criteria:

• Must have at least 3-5 years of experience leading and directing cross-functional project teams and responsibility for project delivery.
• Earner must have a minimum of 35 hours of formal project management education
  Successfully complete the 200 multiple-choice questions, 4-hour PMP® certification exam.
• Earn 60 professional development units (PDUs) every three years to maintain the PMP certification. Education PDUs earned focus on the areas of the PMI Talent Triangle – technical project management, leadership, and business and strategic management.

Standards:

PMBOK® Guide
The PMP certification aligns to A Guide to the Project Management Body of Knowledge (PMBOK Guide), which is the preeminent global standard for project management and provides the fundamental practices of the profession.

ISO 17024
The PMP certification maintains ISO 17024 accreditation, which outlines industry standards and best practices for certification bodies.

ISO 9001
PMI’s certification program maintains ISO 9001 accreditation, which focuses on quality management and ensuring that products and services consistently meet customers’ requirements and that quality is consistently improved.

Evidence:

Certification Number
3377366

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Here’s the full interview:

Get the full interview + bonus Q&A with the audience by visiting GreatTechPros.com.

Here are some short video clips of topics discussed:

• How Business Intelligence & Data Science Differ
• 2 ways to get into Business Intelligence and Data Science
• The Programming and Querying Languages of Data Analytics
• 2 Important Resources for a Data Consultant
• What events and conferences do you use to build your network?
• Resources to get started in Data Science

Useful Links:

• The best way to connect with Chris Hyde is on Twitter. He can also be found on Linkedin.
• Chris Recommends the following books:
• Learning R by Richard Cotton.
• R for Data Science: Import, Tidy, Transform, Visualize, and Model Data by Hadley Wickham and Garrett Grolemund.
• Think Stats: Exploratory Data Analysis by Allen Downey.

Watch or Listen to Great Tech Pros anytime, anywhere.

• Watch on YouTube,
• Tune in on Facebook Watch,
• Listen on Google Podcasts,
• Be all ears on Spotify,
• Eavesdrop on Apple Podcasts,
• and more.

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I just returned from a 9 day immersion trip in Brazil learning about their economy and business practices with a group of MBA graduate students from the University of Illinois at Urbana-Champaign.

First, let me say that I’ve always wanted to visit Brazil. Prior to this trip, I had an interest in the economics of South America, along with Africa and the Central American region of North America, thus I was very happy to participate in the Brazil immersion in order to gain a better understanding of at least one of the countries in South America. This immersion trip gave me a higher understanding of Brazil’s unique economy, complicated tax system and the country’s need for tax reform.

Here’s a list of businesses that we visited. 

• Prof. Roberto Nagai (FEA/USP) for a guest lecture on “Doing Business in Brazil” (São Paulo, Brazil).
• Geru (São Paulo, Brazil).
• XP investments (São Paulo, Brazil).
• Leroy Merlin (São Paulo, Brazil).
• Ibmec (Rio de Janeiro, Brazil).
• SICOOB (Rio de Janeiro, Brazil).

Prior to the trip, I began researching Brazil’s economy and culture, which included buying two books:

• The Politics of Blackness: Racial Identity and Political Behavior in Contemporary Brazil​ by Gladys L. Mitchell-Walthour; and​​
• Africans in Brazil a Pan African Perspective: A Pan-African Perspective​ by Abdias Do Nascimento.

I’ve not yet finished reading the first book but plan to have completely read both books by the end of 2019.

The businesses that we met with were all excellent choices. My expectations of the business leader meetings/discussions were mostly met. The discussions with economics professor Roberto Nagai and the faculty at Ibmec delved into the challenges facing the country’s economy with both discussions reaffirming that taxation is a major problem in Brazil. These conversations forced me to consider whether taxation was partly the reason for the declining revenue that one of my USA clients, an American Fortune 500 business, recently experienced in Brazil that eventually led to the closure of its Brazil division.

At Leroy Merlin, we met with Michelle Dapper, Director of Organizational Transformation and Continuous Improvement, who I found excellent to learn from and engage with. She gave us a greater understanding of how and engages leaders at Leroy Merlin to create change. Personally I felt that this company visit was more unique than the others because, prior to the visit, I’d never pondered on the operations of a hardware/furniture business.

SICOOB was another great visit. I enjoyed speaking with the Company Director, Eduardo Diniz, and his team. The visit helped me visualize the challenges that member-owned companies can face in Brazil.

Overall, the trip presented a great learning experience for my peers and I.

As a tourist, I visited Trianon Park (Parque Trianon), Museum of Art of São Paulo Assis Chateaubriand, Casa das Rosas – Espaço Haroldo de Campos de Poesia e Literatura, Sugarloaf Mountain (Pão de Açucar), Christ the Redeemer (Cristo Redentor), Paragliding from Rampa de Voo Livre da Pedra Bonita to São Conrado Beach (Praia de São Conrado), Maracanã Stadium to watch Clube de Regatas do Flamengo gain a win over Avaí Futebol Clube (SC), Copacabana Beach (Praia de Copacabana) and more. The highlight of the trip was meeting Aílton Macarrão, owner of the Rocinha Orginal Tour, who gave me a private tour of Rocinha, the largest favela in Brazil.

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Responsible for the strategy, roadmap, resource oversight and overall success of the Voice Assistant Delivery solution and interaction model. Designed for Finance, Mortgage, Insurance, Utilities & Healthcare markets.

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