Published work · Cybersecurity leadership
A CISO’s
first 100 days.
A phased approach to a CISO’s first 100 days, using Northrop Grumman as an illustrative case. The plan connects mission priorities with risk ownership, control testing, resource decisions, and executive reporting.
The 100-day sequence
Days 1–30
Understand and align
Meet business and technical stakeholders, identify critical assets and dependencies, and establish the baseline. Assign an accountable owner, review date, and success measure to each of the top five cyber risks. Agree on testing scope and recovery objectives.
Days 31–60
Assess and prioritize
Assess controls, review privileged access and multifactor authentication, and deliver agreed quick wins. Complete initial authorized adversary, penetration, and live recovery tests by day 60. Proposed targets include completing at least 70% of agreed quick wins and 95% of high-risk role training.
Days 61–100
Execute and measure
Validate fixes, complete scheduled initial-finding retests and a leadership tabletop by day 90, and report unresolved risks openly. By day 100, present the results, corrective-action owners, and a funded roadmap for the next 6–12 months.
Urgent risks, ownership, remediation tracking, and measurement start in the first month and continue across all three phases.
A proposed organization
The proposed reporting structure connects the CEO, Chief Information and Digital Officer, and CISO with 13 cybersecurity functions. The plan groups those functions into four areas:
- Governance and assurance: governance, architecture, access control, and compliance and audit.
- Security operations: operations, incident response, forensics and investigations, and metrics and reporting.
- Technology and data protection: network security and data protection.
- People and external risk: awareness and training, privacy, and vendor risk management.
This proposed structure gives each function a defined place in the leadership and reporting model.
Testing and evidence
The plan pairs each improvement target with a baseline, an owner, and evidence. Initial authorized technical and live recovery testing finishes by day 60. Critical and high findings have a proposed 14-day repair target, with independently scheduled retests 15–30 days after notification. Those initial-finding retests are scheduled to finish by day 90; unresolved or new failures remain visible in the day-100 report.
Detection and remediation measures use the same approved scenarios, event clocks, and comparison conditions. The proposed target is a 30% reduction from the day-30 baseline. Missed detections, sample counts, and unresolved cases are reported alongside the averages.
Recovery tests require a timed restore or failover, verification of service and data integrity, and business acceptance against approved recovery time and recovery point objectives. A leadership tabletop supports decision practice; the live test supplies recovery evidence.
Resources and the approval decision
The incremental resource model separates the 100-day allocation, a proposed reserve, and recurring costs. These planning estimates require validation of existing entitlements, scope, and vendor terms.
| Planning item | Estimate |
|---|---|
| 100-day people allocation | $134,335 |
| 100-day tools and services | $921,781 |
| Base allocation | $1,056,116 |
| Proposed tools/services reserve (15%) | $138,267 |
| Planning ceiling with reserve | $1,194,383 |
| Annual recurring estimate at full staffing | $2,395,120 |
An allocated expense is different from cash due or a minimum contract commitment. Procurement would need to validate licenses, prerequisites, quote-dependent services, and contract terms before approving a purchase.
Source material
Selected sources informing the plan:
Proposed milestones
Milestones are planning targets; the day-100 review reports verified results and remaining risks.
Publication note
This public edition adapts the October 24, 2026 presentation draft developed for the University of Maryland Global Campus CMAP 690 capstone by Group 3: S. Glaze, J. Mason, C. Philson, F. Terrero, T. Testa, A. Tran, and K. Wright.
As team captain, I coordinated contributions and feedback, reviewed and assembled the presentation, and helped refine its structure, testing schedule, and measures. The underlying work is collaborative; this article is an abridged overview.
Northrop Grumman is the illustrative case context. The organization, targets, and costs are proposals and scenario estimates, rather than company-reported results. The plan is not a client engagement or company-endorsed publication.
AI assisted with design, organization, and editorial review. The group retains responsibility for its contributions and source verification.