How data protection leaders can hold the C-suite’s attention

Executive attention is the scarcest resource a data protection function competes for. Winning the C-suite’s attention is often the easy part: a regulatory deadline or a data breach naturally puts privacy on the board agenda without any effort from the Data Protection Officer (DPO).  

Keeping that attention is what allows privacy programmes to grow beyond a team of one. 

Across data protection recruitment, the privacy leaders who consistently hold the C-suite’s attention share a common approach: connecting data protection more closely with commercial priorities.

Why executive attention matters for data protection leaders

Executive attention directly influences the resources available to a privacy function. It also shapes the function’s credibility and determines whether privacy is recognised as a strategic part of the organisation’s wider data protection strategy.

When the executive team understands the value privacy brings, the function is more likely to benefit from: 

• Funding requests approved on the first pass, ahead of the annual budget cycle
• Headcount growth that tracks the business, so the team scales with data volume instead of lagging it
• A seat in product and commercial decisions early enough to shape them
• Privacy reviews being treated as a gating step in launches, procurement and M&A due diligence, helping to manage data risks and support regulatory compliance
• Improved retention of talented privacy professionals who feel their function is valued by the business

This support is particularly important when an organisation needs to expand beyond its first privacy hire. Our guide on how to build your data protection team explores the key considerations when growing the function. 
 
Without sustained executive support, even a technically strong privacy function can struggle to secure the resources and influence it needs to grow. Here’s how data protection leaders can build that support by connecting privacy more closely to business priorities.

Understand what the business really cares about

Speaking the language of the business means framing privacy conversations around commercial priorities. Whether the focus is revenue growth, expansion into a new market or product development, data protection leaders should show how their work supports those objectives. This can help build trust with senior stakeholders and strengthen the credibility of the privacy function, reinforcing why data protection needs to be more commercial.  

For example, a fintech expanding into Germany may need to navigate data protection requirements before launching its product. Positioning the privacy review as part of enabling that expansion makes its commercial relevance clearer than presenting it simply as a compliance exercise. 

Treat executives as individuals

Job titles reveal little about how someone makes decisions. For example, one CFO may prefer a single page with a clear number, while another may want to interrogate the detail behind it. One CEO may respond to competitor comparisons, while another may find them irrelevant. 
 
Effective data protection leaders take time to understand the executives they need to influence, including what matters to them and how they prefer to receive information. 
 
This level of stakeholder understanding can determine whether a proposal gets attention or is overlooked. A funding case tailored to the individual is far more likely to resonate than a generic presentation. 

Follow where influence sits in the organisation

Understanding where decision-making power sits helps data protection leaders identify the stakeholders they need to work with. For example, if the CISO or CTO has significant influence over investment decisions, working with these functions can help privacy priorities gain support. 
 
Shared challenges provide a natural opportunity to collaborate. Data protection can support security with vendor risk and breach response, while engineering can support privacy through data mapping, consent infrastructure and deletion processes. 
 
AI governance is a clear example, spanning data protection, security and engineering. As organisations rethink their team structures, we are also seeing hiring for AI governance increasingly sit within or alongside the privacy function.

Show the commercial value of data protection

Commercial evidence can be more persuasive than regulatory risk in the boardroom. Data protection leaders should look for measurable ways to demonstrate their impact. 
 
For consumer businesses, this could mean testing whether privacy-conscious messaging or consent flows influence conversion. In B2B, it could mean measuring whether a strong privacy approach shortens procurement cycles or improves deal velocity. 
 
Clear evidence of commercial impact gives executives a stronger case for continued investment in the privacy function.

Make the business case when regulatory risk isn’t enough

Regulatory risk alone may not always be enough to secure executive support. In the UK, Information Commissioner’s Office (ICO) enforcement against private-sector organisations remains limited relative to EU counterparts, which can make a business case based solely on domestic fine exposure less persuasive. 
 
Data protection leaders can strengthen the case by focusing on commercial incentives, such as revenue impact, procurement advantage and the cost of poor data hygiene. 
 
For multinational organisations, the regulatory case can also reflect exposure across different jurisdictions. EU data protection authorities, US state attorneys general and sectoral regulators have established enforcement records, making the strictest applicable regime relevant when assessing group-level risk. 
 
This is particularly important for organisations operating under the General Data Protection Regulation (GDPR) across multiple jurisdictions. 

What this means for hiring privacy leaders

These expectations are also shaping how organisations hire privacy leaders. Data Protection Officer (DPO) job descriptions increasingly prioritise stakeholder management, communication skills, financial acumen and the ability to build an evidence-based business case alongside GDPR and EU AI Act expertise. 
 
The premium for commercially fluent privacy leadership is visible across the UK data protection salary guide, particularly as AI governance becomes a greater part of privacy remits. 
 
For employers, the implication is clear. A technically excellent candidate who cannot hold the attention of the boardroom may struggle to build the support needed to grow the privacy function. 
 
If you’re looking to hire and would like assistance with role scoping and interview processes, don’t hesitate to get in touch.