Douglas Lemott Jr. is the Chief Information Security Officer (CISO) at the Analysis and Resilience Center for Systemic Risk (ARC). With a career in cybersecurity and IT spanning over 30 years, Lemott has been instrumental in strengthening the security posture of several major organizations. Before joining ARC, he served as Vice President of Security Operations and Deputy CISO at SAP National Security Services (SAP NS2), where he led the development of a robust cybersecurity program. At VMware, he directed security and compliance efforts for government, education, and healthcare sectors, further refining his expertise.
Douglas Lemott Jr.’s career began with 27 years in the U.S. Marine Corps, where he commanded the Marine Corps Cyberspace Operations Group and helped secure the Marine Corps Enterprise Network. In this interview, Lemott reflects on his leadership journey, the importance of mentorship, and the ever-evolving challenges in cybersecurity.
Career Beginnings and Evolution
Can you share your journey from the Marine Corps to your current role at ARC?
My career started in the Marine Corps, where I spent nearly three decades learning the ins and outs of network security and operations. That time shaped the way I approach both leadership and cybersecurity today. When I transitioned to the private sector, I wanted to apply those lessons in a new way. At VMware, I was able to draw on my military background to address cybersecurity and compliance needs in the public and healthcare sectors.
Later, SAP NS2 gave me a broader scope, overseeing a cybersecurity program focused on national security clients. That role was both demanding and deeply fulfilling. Now at ARC, my work centers on creating secure technologies that allow our members to collaborate more effectively and reduce systemic risks to national and economic security.
How did your experiences in the Marine Corps shape your leadership style in cybersecurity?
The Marine Corps taught me the importance of discipline, focus, and being clear under pressure. Leadership there isn’t optional—it’s expected, especially in high-stress or unpredictable situations. That mindset has carried into my civilian roles. In cybersecurity, threats are constantly evolving, just like they are in military operations. Because of that, I put a strong emphasis on building teams that can think clearly and act decisively, even when the path forward isn’t obvious.
Mentorship and Leadership Philosophy
What role does mentorship play in your approach to leadership?
Mentorship is a core part of how I lead. I don’t see it as developing followers, but as developing future leaders. Especially in cybersecurity, where the stakes are high and the landscape is constantly shifting, it’s critical to invest in people early. I encourage team members to challenge assumptions, think critically, and ask meaningful questions. It’s more about shaping a way of thinking than just preparing someone for a specific role.
Can you describe your approach to mentoring emerging leaders in your organization?
There are a few key things I focus on. First, I try to help people shift from simply solving problems to defining them. That change in perspective is powerful, especially in complex fields like cybersecurity or military operations. I also believe trust is essential. I give team members stretch assignments that allow them to take responsibility and grow through experience.
Transparency is another important part of my approach. I don’t just share the wins—I talk about the times I’ve stumbled and what I learned. Being open helps build a culture where people aren’t afraid to take smart risks and learn from them.
Insights on Decision-Making and Adaptability
Has there been a piece of advice that’s significantly shaped your decision-making?
Yes, there’s one moment that really stuck with me. During a national security assignment, a senior leader told me that in high-stakes situations, clarity is more important than speed. The idea was to move deliberately and with purpose, rather than just rushing to act. That advice helped me reframe my decision-making. I’ve learned that it’s more important to understand the mission and roles clearly before charging ahead. That principle applies in cybersecurity just as much as it does in national defense.
How has your mentoring style changed from your time in the Marine Corps to now?
In the military, leadership development is structured and consistent. In the private sector, especially in cybersecurity, you need to be more flexible. Teams are more diverse in experience and background, so I’ve adopted a more collaborative style. It’s less about giving orders and more about helping people grow through curiosity and emotional intelligence. I also help people learn how to deal with uncertainty. In the military, there’s usually a clear framework. In cybersecurity, ambiguity is part of the job. My role is often to help others navigate through that, rather than eliminate it.
Expertise and Vision for the Future
How do you see the cybersecurity landscape today, and what future challenges do you anticipate?
Cybersecurity is more complex than ever. Technology keeps advancing, and so do the threats. One major challenge is integrating cybersecurity into the overall business strategy, instead of treating it like a separate function. Looking ahead, we’ll need to shift from being reactive to being proactive. That means using tools like predictive analytics and AI to anticipate threats before they happen. But we also need to balance that with the human side—developing leadership and skills that grow alongside the technology.
What specific innovations or strategies are you working on at ARC to tackle these challenges?
At ARC, we’re focused on building a space where information sharing and collaboration come naturally. That kind of teamwork is vital when you’re dealing with systemic risks that impact national infrastructure. We’re also investing in resilient, adaptive technologies that meet current standards but are flexible enough to handle future threats. By building that kind of forward-looking foundation, we’re helping our members prepare for what’s next, not just defend against what’s already out there.
Mentorship and Building Future Leaders
How do you identify and nurture future leaders in your teams?
I look for people who are curious, take ownership, and can think through complex issues even when they don’t have all the answers. Titles and accolades are less important to me. Once I spot someone with leadership potential, I give them opportunities to stretch—whether that’s leading a project or sitting in on strategic discussions. I also make sure they’re getting consistent feedback and mentorship so they can grow into their potential. My goal is to help them become not just great problem solvers, but strategic thinkers with emotional intelligence.
What impact has mentorship had on your own growth as a leader?
Mentorship has shaped my career in profound ways. It’s taught me to look at problems from different angles and to value resilience and adaptability. And it’s definitely a two-way street. I’ve learned just as much from those I’ve mentored as they’ve learned from me. It’s helped me refine how I lead, especially when it comes to communication, clarity, and empathy. The biggest lesson I’ve taken away is that leadership isn’t about having all the answers. It’s about creating an environment where people feel empowered to find those answers together.
Conclusion
Douglas Lemott Jr. remains a key voice in cybersecurity, combining decades of experience with a strong commitment to mentorship and strategic leadership. At ARC, he continues to drive innovation and collaboration to safeguard national and economic security. Beyond the systems he has helped secure, his greatest impact may lie in the future leaders Douglas Lemott Jr. has inspired and guided along the way.
