Page 84 - Cyber Defense eMagazine July 2024

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Leading with transparency through crisis

A security incident is a harsh reality, and this one hit us hard. While the details were initially confusing, I
knew staying silent wasn't an option and recognized that we needed to be completely transparent with
our customers from the get-go. Sharing this experience on my LinkedIn account wasn't just about
Sisense—security threats are an industry-wide challenge. By being open, I hoped to learn from others
and offer solidarity to CEOs facing similar situations. In the face of crisis, transparency can foster trust
and pave the way for a more secure future for everyone.

Crisis reveals your team's untapped potential

A crisis can act as a crucible, forging unexpected strengths within your team. You discover colleagues
you can trust implicitly to deliver, even when the task is far removed from their usual duties. Some
individuals step up and become true leaders during stressful times, demonstrating that leadership is not
earned with a title but through action. Crisis can be a transformative learning experience, showcasing the
hidden depths of talent and dedication within your team. When facing such challenges, collaboration is
key. Working together, a team can unlock hidden reserves of creativity and problem-solving skills,
allowing them to overcome even the most daunting obstacles.

Human touch in crisis: prioritizing customer care

A security incident can feel impersonal, but I realized the impact on our customers was anything but. I
knew I had to put myself in their shoes, understand their worries, and address them directly. They were
accountable to their stakeholders, and I felt a deep responsibility to provide clear facts and a commitment
to a swift resolution. Recognizing that both us and our customers were affected, I promptly picked up the
phone and personally called dozens of our top customers.

These weren't scripted conversations: I wanted genuine human interaction. In addition to these calls, we
held daily video briefings. It took time, but I believe those efforts went a very long way in building trust.
Every communication that followed, from daily FAQs to ongoing support, was tailored to our customers’
needs. We listened closely to their concerns and actively addressed them. In a crisis, a human touch can
make all the difference: it shows we care about our customers as people, not just numbers. And being
customer-centric has always been, and always will be one of our core values as a company. Faced with
the dilemma of oversharing in response to customers' requests versus sticking to facts and risking
complaints about a lack of information, I chose to stick to facts for the benefit of the customers.

Learning from crisis: a CEO's responsibility

My leadership journey has taken me from corporate executive to CEO. At Microsoft, I was part of a team,
tackling problems collaboratively and having a manager to share responsibility with. Now, at Sisense, I
have the privilege of shaping the company's vision and turning ideas into action. But with that
responsibility comes accountability. There's no one to pass the buck to: the onus rests on my shoulders

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