Governing Body Spotlight

Scott Barnes has 20 years of experience in cybersecurity and 30 years overall in IT. He has built and led enterprise security programs across global Fortune 500 manufacturers. He has previously held leadership roles at Cummins and Tenneco, bringing together resilience, strategy, and innovation. 

Scott also holds the CISSP certification and has over 26 years of direct experience in global manufacturing. A few fun facts about Scott, he is a first-time author of Cyber Ronin: The Phantom Firewall – a cybersecurity-meets-storytelling book that merges real world resilience lessons with an engaging format. Outside the office, you will likely find him with his family, smoking BBQ, or out on his Harley.

Learn more about the Chicago CISO community here.
 

Give us a brief overview of the path that led to your current role.

Early in my career, I was handed responsibility for Sarbanes-Oxley (SOX) compliance in IT – a task many around me assumed would be a “part-time effort.” Instead, it proved to be a complex, high-stakes challenge that opened my eyes to the importance of controls, accountability, and risk management. That experience pivoted me into an Audit role, where I gained a broader view of governance and assurance.

It was in Audit that I first had the opportunity to dig into information security, and that became the true turning point in my career. From there, I built on those foundations to lead global cybersecurity programs, eventually stepping into my current role as cybersecurity leader at Fortune Brands Innovations. Looking back, it’s a reminder that sometimes a single assignment can quietly reshape your entire storyline.
 

What is one of your guiding leadership principles?

I’ve always resonated with Covey’s servant leadership model – the belief that leadership is about enabling and elevating others, not about authority for its own sake. My success has always been measured by the strength of my team.

As my career has matured, I’ve come to recognize the central role of emotional intelligence in shaping the kind of leader I want to be. Technical expertise and strategy are essential, but the ability to listen, empathize, and create space for others to thrive has become just as important. Today, I strive to balance the clarity and values of servant leadership with the adaptability and awareness emotional intelligence brings.
 

What is the greatest challenge CISOs face today, and how are you addressing it?

The greatest challenge of my role today is the intensity of change. The pace of new threats, technologies, and business demands creates a constant battle over where to place my time – and my team’s time – while still “keeping the lights on.” There’s no such thing as absolute security, so prioritization and stress management have become core parts of the job.

To address this, I’ve leaned into clarity and transparency, making a greater effort to communicate risks in business-friendly language. That alignment allows us to make smarter choices together, even when resources are stretched.

This role is not easy – the increased demands have taken a toll on many of my peers in the field.  But the shining light is that I’m not alone. Through our networks we partner, learn, share, and grow together; and that collective strength helps us all carry the weight.
 

What is the key to success for someone just starting out as a CISO?

The key to success is realizing early that you can’t do it all yourself. Build trust in your team, surround yourself with people who are smarter than you in their domains, and focus on creating clarity for them. At the same time, learn to speak the language of the business – translating complex risks into decisions executives can act on. Finally, stay grounded: this role will test you, but resilience, humility, and a strong network of peers will carry you forward.
 

How do you measure success as a leader?

I measure success less by personal achievements and more by the growth, resilience, and impact of my team. If my team feels empowered, trusted, and clear on their purpose – and if they can thrive even when I’m not in the room – then I’ve done my job.  

I also look at how effectively we’ve been able to translate security into business value: are we enabling the company to move faster and with more confidence, even in a world of constant change? Leadership success, to me, is found at the intersection of team strength, business alignment, and lasting trust.
 

What is the value of being a member of Gartner C-level Communities?

The value of being part of the Gartner CISO Community is that it’s by CISOs for CISOs – a space where we can set aside titles and competition to openly share what’s really working, what isn’t, and where we’re struggling. This role can be isolating, but in this community, we collectively learn, challenge each other, and get stronger together. The insights aren’t theoretical – they come from peers walking the same path, facing the same pressures, and building resilience in real time. That sense of shared experience and trust is invaluable.
 

Gartner C-level Communities Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.