Before You Touch a Single Control

IT break-fix2

You can’t audit your way out of a culture problem.

When organizations struggle with compliance, it’s rarely because of a missing policy or an incomplete checklist.

The root cause? Misalignment across departments.

That’s why the first step of any serious compliance journey must begin with getting your entire organization on board—not just aware of the effort, but aligned with it.

Why should you pursue compliance today?

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Tightening Cyber Insurance Requirements

You need documentation, evidence, and real security maturity to qualify.

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Impending Vendor Security Questionnaires

You must respond to security questionnaires - or risk lost business opportunities.

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Security Audits Have Become Non-negotiable

SOC 2, HIPAA, NIST, and CMMC aren’t just acronyms—they’re expectations.

Compliance Areas to Align On

This is a business alignment conversation - not a compliance crash course. You just need enough to secure the trust and sponsorship you’ll need throughout the process.

The “Why Now”

Frame the business impact

Common drivers include, customer or prospect demands, expansion into new markets or verticals, security incidents or risk exposure, and building trust as a competitive differentiator.

The Scope

Be clear and realistic

Include a visual or high-level roadmap to clarify the framework(s) you are pursuing, what’s included and excluded from the compliance scope, and your expected timeline.

The Involvement

Who needs to contribute (and when)

Draft an RACI chart to outline which departments you’ll need support from and clarify expectations of whether they're being asked for decisions, approvals, or documentation.

The Executive Team's Role

Assign and spell it out

List the official sponsor(s), who will help enforce accountability if departments fall behind, and set expectations on updates (monthly reports, dashboards, etc.)

Audit Expectations Pitfalls to Avoid

Not Aligning to Revenue or Risk

Always link it to revenue (i.e., customer demands), risk (i.e., breach prevention), or growth (i.e., new markets).
Assuming Silence = Support
Ask for explicit commitments and feedback. Ambiguity now will turn into resistance later
Waiting for Perfect Clarity

Early involvement builds trust and ownership—don’t overcook the strategy in isolation.

30-Min Executive Alignment Agenda

TIME	TOPIC	OWNER
0:00–0:05	Why compliance? Why now?	Compliance Lead
0:05–0:15	Roadmap & resource needs	Compliance Lead
0:15–0:25	Departmental involvement & impact	Compliance Lead
0:25–0:30	Sponsor assignment & next steps	Leadership / Board

Ready for the Next Step?

Now that your leadership team is aligned, it’s time to organize your assets, users, systems, and documents.

A clear, centralized view of your current resources will accelerate evidence collection, reduce redundant effort across teams, and help you scope and remediate risks.

Identify Current Resources

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You Also Might Be Wondering...

Kevin Brown

ISO & Director of Professional Services

Kevin responds to your common questions.

Still not sure where to turn? Schedule a chat with Kevin or one of our GRC experts.

Who should be involved in setting compliance program expectations?

This is where security leaders, program owners, department heads, and project managers should align.

In smaller organizations, it might just be 2–3 people wearing multiple hats. What matters is having clear ownership and shared agreement across teams.

Should our external auditor be involved in setting compliance expectations?

Yes. When working with a partner or auditor, get them involved early.

They can confirm whether your scope and timelines are realistic and help you avoid surprises during the audit.

How do I set measurable compliance goals?

Approach your compliance program like a project with phases and deliverables.

Align goals to audit criteria: Break down your framework (like SOC 2 or ISO 27001) into individual requirements. Each requirement should become its own mini-goal (i.e., “Develop and approve an incident response plan”).
Define success with evidence: A goal is measurable when it results in something tangible—like an acknowledged policy or completed risk assessment.
Tie goals to roles: To maintain accountability, assign goals to a responsible people or teams. Then, build (or automate) workflows to keep them accountable.
Use a platform to visualize progress: A GRC platform can accelerate the process of setting deadlines and aligning evidence, to help you visualize how close you are to being audit-ready.

STEP 2: Set Audit Program Expectations