Key to advancing secure, adaptable, and resilient digital landscapes
In the fast-evolving world of cybersecurity, few names command as much respect as Rinki Sethi. From fortifying global giants like eBay, Walmart, IBM, and Twitter to now steering strategy at Upwind Security as its Chief Security and Strategy Officer, her career reads like a blueprint for digital resilience. Known for blending technical expertise with visionary leadership, Rinki has helped shape how organisations think about trust, risk, and innovation in the face of relentless cyber threats. In this conversation, she opens up about her journey, her insights, and the future she’s helping to secure.
You’ve built security infrastructure for giants like eBay, Walmart, and PG\&E. What has shaped your approach to cybersecurity leadership across such diverse organizations?
It’s been a journey. When I started, the term “CISO” wasn’t widely recognized. My first job at Pacific Gas and Electric had no formal security leadership. Then at eBay, one of the pioneers in e-commerce, I witnessed some of the earliest cyberattacks, including social engineering. That experience taught me that if you’re innovating in tech, you must also innovate in cybersecurity. Later roles at Twitter, IBM, and others reinforced that attackers evolve constantly, so we must stay ahead with proactive, innovative strategies.
At Walmart, you were part of the team that developed USD 100 million security infrastructure. What was that experience like?
I was on the e-commerce side of Walmart — walmart.com — which was just starting to grow into what it is today. We had a tiny security team, and our existence stemmed from early breaches like the one at Sam’s Club that led to PCI compliance. Back then, we didn’t have security products that could tackle phishing or site takeovers. Everything was manual. We were calling ISPs ourselves to take down fraudulent sites. It was intense but incredibly rewarding.
You also have a background in software development. How has that influenced your leadership style in cybersecurity?
Great question. Initially, I was not much into cybersecurity because it felt non-technical — all governance and policy work. But once I moved into engineering and started training developers on security, things changed. We shifted from boring slide decks to letting developers hack their own code. That hands-on approach changed everything. It taught me that cybersecurity isn’t just about policy, it’s about culture, empathy, and understanding the audience. As a leader, you need to win hearts and minds, not just enforce rules.
In India, we began taking cybersecurity seriously after high-profile attacks like the one on AIIMS. Do you think India has lagged behind globally in cybersecurity?
I was just in India recently, and I’ve seen a lot of innovation happening. But you’re right — awareness and investment gained urgency post-COVID and post-attacks on critical infrastructure. It’s a global issue though. Every country has its own journey. What’s important is the momentum we’re seeing now.
You’ve received several accolades, including the One to Watch Award from CSO Magazine. What do you think contributed to these honors?
Honestly, giving back has been a big part of it. One of my proudest moments was helping launch the first cybersecurity badges for Girl Scouts in the U.S. That program brought cyber education to every ZIP code, from kindergarten to 12th grade. Many of those girls are now pursuing cybersecurity careers. It’s about making a lasting impact.
Interestingly, many of the most influential people in cybersecurity today are women. Do you see a trend there?
Absolutely, and it’s incredible to witness. There weren’t many women in security when I started. I thought being an engineer was the ceiling. But now we’re seeing women not just participate, but lead — as CISOs, CEOs, thought leaders. There’s still work to be done, but the progress is real.
You were also part of the award-winning security team at eBay that received SC Magazine’s Team of the Year. What was that like?
That was early in my career. Our CISO was a visionary, and we were doing innovative work at eBay. Winning that award validated our approach. It set the tone for the rest of my journey.
You’ve led security teams across global regions. How do you build a unified security culture in such diverse environments?
Security starts with people. You have to connect with teams locally — understand their context, challenges, and build champions. Culture isn’t top-down or grassroots alone; it needs both. Leadership buy-in, local involvement, and a shared mission are critical.
Budgeting is often seen as a challenge in cybersecurity. What’s your take on that?
It’s about framing. You can’t just say, “I need a budget.” You have to show the risk, make the business case, and ensure leadership is aligned. Sometimes, if there’s disagreement, you document it and move forward. But it should always be a collaborative discussion.
Why do you think we don’t see cybersecurity companies becoming as mainstream or mass-market famous as Apple or Zoom?
It’s a perception issue. Consumers use Apple and Zoom directly, they’re user-facing. Cybersecurity often works behind the scenes. People expect security to be embedded. That said, companies like Upwind are changing the game. We’re building for a future where cybersecurity is real-time, adaptive, and essential to every digital interaction.
Lastly, what do you think about AGI (Artificial General Intelligence) and its impact on cybersecurity?
It’s already transforming the industry. Companies need to build with AGI in mind. The speed at which this technology is evolving is unlike anything we’ve seen before. Cybersecurity has to keep pace. That’s one of the reasons I joined Upwind, we’re thinking ahead, not just reacting.
