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A full 30 percent of respondents reported that one of their top strategic objectives is to expand that budget even more. It turns out that increasing funding is not just a wish or a goal for the CSO, it's a strategic initiative. Only 8 percent of respondents said that their budgets would decrease. When asked to compare their 2003 security budgets with 2002, 45 percent of the survey's respondents indicated that their budgets would increase a little, with 17 percent claiming that the increase would be significant. In a worldwide study conducted by CIO (CSO's sister publication) and PricewaterhouseCoopers released in October of this year (see "The State of IT Security 2003," October), approximately 7,500 CEOs, CFOs, CIOs, CSOs, and vice presidents and directors of IT and information security were polled on their security spending habits. Research findings confirm those anecdotal reports.
Many say that their budgets have increased-even in some cases where funding for their business counterparts remained flat. The good news is that the CSO is no longer the corporation's poor relation. But for CSOs trying to eke every penny out of their security budgets, it's about both.įor many CSOs, their departments' cost-center status is not just an accounting designation, it's a state of mind. When they say that it is about the money, it's really about respect. The big difference? In NFL contract disputes, when players say it's not about the money, it's usually about the money. But it also takes into consideration some squishier facts about the security organization-its perceived value within the corporation and the respect accorded to the CSO and his abilities. Similarly, the security budget outlines the basics of how much staff the CSO can afford, the system upgrades that he can make and the new technologies that he can invest in. But there are other, softer factors reflected within all those zeros, like the player's marquee value, the number of kids who want to wear his jersey, and his leadership on and off the field. The salary paid to an NFL player is based largely on the stats of his gridiron performance-the number of sacks, rushing yards or touchdowns-and it will determine whether he can afford to buy The Hummer or will have to cheap out on a Land Rover Discovery. You'll find that both are based on tangible and intangible valuations.
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Compare, for instance, your security budget with the annual salaries of professional football players. If you’re looking for a reliable funding outlet to partner with “Come to The Well”.Except for the bone-crushing hits and the chop blocks, security isn't all that different from professional football. Matthew is a master at building relationships & his main focus is making sure those relationships maximize their opportunity, stay in place for a lifetime & are unbreakable. Matthew believes in helping those in need through an organization called World Vision, which is a platform where he is the sponsor of several kids across the globe, helping provide them with shelter, proper nutrition and education. Through his network, he has successfully been the center of over $700M in business funding issued to small business owners across all 50 States. Since 2009, Matthew has been in the commercial finance space, lending working capital to the small business community nationwide.
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Growing up in a single family home taught him how to work hard and to overcome obstacles. Growing up in the San Francisco Bay area where his mother raised four kids by herself. Founded by Matthew Washington, MoneyWellGRP is a premier direct lender in the working capital space.
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