This understanding defines how I work.
I began my professional life in a special operations unit, where security was not a concept but a condition for survival.
Early exposure to real threats shaped my understanding of risk, uncertainty, and consequence—long before I entered corporate or project environments.
As my work moved from direct execution to leadership and advisory roles, I repeatedly observed the same pattern:
Security systems failed not because they were incomplete, but because they were designed for ideal conditions.
This led me to focus on security architecture, governance, and decision support, rather than isolated measures.
I do not treat security as a product, a checklist, or a certification exercise.
I view it as a dynamic system under stress, shaped by leadership behavior, information flow, and decision timing.
If a system cannot function when pressure increases, it is not secure.
