The Strategic Case for Qualified Privacy Leadership

Editor's Note: This guest article is written by Sawan Joshi, a member of Sagetap's Sage Council. Sawan has led security and privacy functions at organizations ranging from climate tech startups to UK enterprises. For more insights from enterprise security leaders, explore our Sage and vendor perspectives.

‍

Since the revolution of global privacy regulation began with GDPR, we’ve seen a whirlwind of new rules that continue to add stringent controls across the globe. This has naturally led to a massive spike in demand for privacy professionals. Much like the cybersecurity skills gap we’ve dealt with for years, we are seeing people either "skill up" from adjacent roles or pivot into privacy entirely to meet this need.

This shift has brought about a variety of professional qualifications, most notably from the IAPP. But as anyone who has looked into these knows, upskilling is a costly journey. This raises a fair question for both individuals and their employers: Is the credential actually worth it? Can’t you just learn the nuances of privacy on the job?

While hands-on experience is irreplaceable, professional education provides a baseline standard for "better practices." When you couple that baseline with real-world experience, it doesn't just make you better at the daily tasks, but unlocks a new level of strategic alignment. Without a pro-active approach to data management throughout its lifecycle, organisations miss a remarkable opportunity to market the "privacy by design" principle.

I’ve seen many organisations conclude that because they aren't legally required to name a DPO with their supervisory authority, the role is not required internally. But this overlooks the question of roles and responsibilities. Having a qualified DPO or a trained team provides assurance of the quality of work and offers ongoing support to established knowledge.

Choosing to invest in a named person or team, and ensuring they are certified by an organisation like the IAPP, provides a level of assurance that "compliance theater" simply cannot match. It gives you a strong response for prospects and shows your board of directors how strategically aligned privacy is.

Ultimately, you are doing data management whether you have a DPO or not. If you do it well, the best story you can tell is one that supports revenue generation – one where you have shown you go the extra mile to protect privacy. It turns a regulatory burden into a clear bridge to trust and makes privacy a revenue enabler rather than a cost centre.