We often focus on the things that define us externally—the roles we take, the goals we achieve, the success we claim. But what truly shapes us? What pushes us to take risks, to step up, to lead, to get to the heart of the issue?
In this series, we’re not just sharing careers and credentials; we’re uncovering the heart behind the journey. It’s about the moments that define our paths, the lessons learned when we failed or fought or grew, and the raw truths that guide us forward.
Each conversation takes you deeper into the stories behind the titles. From challenges faced in the trenches of change to breakthroughs that redefined direction, these are the people who have built something more than a career—they’ve built lives driven by purpose.
Laura: First of all, Sam, thanks for coming down. We’ve been eager to have this conversation because your approach to cybersecurity is refreshingly human. It’s not often we hear about security in terms of culture and trust rather than just risk and compliance. The Human Side is all about that—uncovering the people behind the strategy. So, let’s dive in. Tell me a bit about what you do at Virgin Money.
Sam: I’m a Cyber Strategy and Culture Consultant at Virgin Money. Bit of a mouthful, I know. Essentially, I look after what used to be called security training and awareness, but we’ve moved beyond that to focus on security culture and human risk management.
Laura: That’s interesting, why the shift?
Sam: Just telling people something for their awareness doesn’t always mean they’ll do it. So, we changed the approach to focus on how people interact with security processes, how they feel about them, and whether they actually understand why it matters.
Laura: That makes sense. People engage differently when they feel involved rather than just instructed. Have you seen a real shift from that approach?
Sam: Definitely. Engagement levels have improved, and interestingly, so has stakeholder buy-in. We wanted to land our messaging better internally, so we looked at how we were communicating it. Now, because we write in the Virgin Money tone of voice—more human, more engaging—we’re getting more attention. Suddenly, security is part of the brand, part of the company’s overall culture.
Laura: That’s brilliant. It stops security from feeling like an institution breathing down your neck and makes it feel accessible, even a bit playful.
Sam: Exactly. It also builds trust. If you want people to come to you with concerns, like reporting a phishing email, you can’t have them afraid of the security team. They need to know we’re here to help, not to catch them out.
Laura: Speaking of trust, cybersecurity often gets framed as this abstract, technical thing. But really, it’s about people. How do companies bridge that gap better?
Sam: By putting humans at the center of security strategy. People aren’t security experts, they’re just trying to do their jobs. So, security needs to be usable, functional, and secure. And that doesn’t mean making everything frictionless—I actually dislike that term.
Laura: Why’s that?
Sam: Because friction isn’t inherently bad. A bit of well-placed friction can be a good thing—it makes people stop and think. If a process has security steps, we need to ask: What’s the purpose of each step? Is it effective? Are we giving people time to reflect before taking action? Because sometimes, an employee being asked to do something might actually be under the influence of a threat actor without realising it. They might think they’re just following instructions from a senior executive when, in reality, they’re being manipulated.
Laura: So it’s not just about verifying who people are, but whether they’re acting of their own accord.
Sam: Exactly.
We also have to acknowledge that humans are wired for trust, so our approach needs to account for situations where people may be unknowingly influenced or pressured. But for companies to implement it effectively, they need to balance it with a culture of psychological safety. That means making security policies transparent, ensuring employees understand why controls exist, and encouraging open conversations about security concerns.
Laura: That’s a whole other layer. Where do you think trust has been lost when it comes to cybersecurity?
Sam: I don’t know if it’s been lost, but I think the debate is unbalanced. The industry focuses heavily on frameworks like Zero Trust where trust of the user isn’t inherent. These models are great for designing controls but can translate poorly into messaging for humans. Trust has other dimensions such as the trust we want to nurture with our colleagues so that they’re more likely to report issues, ask questions, and engage in proactive security behaviours.
Laura: That’s huge. Shaming people for security mistakes just makes them more secretive about them.
Sam: Exactly. When colleagues come up against a security control that stops them proceeding with a task, we want that interaction to feel human and productive. We’ve even reworked how we communicate things like blocked websites. Instead of a cold message saying, This site is blocked and logged, we now say, Hey, this site looks unsafe. We might have got it wrong—if you need access for work, let us know and we’ll sort it out.
Laura: That’s so much softer. Makes people feel like they’re not in trouble just for clicking a link.
Laura: Shifting gears a bit—what does good leadership look like in cybersecurity?
Sam: Communication, business acumen, and stakeholder management. Security is a business risk, just like credit risk in a bank. Senior leaders don’t necessarily get security in technical terms, so the job of a good leader is to translate that risk in a way that makes sense for decision-makers.
Laura: So, less about being the most technical person in the room and more about being the best translator of risk?
Sam: Exactly. There’s a big debate in security about whether leaders need a technical background. Personally, I don’t think so. Leaders need to understand strategy, risk, and communication. They need to be able to influence the right people to get the resources and investment needed for security.
Laura: What’s been the biggest mindset shift for you in your career?
Sam: Realising that career paths don’t have to be linear. I used to think you had to move up constantly, but actually, moving sideways can be just as valuable. My move into security wasn’t a promotion—it was a shift into a new domain where I could apply my skills in a fresh way. And it’s been far more fulfilling.
Laura: Love that. Careers don’t have to be straight lines. What keeps you motivated in this space?
Sam: Purpose. What keeps me motivated is knowing that security isn’t just about systems and policies, it’s about real people. It’s about making sure someone doesn’t lose their savings to fraud or have their data exploited. That’s what keeps me going. There are real threats out there. And if I can help people avoid falling victim to scams, data theft, or fraud, then I’m doing something worthwhile.
Laura: That’s a good reason to get out of bed in the morning. Last question—if you could go back and give younger Sam some advice, what would it be?
Sam: Don’t obsess over climbing the ladder. Figure out what actually makes you feel fulfilled and follow that. Career paths don’t have to be neat. It’s okay to go sideways, try something different, and figure it out as you go.
Laura: That’s gold. Sam, thank you. You’ve given us a masterclass in making security human, and it’s been a joy to hear your perspective.Sam: Thanks for having me!
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