Every executive today understands that a single data breach can threaten not just operational continuity, but the very trust that underpins a brand. The fallout from a poorly managed incident can eclipse the technical damage itself, as seen in the wake of the SolarWinds and Equifax breaches. Both organizations faced not only technical remediation but a protracted battle to regain public confidence. The lesson is clear: a breach is as much a public relations emergency as it is a security failure. In this environment, marketing and security leaders must collaborate before, during, and after a crisis. The brands that thrive will be those where the CMO and CISO have forged a unified front, treating digital trust as a pillar of their public identity.

Cybersecurity Is a Brand Issue Now

Trust is no longer a soft metric. It is the currency that determines whether customers stay or leave, whether stakeholders invest or withdraw. Consumers today expect their personal information to be guarded with vigilance, and the regulatory climate, shaped by laws such as the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA), has made data protection a matter of legal and reputational survival. The stakes are high: according to the IBM Cost of a Data Breach Report 2024, the average breach now costs $4.9 million globally (a 10% increase over the last year), but the longer-term loss of customer trust can be even more damaging.

From a PR and digital marketing perspective, this means that cybersecurity must move from the server room to the boardroom. It cannot be a technical afterthought or a periodic compliance exercise. Instead, it needs to be woven into the brand narrative. Customers want to know not only that their data is safe, but that the company values transparency and accountability. When security becomes a visible part of the brand story, organizations begin to differentiate themselves in markets where trust is the ultimate competitive advantage.

The Traditional Divide Between CMO and CISO

For years, the marketing and cybersecurity functions have operated on parallel tracks. Marketing teams have owned the voice of the brand, crafting messages that resonate with customers and stakeholders. Security teams, by contrast, have focused on technical controls, risk assessments, and compliance. This division often works until a crisis hits.

When a breach occurs, these silos can become liabilities. Inconsistent messaging can confuse customers and investors, eroding confidence at the very moment when it is most needed. Missed opportunities to communicate a clear, unified response can make the organization appear disorganized or, worse, untrustworthy. Poor internal alignment on crisis protocols can delay action, giving the impression of incompetence or concealment.

The Equifax breach in 2017 stands as a stark warning. The company waited weeks before informing the public, and when it did, the messaging was muddled and defensive. The result was a catastrophic loss of trust, Congressional hearings, and ongoing reputational damage. The lesson: when marketing and security teams operate in isolation, the brand pays the price.

The Case for a Unified Front

A unified CISO-CMO partnership is no longer optional. It is a requirement for any organization that values its reputation. This collaboration begins long before a crisis arises. Joint tabletop exercises for breach simulations should become routine, allowing both teams to practice coordinated responses. Shared playbooks for breach disclosure and media handling ensure that the organization speaks with one voice, no matter how severe the incident.

Consistency is everything. When customers hear conflicting messages from different parts of an organization, trust evaporates. By developing a shared narrative around cybersecurity investments and digital trust, brands demonstrate that they are not only technically competent but also transparent and accountable.

Marketing must play a central role in this process. Cybersecurity cannot remain an IT backroom issue. Campaigns, customer communications, and public statements should all reflect the organization’s commitment to protecting data and respecting privacy. When security is integrated into the brand story, it signals to customers that the organization takes their trust seriously.

Lessons from the Frontlines

The difference between a reputational catastrophe and a manageable incident often comes down to how well marketing and security teams work together. Some companies have shown that it is possible to emerge from a breach with their reputations intact, or even strengthened.

Take the example of Maersk during the NotPetya ransomware attack in 2017. The company’s leadership provided frequent, transparent updates to customers and partners, candidly acknowledging the scale of the disruption and outlining the steps being taken to restore operations. This openness reassured stakeholders and minimized speculation. Maersk’s reputation for resilience and honesty was reinforced, not diminished.

Contrast this with SolarWinds, where delayed and fragmented communication left customers and the public in the dark. The lack of a coordinated response between technical teams and PR professionals allowed rumors and misinformation to fill the void. The company’s brand suffered, and the recovery process became far more challenging.

Transparency, speed, and clarity are the hallmarks of effective crisis management. Organizations that communicate the facts quickly, take responsibility, and outline remediation steps tend to see less reputational damage. Those that delay or obfuscate face prolonged negative publicity and a loss of customer confidence that can take years to rebuild.

Practical Recommendations for Security and Marketing Leaders

For CMOs, fluency in cybersecurity risk language is no longer optional. Understanding the basics of threat modeling, incident response, and regulatory requirements allows marketing leaders to participate fully in crisis planning and response. Digital trust should be treated as a core brand pillar, featured prominently in campaigns and stakeholder communications.

CISOs must engage with PR and marketing long before a crisis hits. Sharing threat models, incident protocols, and key contacts ensures that everyone is prepared when the stakes are highest. Regular briefings between teams build the relationships and shared understanding that are critical in a crisis.

For CEOs, unified communications should be a board-level mandate. The executive team must insist on regular joint exercises, shared playbooks, and a single source of truth for external messaging. This alignment not only prepares the organization for inevitable incidents but signals to stakeholders that the company takes both security and transparency seriously.

Preparation is everything. Organizations should develop clear incident response playbooks that outline who communicates what, when, and to whom. Media statements should be drafted in advance, using language that is transparent and apologetic, not defensive or evasive. Stakeholder mapping is essential: knowing which customers, partners, regulators, and media outlets need to be informed, and in what order, can prevent confusion and panic.

Measurement cannot be ignored. Trust is quantifiable. Surveys, Net Promoter Scores, and social listening tools can track shifts in customer sentiment before and after an incident. These metrics should inform both crisis response and long-term brand positioning.

Education is another key component. Customers need to understand not just that their data is protected, but how and why. Educational content, blog posts, explainer videos, and webinars can demystify cybersecurity for non-technical audiences, reinforcing the brand’s commitment to digital trust.

Shared Stakes, Shared Strategy

The world has changed. In an environment where risk is constant and transparency is demanded, trust is the ultimate competitive edge. The line between brand and security no longer exists; they are two sides of the same coin. The CISO and CMO must become allies, working together to protect and promote the organization’s most valuable asset: its reputation.

Organizations that unite these functions will find themselves better positioned to weather the storms of the digital age. They will respond to incidents with clarity and confidence, reassure customers with transparent communication, and build long-term loyalty that outlasts any single breach. The next step for every executive is clear: break down the silos, invest in joint planning, and make digital trust the foundation of your brand story.

https://www.securitymagazine.com/articles/101800-the-ciso-cmo-alliance-why-cybersecurity-messaging-needs-a-unified-front