Oct 13, 2026 · 49 min · 13 segments
Chris Inglis, former NSA Deputy Director and the first U.S. National Cyber Director, joins Matt O’Neill and Ron Green, former Chief Security Officer at Mastercard, to discuss national cybersecurity…
Chris InglisGuest
Ron GreenGuest
Matt O'NeillHost
And obviously, over the 40 years you've been in government, the threats have changed dramatically.
And you mentioned meeting Ron as it relates to trying to foster public-private partnerships.
One of the things that has always been interesting to me when I was with the Secret Service was a lot of people talked about information sharing, but it was really difficult to actually implement especially when it related to law enforcement, to banking and in the tech sector to some degree.
What were some of the biggest barriers that you guys both faced in sharing information? Ron, obviously from your time as a chief security officer at MasterCard, Chris, as the national cyber director, was it legal? Was it cultural? What were the biggest challenges that you faced?
It was go out and do, and if there's a problem, come back and work with us, we'll figure it out.
And I will say that I've been in CISO groups from companies, and we're in a session where we're talking to a government partner like the FBI or the Department of Justice or Secret Service.
And invariably, the group will say something akin to, you should make it mandatory for us to report, which it should be because you know it's the right thing and that's what you should do, not some kind of regulated
And then there's the belief that the government has more information that it's not sharing.
feel an attack, they need to be able to take that information to the government and share it in order for the government to know.
So don't disagree with any of that, but I tend to think that it's more a cultural phenomenon.
Because in a crisis, when everybody feels that they're under common assault or maybe they have some stunning common inspiration, they figure out how to collaborate on cardboard with crayons and tin cans and string.
They figure out how to actually get it done and they do it at the lowest possible level, meaning that the actual line workers kind of pick up the phone or they have meetings and they compare and contrast the shards, the shreds, the hunches they have to come up with kind of mutually valuable conclusions, things that nobody could do alone.
That's the relationship that was born of World War II between the Brits, the Americans, the Canadians, the Australians, and New Zealanders.
And what was most interesting to me about that is in the fall of 1940, when the U.S. was a declared neutral country, Britain was fighting for their very lives against Nazi Germany.
But Roosevelt Churchill got together and said, we think we're actually going to be fighting together in the not too distant future.
And obviously, over the 40 years you've been in government, the threats have changed dramatically.
And you mentioned meeting Ron as it relates to trying to foster public-private partnerships.
One of the things that has always been interesting to me when I was with the Secret Service was a lot of people talked about information sharing, but it was really difficult to actually implement especially when it related to law enforcement, to banking and in the tech sector to some degree.
What were some of the biggest barriers that you guys both faced in sharing information? Ron, obviously from your time as a chief security officer at MasterCard, Chris, as the national cyber director, was it legal? Was it cultural? What were the biggest challenges that you faced?
It was go out and do, and if there's a problem, come back and work with us, we'll figure it out.
And I will say that I've been in CISO groups from companies, and we're in a session where we're talking to a government partner like the FBI or the Department of Justice or Secret Service.
And invariably, the group will say something akin to, you should make it mandatory for us to report, which it should be because you know it's the right thing and that's what you should do, not some kind of regulated
And then there's the belief that the government has more information that it's not sharing.
feel an attack, they need to be able to take that information to the government and share it in order for the government to know.
So don't disagree with any of that, but I tend to think that it's more a cultural phenomenon.
Because in a crisis, when everybody feels that they're under common assault or maybe they have some stunning common inspiration, they figure out how to collaborate on cardboard with crayons and tin cans and string.
They figure out how to actually get it done and they do it at the lowest possible level, meaning that the actual line workers kind of pick up the phone or they have meetings and they compare and contrast the shards, the shreds, the hunches they have to come up with kind of mutually valuable conclusions, things that nobody could do alone.
That's the relationship that was born of World War II between the Brits, the Americans, the Canadians, the Australians, and New Zealanders.
And what was most interesting to me about that is in the fall of 1940, when the U.S. was a declared neutral country, Britain was fighting for their very lives against Nazi Germany.
But Roosevelt Churchill got together and said, we think we're actually going to be fighting together in the not too distant future.
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