What it Takes to be a Global Leader

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It's challenging enough for information security leaders to bridge the gaps and communicate effectively with the business side of the organization. How do those issues magnify when managing these challenges globally?

In an exclusive interview, D'Angelo discusses:

• Top global challenges for banking/security leaders;
• What it takes to be a global security leader;
• His objectives for his second term as ISACA president.

D'Angelo, CISA, CISM, is the newly-reelected international president of ISACA and the IT Governance Institute.

A security management professional with more than 25 years of experience in the financial services industry, D'Angelo is also the senior vice president overseeing the corporate data security department at the Bank of Tokyo Mitsubishi UFJ, with responsibility for information security, disaster recovery, audit liaison and IT compliance-related matters. He initiated his career in security and audit by joining Deloitte & Touche, where he worked on the development of their audit software, IT audit approach and spent 10 years in their management services division. He also worked at Chase, where he coordinated the global security and business continuity program, and at Marsh, where he established a security and business continuity program.

D'Angelo also serves on ISACA's Strategic Advisory Council, Compensation Committee and Governance Advisory Council. He has been a member of the ISACA Board of Directors for a number of years and is a past chair of the ISACA Security Management Committee, which developed the security program offerings for information security managers and professionals.

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TOM FIELD: What's it take today to be a global security leader? Hi, this is Tom Field, editorial director with Information Security Media Group and I'm talking today with Emil D'Angelo, the international president of ISACA. Emil, thanks so much for joining me today.

EMIL D'ANGELO: Tom, pleasure to be here.

FIELD: Now, I see you've just been reelected as president of ISACA and you've also got a role with the Bank of Tokyo Mitsubishi. Maybe you can give us a sense of what are all the multiple roles that you're playing these days?

D'ANGELO: Sure, well, as you mentioned I'm a senior vice president with the Bank of Tokyo Mitsubishi USJ. We're the largest bank in Japan, equivalent to Bank America or Citi Bank here in the US, and I'm responsible within the US environment or in the America's, as we call it, which is North and South America, for corporate data security.

With that I also have, besides information security, disaster recovery planning from the IT perspective, as well as for IT looking at our audit liaison which, as you might imagine for a global bank, we have to deal with a number of different regulatory folks and external auditors and internal auditors. So I'm, kind of, the gate keeper as people come in to focus on the technology world here at the bank along with compliance issues and so forth.

From a professional association perspective, I've been with ISACA for over 25 years and I have the pleasure of being the international president. You can run two consecutive terms, and they were kind enough to vote me back in for a second term, which just kicked off on June 6th. So we're happy to help provide the strategy for ISACA, and a lot of our focus both last year and this year is to really get back to basics and pragmatic information for our members as we're moving forward with our new strategy.

FIELD: Well, Emil, you're in a unique position both with ISACA and with the bank because you get to see the challenges for banking and security leaders globally. If you would name off the top two or three, what are the biggest issues that executives such as yourself face when you try to manage information security and risk over the globe?

D'ANGELO: Well, you're right, and one of the things that certainly I promised to bring to the association is somebody who is a practitioner, if you will, who's so to speak out there fighting the alligators and making sure that ISACA's focused on those kind of issues.

And to your question, the big issues are the things about the governance of IT, the governance of security and how you match up the goals that you're trying to accomplish to the business goals that whatever your organization is trying to accomplish and work through whatever that--in my case or in our constituents cases, you know, what is that risk and making sure you're communicating that to the business and the people that have to make those decisions.

FIELD: Emil, do you find these challenges are enhanced when you have to deal with multiple time zones, multiple nations?