Building a business case is not just a formality—it’s a strategic leadership discipline.
Security leaders today are being asked to do more with less. Whether you’re preparing for annual planning, making an out-of-cycle request, or recovering from a denied proposal, your ability to build a credible business case is no longer optional—it’s a core skill.
But too often, cybersecurity proposals focus on technical needs rather than business impact. They over-index on risk, underplay opportunity, or get lost in detail. The result? Rejection, delay, or worse—indifference.
This guide is designed to help you step back and lead with clarity. It provides a structured, objective, and financially disciplined approach to building a business case that resonates with executives and earns stakeholder support.
Use this guide when:
You're preparing for annual or mid-year budget planning
You need to justify additional investment in a strategic program
You’ve been told "not now" or "not enough budget"
You’re positioning cybersecurity as a business enabler, not just a control function
It’s not just about getting the funding. It’s about making the case for cybersecurity as an essential driver of business performance, risk reduction, and operational resilience.
What situation or decision are you building this case in support of?
(Annual planning, urgent ask, recovery from denial, etc.)
What kind of outcome would make this effort successful—for you and for the organization?
(Funding, visibility, alignment, influence?)
Who else in your organization needs to see this as a business priority—not just a security one?