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One free scan finds every outdated or missing driver and matches the right update for your exact hardware.Free scan · exact hardware matchStartup founders do not need to know every answer themselves. They do need a clear direction for the business, the judgment to recognize expertise, and a reliable way to bring that expertise into decisions. Jennifer Leggio’s September 25, 2024, SecurityWeek article makes that case through a first-person account of an executive meeting: when she did not know an answer, she said so, named a teammate who did, and promised to return with a plan.
What clear vision and trusted experts mean for a founder
A founder’s job is not to be the company’s sole source of knowledge. As Leggio’s account illustrates, a leader can acknowledge a gap, identify the colleague best placed to address it, and take responsibility for getting a useful answer back to the group. She recalls saying: “I don’t know,” she repeated. “But so-and-so on my team does. I’ll talk to them and get back to this group with a plan.” This is Leggio’s first-person account in SecurityWeek, not an independently verified study.
Delegation works best when the company has a consistent vision. The vision gives specialists a shared direction: they can apply their expertise to the business’s goals rather than pull decisions in unrelated directions. The article presents this combination—clarity from the founder and trust in capable teammates—as a leadership approach, not a proven formula that guarantees startup success.
How do I know when to trust an expert on my startup team?
Trust is not the same as handing over a decision without context or follow-up. A founder can rely on a specialist’s knowledge while still setting the business objective, asking how a recommendation supports it, and agreeing on who will act and when. Leggio’s example makes the useful distinction: she did not pretend to know the answer, but she remained accountable for returning with a plan.
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- Match the question to the expertise. Identify who has relevant experience instead of assuming the most senior person—or the founder—must answer every question.
- Give the expert a clear outcome. Explain the decision the company needs to make and the constraints that matter, such as time, budget, or obligations to customers.
- Ask for the reasoning and next step. A recommendation should be understandable enough to inform a decision, even when the founder is not the technical specialist.
- Close the loop. Make clear who will return with an answer or plan and when the group can expect it.
These practices make expertise usable without confusing delegation with abdication. They are especially relevant when a decision has consequences for business continuity, customer information, or finances.
Why cybersecurity calls for ongoing attention
Cybersecurity is not a one-time project that ends when a tool is installed or a vendor is hired. NIST describes it as an ongoing process and recommends foundational measures including multifactor authentication (MFA), strong passwords, protected backups that are maintained and tested, software updates and patches, and employee training. Its Cybersecurity Basics guidance offers general recommendations, not endorsements of particular products.
For a founder, the leadership lesson is practical: make security a continuing business responsibility, assign work to people with the right skills, and check that essential protections are being maintained. A clear vision helps experts understand what the business needs to protect and why; experts help turn that priority into appropriate actions.
What should a small business look for when outsourcing cybersecurity?
Small businesses can draw on outside expertise, including managed service providers and fractional chief information security officers (CISOs). Outsourcing can add specialized capacity, but it does not transfer the business’s responsibility for protecting its own information and its customers’ information. NIST’s guide, Building Your Small Business’s Cybersecurity Team: From In-House to Outsourcing, recommends starting with the outcomes the business needs, assessing providers, and documenting duties and expectations.
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1. Define the outcomes and obligations
Before contacting providers, write down what the business needs the security function to accomplish. Include high-value information and assets, important dependencies, and any legal, regulatory, or contractual obligations that apply. This gives vendors a concrete brief and helps the founder compare proposals on more than a broad promise to “handle security.”
2. Compare expertise, fit, scope, and cost
Ask about each provider’s experience with businesses of similar size and in the relevant industry. Evaluate whether the proposed service can meet applicable obligations and whether its scope addresses the outcomes you identified. NIST advises seeking multiple quotes and considering fit alongside cost; a lower price alone does not show that the work or service level is sufficient.
| What to compare | Questions for the founder |
|---|---|
| Outcomes and expertise | What does the business need the provider to accomplish, and does the proposed team have the relevant skills? |
| Experience and fit | Has the provider worked with companies of similar size and in this industry? |
| Obligations | Can the provider’s proposed work support the business’s applicable legal, regulatory, and contractual requirements? |
| Cost and scope | What work and service level are included in each quote, and are the offers comparable? |
| Responsibilities | Does the agreement make clear which tasks belong to the provider and which remain with the business? |
3. Put expectations in writing
Document the service level, responsibilities, and expectations in the contract. Be specific about what the provider will do and how that work relates to the business’s ongoing protection. The business remains accountable for safeguarding its and its customers’ information, so an agreement should support oversight rather than leave ownership of the risk unclear.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.Use a framework to structure the security conversation
The FTC’s Cybersecurity for Small Business page summarizes the voluntary NIST Cybersecurity Framework 2.0 as six functions: Govern, Identify, Protect, Detect, Respond, and Recover. A founder can use these categories to ask an expert what outcomes are covered and where responsibilities sit. They provide a structure for discussion, not a guarantee that a business is secure.
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- Govern: How will security priorities and responsibilities be directed?
- Identify: What assets, information, and dependencies need attention?
- Protect: What safeguards are planned for those priorities?
- Detect: How will potential security problems be noticed?
- Respond: Who will do what if an incident occurs?
- Recover: How will the business restore operations and information after disruption?
These questions help a founder connect specialist recommendations to business needs and make gaps easier to discuss. The framework is voluntary; it is a way to organize risk conversations, not a substitute for determining which laws, regulations, or contractual duties apply to a particular company.
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