From the Olympics to Cybersecurity Leadership – Jane Wainwright’s Journey

In the ever-evolving world of security, professionals who bridge the gap between physical and cyber realms are increasingly becoming the architects of safer, smarter systems. Jane Wainwright stands out as one such leader. With a career that spans high-profile events, enterprise security transformation, and advocacy for women in the field, her story provides valuable insight into the changing face of modern security. Her journey, from leading security at the 2012 London Olympics to shaping cybersecurity strategy at a global consultancy, offers lessons not just in technical leadership, but in vision, adaptability, and inclusion.

Building a Career at the Intersection of Disciplines

Jane Wainwright didn’t set out with a blueprint for success in both physical and cyber security. Like many in the field, her path evolved with the times. Starting in traditional corporate security, she quickly discovered that the most effective approaches often involved multiple disciplines. Her early roles involved managing physical threats and securing assets, but she began to see the increasing role of information systems in the protection landscape.

Her big break came when she was appointed Head of Corporate Security for the London 2012 Olympic Games. It was a career-defining role, one that brought unprecedented challenges and opportunities. Planning security for an event watched by billions, attended by world leaders, and targeted by cyber and physical threats alike required not just technical competence but a strong command of logistics, communication, and trust-building.

“The Olympics were an unparalleled opportunity,” Wainwright has said. “We had the chance to design security from the ground up. That kind of opportunity rarely comes along, especially in mature organizations that are already operating with legacy systems.”

The complexity of the Olympic Games allowed Wainwright and her team to explore the possibilities of convergence—uniting physical and cybersecurity under one cohesive operational strategy. Rather than treating physical and information security as separate silos, they created a collaborative environment where both teams worked side by side. This forward-thinking approach set the standard for what enterprise security could look like in the future.

The Power of Convergence in Modern Security

One of Wainwright’s key insights during her time with the Olympics was the importance of convergence. Traditionally, physical and cyber security were treated as distinct domains. Physical security involved cameras, guards, gates, and badges. Cybersecurity dealt with firewalls, encryption, and digital threats. But in the real world, these lines are blurred. A cyber attack can open the doors to a physical breach, and a physical compromise can enable a digital exploit.

“The convergence model allowed us to think holistically,” Wainwright explained. “Everything was connected—the networks, the venues, the people. We had to secure not just the infrastructure, but the information and the user behaviors surrounding it.”

With the Olympics, the convergence model was not just conceptual. It was operationalized. The security team developed protocols that integrated access control with digital credentialing, combined real-time surveillance with behavioral analytics, and synchronized physical threat assessments with cyber risk profiles. This ensured that decision-making was faster, more informed, and more adaptive to changing conditions.

For example, an attempted phishing attack targeting staff members during the Games could trigger increased physical surveillance in critical areas, and vice versa. It was a pioneering approach that showcased the benefits of having one overarching security command structure rather than disjointed teams.

Leadership Beyond the Games

Following the conclusion of the Olympic Games, Wainwright transitioned into a corporate role at a major entertainment company. While it provided stability and global reach, she soon felt that the work lacked the complexity and high stakes she had experienced during the Olympics. She missed the strategic challenge and the immediacy of managing high-risk environments.

That restlessness led her to join the cybersecurity practice at a top consulting firm, where she took on the role of senior manager. There, her focus shifted to threat and vulnerability management, governance, and advisory services for large organizations, including FTSE companies. It was a natural transition—combining her experience in operations with a deep understanding of emerging digital threats.

At the consultancy, Wainwright was able to influence security strategy at scale. Rather than protecting a single organization or event, she helped clients across industries assess their risks, align their strategies, and implement best practices. Her work emphasized risk-based thinking, using intelligence to prioritize resources and defend against the most relevant threats.

She also championed the need for proactive vulnerability management—encouraging companies not just to react to incidents, but to build resilient systems that anticipate and withstand attacks. This included everything from penetration testing and red teaming to establishing crisis response protocols and conducting employee awareness training.

Advocating for Women in Security

Alongside her professional achievements, Wainwright has been a leading advocate for increasing the representation of women in the security field. She co-founded the Women’s Security Society with the goal of creating a platform where women across all disciplines—physical, digital, strategic—could connect, collaborate, and support one another.

“The idea wasn’t just to bring women together socially. It was to build a professional forum where different perspectives could be shared, and where security professionals—regardless of background—could grow and learn from one another,” she said.

The Society aimed to break down barriers and create opportunities, especially for those early in their careers. Wainwright understood that visibility mattered. She often emphasized the value of mentorship, peer support, and representation at leadership levels. In her view, increasing diversity in security is not only a matter of fairness but also essential for innovation and effectiveness.

“Security is about understanding people—what motivates them, how they behave, what risks they might pose or face. That requires a wide range of perspectives. Soft skills like empathy, listening, and communication are often undervalued in technical fields, but they’re critical for success.”

Wainwright’s efforts have contributed to a broader shift in the industry, encouraging organizations to reevaluate their recruitment strategies and create more inclusive workplaces.

The Future of Security Leadership

Jane Wainwright’s journey reflects a broader transformation happening across the security industry. As the lines between physical and digital continue to blur, the need for leaders who understand both worlds becomes more pressing. Increasingly, organizations are looking for security professionals who can think strategically, act decisively, and unite diverse teams around a common mission.

Her emphasis on convergence, collaboration, and culture is particularly relevant today. In a world where threats are multidimensional—ranging from nation-state cyber attacks to insider threats and climate-related risks—security cannot afford to be fragmented.

According to Wainwright, the next generation of security leaders must be systems thinkers. They need to be comfortable with ambiguity, skilled at cross-functional collaboration, and deeply committed to continuous learning. She also believes that organizations with less mature security postures may actually have an advantage in this new environment.

“When you’re starting fresh, you don’t have to break down old silos—you can build integrated structures from the beginning,” she said. “That’s what made the Olympic project so successful. We weren’t fixing something broken. We were designing something new.”

Lessons for Aspiring Professionals

For those looking to follow a similar path, Wainwright offers some straightforward advice: be curious, be adaptable, and stay people-focused. Technical skills are important, but so are relationships, communication, and ethics. Understanding the human side of security—what drives behavior, how decisions are made, and why culture matters—is just as critical as knowing the tools and technologies.

She encourages early-career professionals to seek out mentors, take on challenging projects, and remain open to change. “You might start in one domain and end up in another. That’s okay. Security is about solving problems. And those problems are always evolving.”

She also underscores the importance of building a personal network—not just for career advancement, but for sharing ideas, learning from others, and staying grounded in real-world challenges. The Women’s Security Society has been a powerful example of how these networks can drive personal and collective growth.

Jane Wainwright’s career is a testament to what’s possible when vision, courage, and collaboration come together. Her leadership at the London 2012 Olympics demonstrated how convergence could be operationalized at the highest levels. Her work in consultancy has helped shape security strategies for some of the world’s largest organizations. And her advocacy for women has helped pave the way for a more inclusive and dynamic industry.

As security continues to evolve—facing new threats, technologies, and societal expectations—leaders like Wainwright offer a blueprint for navigating change. Her story is not just about personal success; it’s about transforming systems, empowering people, and redefining what it means to keep the world safe.

Evolving Security Postures and the Rise of the Converged Model

As the nature of threats continues to shift and evolve, so too must the way organizations think about and implement security. Jane Wainwright’s career has not only mirrored these changes but, in many cases, anticipated them. In the wake of her work at the London 2012 Olympics and her transition into cybersecurity consultancy, she has emerged as a vocal proponent of what is now a critical concept in the security industry: convergence.

This next chapter in Wainwright’s professional journey highlights how businesses can evolve from fragmented protection strategies to unified, intelligence-driven security programs. At the heart of her message is a challenge to outdated thinking and a call for integrated, forward-looking security leadership.

Bridging Physical and Cyber Worlds

Historically, security functions were built in silos. Physical security teams managed perimeter defenses, CCTV systems, and access control, while cybersecurity teams handled data breaches, endpoint protection, and compliance. In many organizations, these teams reported to different executives and rarely interacted.

Wainwright has long argued that this separation is not just inefficient—it’s dangerous.

“A breach today often spans both digital and physical domains,” she says. “An attacker might phish credentials to gain digital access and then use that information to bypass physical controls. Or vice versa—stealing an access badge from an unsecured office could lead to a data breach. When these teams don’t communicate, critical warning signs are missed.”

The answer, she believes, lies in convergence: creating a unified strategy and leadership structure that brings all security functions together under one roof. This doesn’t just streamline communication—it fosters more strategic thinking, better threat detection, and faster incident response.

Lessons from the Olympic Blueprint

The 2012 London Olympics offered a unique opportunity to test this approach in one of the most complex security environments imaginable. With over 200 nations represented, hundreds of thousands of daily visitors, and the eyes of the world watching, the stakes couldn’t have been higher.

Wainwright and her team built a converged model from the ground up, integrating intelligence, physical security, cyber threat monitoring, and crisis response into a single operational framework.

“We didn’t have legacy systems or rigid hierarchies to navigate,” she recalls. “We were able to align our objectives and build the culture from day one. That gave us the freedom to be innovative, and the result was a security program that worked in real time, across all vectors.”

This approach enabled the team to respond rapidly to evolving threats, combining physical presence with digital surveillance to stay ahead of potential disruptions. It also built a shared sense of purpose across different security functions—an important cultural achievement that Wainwright continues to champion in her consultancy work.

The CSO as a Strategic Leader

One of the key insights from Wainwright’s experience is the need for a strong, centralized security leader—often in the form of a Chief Security Officer (CSO). This role, she argues, must evolve from operational oversight to strategic leadership, guiding the organization’s risk posture in a world where digital and physical realities are deeply intertwined.

In many organizations today, however, the CSO role remains underdeveloped or fragmented. Security may still report to IT, facilities, legal, or HR, depending on the organization’s structure. This lack of cohesion can slow down responses, dilute accountability, and hinder long-term planning.

Wainwright believes this must change. “Security needs a seat at the executive table—not just to react to threats, but to shape the organization’s future. Risk is part of every business decision, and the CSO should be a key advisor in that process.”

She emphasizes that modern CSOs must be more than technical experts. They need to understand business operations, navigate regulatory landscapes, communicate with stakeholders, and inspire teams. In other words, they must be enterprise leaders.

The Role of Culture in Converged Security

Convergence isn’t just a structural change—it’s a cultural one. And for Wainwright, this may be the most challenging and rewarding part of the transformation.

“People resist change, especially in high-pressure environments like security,” she says. “You need to build trust, align incentives, and help teams see the value of working together.”

At the Olympics, shared goals and constant communication created a unified culture, despite the diversity of roles and backgrounds. In corporate environments, Wainwright encourages organizations to replicate that spirit by fostering cross-functional collaboration, creating joint training programs, and recognizing shared successes.

Security culture, she believes, must extend beyond the security team. Every employee, from the front desk to the boardroom, has a role to play in maintaining safety and resilience. This means regular awareness training, clear communication about expectations, and an open-door policy when it comes to reporting concerns.

“We often focus on tools and protocols, but people are the most important part of any security program. If your culture isn’t right, your tools won’t save you.”

Consulting for Resilience

In her role as a senior manager at a global consultancy, Wainwright works with organizations at varying stages of security maturity. Some are just beginning to formalize their programs, while others are undergoing major transformations. Regardless of size or industry, she sees a common thread: the need to move from reactive to proactive.

Many organizations still operate in “incident response mode,” dealing with problems only after they arise. Wainwright advocates for a shift toward resilience—building systems and cultures that can absorb shocks, recover quickly, and adapt over time.

Her work includes helping clients identify gaps in their security architecture, develop long-term roadmaps, and implement frameworks for continuous improvement. She also places a strong emphasis on threat intelligence and vulnerability management, helping companies stay ahead of emerging risks.

“Threats are becoming more sophisticated and more persistent,” she says. “You can’t just put up a firewall and hope for the best. You need to understand your vulnerabilities, anticipate how attackers think, and build layered defenses that are dynamic and intelligent.”

Nurturing Future Talent

Another critical focus for Wainwright is the development of future talent. The cybersecurity industry faces a well-documented skills gap, and while technical programs and certifications are expanding, many organizations still struggle to find qualified candidates.

Wainwright’s perspective is nuanced. “We don’t have a talent shortage—we have a visibility problem. There are plenty of capable people out there who don’t see themselves in this field, often because of how it’s portrayed or because the entry points are unclear.”

She has been vocal about the need to broaden the industry’s appeal and remove barriers to entry, particularly for women and other underrepresented groups. Her advocacy through the Women’s Security Society and other mentoring programs focuses on demystifying the field and highlighting diverse role models.

She also emphasizes that not all roles require deep technical expertise. Skills like communication, critical thinking, problem-solving, and collaboration are equally vital.

“Security is a team sport. It takes analysts, engineers, investigators, policy makers, and educators. If we only look for one type of person, we’re leaving talent on the table.”

Embedding Diversity and Inclusion into Strategy

Wainwright is quick to point out that diversity in security is not just a social good—it’s a strategic advantage. Teams that include people from different backgrounds and perspectives are more innovative, more agile, and better at identifying blind spots.

“Inclusivity makes your organization smarter,” she says. “It forces you to challenge assumptions and consider threats from multiple angles. That makes you more secure, not less.”

She encourages organizations to embed diversity and inclusion into their recruitment, retention, and leadership development efforts. That includes flexible career paths, inclusive policies, mentorship opportunities, and a culture that values authenticity.

Wainwright also highlights the importance of measuring progress. “You can’t manage what you don’t measure. Track your diversity metrics. Set goals. Make it part of your business strategy—not just your HR strategy.”

Strategic Adaptation in a Complex World

As Wainwright looks to the future, she sees an increasingly complex landscape, shaped by geopolitical instability, technological disruption, climate change, and societal shifts. These forces will test the limits of traditional security models and demand new ways of thinking.

Her vision is one of strategic adaptation—where security is not just about defense, but about enabling organizations to thrive amid uncertainty.

“Security should be seen as a business enabler,” she says. “It’s not about saying no. It’s about helping the organization take smart risks and respond quickly when things go wrong.”

She believes that converged security models, strong leadership, inclusive cultures, and resilient infrastructures will be the cornerstones of success in the next decade.

“There’s no such thing as perfect security. But there is such a thing as smart, integrated, and human-centered security. That’s where we need to go.”

Jane Wainwright’s continued influence on the security industry is built on a rare combination of operational experience, strategic insight, and personal conviction. She challenges conventional wisdom, pushes for integrated models, and believes deeply in the power of people—both as protectors and as leaders.

Building the Future of Security: Innovation, Inclusion, and Integrated Strategy

In a world where digital transformation accelerates daily, and new threats emerge at the intersection of technology, geopolitics, and human behavior, the role of security leaders is becoming increasingly strategic. Jane Wainwright’s career reflects the evolution of the entire industry—from siloed systems and reactive defense to convergence, resilience, and business-aligned security models.

Her journey continues to influence how organizations think about risk, leadership, and innovation. In this final installment, we explore how Wainwright’s ideas shape the future of security and what organizations can do to evolve alongside a rapidly changing threat landscape.

Security as a Business Enabler

One of Wainwright’s most compelling ideas is that security, when done well, is not a barrier to innovation but a driver of it. In the past, security teams were often seen as the department of “no”—blocking projects, delaying deployments, and prioritizing risk avoidance over growth. That mindset, she argues, is no longer sustainable.

“In today’s environment, businesses need to move fast. The role of security is to help them move safely, not stop them from moving at all,” she says.

This shift requires a redefinition of security’s value. Rather than being a back-office function focused on compliance, modern security teams must partner with product development, operations, and strategy to ensure that innovation is secure by design. That means embedding risk thinking into every stage of the business—from idea to implementation.

Wainwright encourages organizations to treat security as a core part of digital transformation, not an afterthought. Whether it’s adopting cloud platforms, integrating AI, or enabling remote workforces, security must be built in, not bolted on.

Embracing Emerging Technologies

Wainwright also believes that embracing new technologies is essential for staying ahead of sophisticated threats. However, she cautions against chasing trends for their own sake. Instead, she advocates for a measured, strategic approach to adopting innovations that align with organizational goals and risk tolerance.

“Technologies like artificial intelligence, machine learning, and behavioral analytics offer huge potential—but only if you understand what problem you’re trying to solve.”

For example, using AI to analyze user behavior can help detect insider threats more effectively than traditional rules-based systems. But without proper governance, bias mitigation, and ethical considerations, it could also create new risks or damage trust within the organization.

Wainwright emphasizes the need for strong frameworks that guide the adoption of emerging tech. This includes clear policies on data privacy, regular audits, multidisciplinary oversight, and continuous learning.

She also stresses the importance of using automation to reduce the burden on security teams. “We’re not going to solve the skills gap by overworking people. We need to automate what we can so our human talent can focus on what really matters—strategy, investigation, and decision-making.”

Investing in People and Skills

While technology plays a critical role in modern security, Wainwright repeatedly returns to a central theme: people are the foundation. Tools and platforms are only as effective as the individuals who design, implement, and operate them.

She advocates for sustained investment in talent—not just hiring, but developing, mentoring, and retaining skilled professionals. This means building clear career paths, offering continuous learning opportunities, and creating environments where diverse voices are valued.

“In security, technical skills matter. But so do leadership, empathy, and communication. We need to stop thinking of these as ‘soft’ skills and start recognizing them as critical competencies.”

Wainwright also calls for expanding recruitment pipelines beyond traditional channels. That includes partnering with educational institutions, supporting apprenticeships, and creating programs for mid-career transitions from other fields.

“There’s enormous untapped potential out there. We just need to be more creative and intentional about how we find and nurture it.”

Leading Through Complexity

One of the defining qualities of effective security leaders, in Wainwright’s view, is the ability to lead through complexity. Today’s threats are no longer isolated to single systems or departments. They span multiple domains—physical, cyber, human, and reputational.

That complexity demands a different kind of leadership: one that is systems-oriented, risk-aware, and able to connect dots across diverse functions.

“The best security leaders aren’t just technologists—they’re translators. They help business leaders understand risk, and they help technical teams understand business priorities.”

This means fostering a shared language around risk—one that resonates with boards, executives, and frontline teams alike. It also means being able to pivot quickly in response to new challenges, whether that’s a cyberattack, a global crisis, or a regulatory change.

For Wainwright, adaptability is key. “We can’t rely on static models anymore. We need dynamic strategies that evolve with the environment and are grounded in strong governance, good data, and empowered teams.”

Convergence in Action: A Modern Security Framework

Drawing on her experience across sectors, Wainwright outlines what a modern, converged security framework should include:

1. Unified Leadership – A single point of accountability for all security domains, ideally reporting to the executive level.
   
   
2. Integrated Risk Management – Shared metrics, risk registers, and reporting across cyber, physical, and operational risk functions.
   
   
3. Collaborative Culture – Regular cross-functional training, shared exercises, and open channels of communication.
   
   
4. Technology Alignment – Platforms and tools that support interoperability, automation, and threat intelligence sharing.
   
   
5. Resilience Planning – Not just incident response, but business continuity, crisis communication, and recovery strategies.

This framework enables organizations to detect threats earlier, respond faster, and align their security strategy with broader business objectives.

Measuring Success Beyond Compliance

A common pitfall in security programs is measuring success through compliance checklists. Wainwright acknowledges that regulatory compliance is necessary, but warns that it should never be the end goal.

“Compliance is the floor, not the ceiling. It tells you what you must do—not what you should do.”

She encourages organizations to develop performance metrics that reflect real-world security effectiveness. That might include mean time to detect (MTTD), mean time to respond (MTTR), employee engagement in awareness programs, or the maturity of threat intelligence capabilities.

She also highlights the importance of storytelling—using real scenarios and outcomes to illustrate risk, drive investment, and build executive buy-in.

“Metrics are essential, but stories move people. If you can show how your program prevented a breach or helped recover from an incident, that’s powerful.”

The Global View: Security in a Borderless World

As globalization accelerates and digital ecosystems grow more interconnected, security risks are no longer confined to national borders or organizational walls. Wainwright believes this demands a more collaborative, globally-minded approach.

That includes participating in industry partnerships, sharing intelligence across sectors, and aligning with international standards and frameworks.

“No one organization can go it alone anymore. The threats we face are too big, too fast, and too coordinated. Collaboration isn’t a luxury—it’s a necessity.”

She encourages organizations to engage with peer networks, industry groups, and government initiatives—not only to improve their own defenses but to contribute to the broader security ecosystem.

Vision for the Next Decade

When asked what the next ten years might bring for the security profession, Wainwright offers a clear and compelling vision:

• Security leaders will be central to business strategy, advising CEOs and boards on how to navigate uncertainty.
  
  
• The distinction between physical and cyber security will continue to dissolve, making convergence the norm.
  
  
• Security culture will be embedded at every level, from onboarding to executive decision-making.
  
  
• Diversity and inclusion will drive innovation, making security teams more adaptive and creative.
  
  
• New technologies will reshape how we protect and defend, but human judgment and ethical frameworks will remain essential.

She believes the organizations that thrive in this new environment will be those that treat security as a shared responsibility—woven into the fabric of operations, not just layered on top.

Final Reflections: 

Throughout her career, Jane Wainwright has shown that security leadership is about more than policies and procedures. It’s about vision, adaptability, and people. Whether managing the Olympic Games, advising global businesses, or mentoring the next generation, she brings a perspective rooted in both experience and empathy.

Her message is clear: the future of security is integrated, inclusive, and innovation-driven. And it requires leaders who are not only technically skilled but purpose-driven and deeply collaborative.

Security, in her view, is not just about stopping bad things from happening. It’s about enabling organizations, communities, and individuals to thrive in a world that is increasingly complex—and deeply connected.

As she continues to influence the field, her legacy is already being felt in the growing movement toward convergence, the rise of more inclusive security cultures, and the strategic elevation of security in the boardroom. Her journey is far from over, but it’s already helping shape a safer, smarter, and more resilient world.