Key points:
- David “Spud” Webb, An Agency Cyber Officer at CISA, focuses on innovation, risk-reward balance, and staying ahead of threats to secure critical infrastructure.
- From managing defense programs in the U.S. Air Force to leading a $110M cybersecurity initiative, David has developed expertise in secure systems and mentoring future professionals.
- David believes organizations should prioritize endpoint protection, share threat intelligence, and actively manage vulnerabilities in 2025 while being transparent about system breaches.
Cyber threats are growing faster than our solutions, and the situation is serious. By 2025, cybercrime is expected to cost the world $10.5 trillion each year. This urgent problem forces organizations to protect their data, systems, and reputations. Yet, in this challenging environment, some see a chance to lead, innovate, and improve how we protect our critical infrastructures.
“In the midst of chaos, there is also opportunity,” says David Webb, quoting Sun Tzu. It’s a line that perfectly sums up his journey. David is an Agency Cyber Officer at the Cybersecurity and Infrastructure Security Agency (CISA) and a seasoned cybersecurity expert with a military background. He has spent decades turning challenges into stepping stones.
His career spans everything from managing massive defense programs in the US Air Force to leading critical cybersecurity initiatives at CISA. Whether it’s creating secure systems or mentoring the next generation of cyber professionals, David believes in staying ahead of the game.
In this story, we explore how David’s early fascination with computers, his time in the military, and his passion for endurance sports shape his approach to cybersecurity leadership. From the story behind his nickname “Spud” to his insights on the biggest threats in 2025, his journey is both inspiring and deeply relevant to the future of cybersecurity.
Please note: “Opinions expressed in this interview are my own and not the views of my employer,” David Webb.
You’re known by the nickname “Spud.” What’s the story behind that?
David: Well, it’s a bit of a basketball reference. For those who know NBA basketball, the nickname comes from Spud Webb, the professional basketball player who famously won the Slam Dunk Contest in 1986.
Back in the early 1990s, when I played on an Air Force basketball team, the name stuck. I was heavily into basketball then, playing for three different Air Force base teams. One of the highlights of that time was being part of a team that won an Air Force Base Championship. It’s a nickname tied to my passion for basketball and those competitive years on the court.
Could you briefly share your educational background and career journey? What sparked your interest in cybersecurity?
David: My introduction to computers came in high school, where I was one of a few selected for a computer programming and exposure program. Although I didn’t excel at it, the experience piqued my interest. After high school, I attended junior college to become a math teacher. I took some computer programming and database courses there, but I didn’t perform well. Life then took a turn, and I decided to join the United States Air Force.
While on active duty, I was encouraged to pursue further education. I started with a Community College of the Air Force degree and later earned my bachelor’s degree from Strayer University in 1999, despite moving three times and attending four different colleges. Along the way, I’ve been fortunate to encounter unique opportunities that propelled my growth.
Throughout my career, I’ve always been open to new opportunities, even when I wasn’t entirely sure what I was stepping into. I’ve worked in roles ranging from basic administrative tasks to a short stint with the special operations community, helping build a military communications training pipeline for a foreign nation, and managing a $110 million software development program for a defensive cyber operations platform.
Can you share your current role at the Cybersecurity and Infrastructure Security Agency (CISA) and the focus of your work?
David: At CISA, I collaborate with federal agencies to support their cybersecurity efforts under the Federal Civilian Executive Branch Operational Alignment Plan. This plan is a cornerstone of CISA’s mission to establish a baseline of cybersecurity initiatives, all aimed at securing our nation’s critical infrastructure. It’s a dynamic role where I provide guidance, assistance, and expertise to ensure federal agencies are aligned with these critical security goals.
Cybersecurity often involves balancing risk and innovation. How do you approach this delicate balance?
David: Risk and innovation are closely tied—there’s always a risk versus reward aspect to consider. As a community, I believe we must adopt a lifecycle management perspective when it comes to secure software and hardware. The process begins with building secure code and hardware from the outset, ensuring that these systems are secure at the time of delivery.
It doesn’t stop there, though. Maintaining the cybersecurity of these systems requires a collaborative effort between vendors and users. Together, we must work to ensure these systems remain secure throughout their lifecycle, up until they are phased out. This comprehensive approach is crucial for staying ahead in the ever-evolving cybersecurity landscape.
From your perspective, what are the most pressing cybersecurity threats organizations face today, and how can they address them effectively?
David: Based on my experience, three key cybersecurity threats stand out, and addressing them can significantly improve an organization’s security posture.
The first is asset management. Surprisingly, many organizations don’t have a clear picture of their enterprise assets. Poor acquisition and sustainment practices, along with shadow IT, leave cybersecurity professionals unable to protect what they aren’t aware exists. Understanding your enterprise is fundamental to securing it.
The second is incident detection and response. Many organizations have a security operations center (SOC), but that’s not enough. They need formal, well-documented policies and procedures to handle incidents effectively. It’s crucial to go beyond just having these plans on paper—they must be tested in real-time, with lessons learned from exercises. Importantly, incident response shouldn’t be left solely to the SOC; the C-Suite must also engage in these activities to ensure a comprehensive approach.
Lastly, resources play a critical role. A Chief Information Security Officer (CISO) must communicate cyber risks in operational terms that resonate with the C-Suite. Cybersecurity isn’t just about protecting systems; it’s about safeguarding customer data and an organization’s reputation and mitigating potential adversarial actions. The CISO’s ability to tie cybersecurity to business value is crucial for securing the necessary resources.
There’s ongoing debate about the role of formal education versus certifications for leadership in IT and cybersecurity. What’s your take on this?
David: Both formal education and certifications have their place, but the requirements should align with the role’s responsibilities. Formal education offers a broad knowledge base and critical thinking skills, while certifications provide targeted expertise and practical insights.
For leadership roles in IT and cybersecurity, a combination of both can be beneficial. Leaders must not only understand technical aspects but also the strategic and operational implications of cybersecurity. Ultimately, what matters most is the ability to translate technical knowledge into actionable strategies that align with the organization’s goals.
Your career journey has been diverse and impactful. What challenges did you face along the way, and how did you overcome them?
David: As a former defensive cyber operator, one of the biggest challenges was understanding an adversary’s attack methods and strategies. I’ve often heard it said, “Cyber defenders must get it right every time, while an attacker only needs to get it right once.” That dynamic alone makes the work both complex and high stakes.
Another challenge lies in system and software acquisition strategies. With Moore’s Law no longer holding true, the rapid pace of technological change creates a 24/7/365 threat landscape that every enterprise must navigate. These challenges exist across all verticals, making adaptability and vigilance critical for success.
What cybersecurity trends do you believe organizations should prioritize in 2025?
David: Endpoint protection, disaster recovery and response, and active vulnerability management programs are key areas organizations must focus on. Effective vulnerability management relies on shared threat intelligence across agencies, ecosystems, and enterprises. This collaboration can help prevent widespread issues and foster stronger defenses.
Transparency when system compromises occur is also crucial. When organizations share details of breaches, it enables others with similar systems to protect themselves more quickly and effectively. I hope to see more openness in this regard, as it could significantly improve our collective cybersecurity posture.
THE THREAT IS REAL
Our adversaries and other threat actors don’t care; their attack vectors are schools, water purification systems, emergency response systems, or electrical grids. THE THREAT IS REAL—we must do better…we must be better! #thethreatisreal
You’ve made significant strides in cybersecurity. What’s next for you, and what excites you about the future?
David: I’m particularly passionate about mentoring the next generation of professionals and fostering a talent pool that’s ready to meet the challenges of an evolving digital landscape.
Currently, I’m pursuing a Doctorate in Cyber Leadership, which ties into my goal of addressing the cybersecurity skills gap and reducing the number of vacancies in this field. I’m a strong proponent of validating experience through certifications and targeted training rather than requiring formal four-year degrees for cyber and IT professionals.
Balancing a demanding career with personal interests can be challenging. How do you maintain a healthy life-work balance?
David: I prefer to call it “Life-work balance”—with Life intentionally capitalized. My family is my anchor, and I love spending time with my wife, four children, and six grandchildren.
Beyond family, I’m an Ironman triathlete and have completed 11 marathons. Endurance events fuel my passion, teaching me discipline and perseverance. I’ve also taken up dual-purpose adventure motorcycling. There’s something magical about being in the middle of nowhere, surrounded by nature, enjoying breathtaking views.
Lastly, do you have any advice or encouragement you’d like to share with our readers?
David: My guiding principle has always been to excel at the task at hand—do it better than anyone else or at least to the best of your ability. When you approach work with this mindset, your efforts get noticed, and opportunities will come your way.
Also, don’t shy away from discomfort. Growth often happens in those challenging, uncomfortable moments. A few key principles I live by:
- Never stop learning.
- Be a mentor and share your knowledge.
- Practice kindness.
- Listen to hear, not to respond.
- Strive to be the leader you wish you’d had.
And remember, as General Colin Powell said, “Perpetual optimism is a force multiplier.” Keep moving forward with positivity and resilience.
Also Read : The 10 Influential Cybersecurity Leaders to Watch in 2025
