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As cyber risk reaches into fraud, resilience, third-party relationships and AI governance, a CISO can coordinate the response—but cannot personally own every discipline. In an interview published October 6, 2026, U.S. Bank EVP and CISO Ann Barron-DiCamillo describes the role as a convener who builds partnerships across technology, business operations, risk, legal, compliance and business teams.
Why the CISO’s remit keeps expanding
Barron-DiCamillo’s answer to whether consolidating responsibilities makes security leaders more effective or creates a job no one person can hold is “both.” Cyber risks cross organizational boundaries: a third-party outage can become a resilience problem, AI adoption raises governance questions, and fraud techniques evolve alongside other threats.
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That breadth makes coordination valuable, but it does not mean one security executive should become the expert or accountable owner for every related function. As Barron-DiCamillo puts it, “The most effective CISOs are not trying to become experts in everything.” Her model is a CISO who convenes the right partners and helps connect their work.
What shared ownership looks like
Security teams bring expertise, visibility and guidance. Lasting risk reduction, however, depends on technology, business, risk and security teams working together. Barron-DiCamillo developed this point while teaching cybersecurity risk management and governance at American University, where she encountered students who viewed cybersecurity primarily as a technology problem or assumed security teams alone managed cyber risk.
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For organizations, the practical implication is to make responsibility cross-functional: security can identify exposure and advise on safeguards, while the teams that run systems, services and business processes participate in decisions and remediation. This is Barron-DiCamillo’s account of effective practice, not a universal job description for every CISO.
How to balance incident reporting with response
Barron-DiCamillo understands why regulators and industry partners want early notice of incidents: timely awareness can help reveal broader campaigns and assist other affected organizations. But the first account of an incident may be incomplete. Responders still need to contain the event, investigate what happened and establish facts; communications to regulators should be factual as understanding develops.
This is a timing tension, not an argument against reporting. Early awareness can be useful, while premature certainty can misstate what is known. Organizations need processes that support prompt communication without diverting responders from containment and investigation.
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Counting controls does not show whether an organization has reduced its exposure or improved its ability to withstand and recover from disruption. Barron-DiCamillo says investment should be evaluated by those outcomes—risk reduction and delivered resilience—rather than by the number of controls deployed.
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She identifies several capability areas that can help reduce exposure before every issue requires manual intervention:
- Automation: reduce reliance on people to perform repeatable security work.
- Asset visibility: improve understanding of what needs protection.
- Identity management: strengthen how access is managed.
- Vulnerability management: identify and address weaknesses.
- Secure-by-design engineering: incorporate security into the way systems are built.
These are capability categories she discussed in the interview, not a comparative technology evaluation or a ranking of tools. Their value depends on whether they address an organization’s actual exposure and strengthen its resilience.
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Banks can benefit from sharing threat intelligence, technical indicators and mitigations through groups such as FS-ISAC and FSSCC, as well as through public-private partnerships. Shared information can help institutions establish a common operating picture sooner instead of independently recreating the same analysis.
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Sharing does not replace each institution’s own assessment. Banks have different technology stacks, dependencies and risk tolerances, so each must understand its exposure and recovery needs. In Barron-DiCamillo’s framing, sector coordination can reduce duplicated effort while leaving local risk decisions with the institutions that know their environments.
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The operating principle: coordinate, don’t centralize every risk
The CISO role may span more connected concerns, but that does not make one person the owner of all cyber risk. Barron-DiCamillo’s approach is to convene partners, guide decisions and help teams reduce risk together. As she says, “What I emphasized is cybersecurity is a shared responsibility.”
Read the Help Net Security interview with Ann Barron-DiCamillo, published October 6, 2026.
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