Most organizations invest heavily in tools, platforms, and dashboards, yet social engineering continues to succeed at scale. The problem is not a lack of technology. The problem is how people make decisions under pressure, speed, and trust.
Looking at the familiar narrative inspired by Joseph Campbell’s The Hero with a Thousand Faces, Consider this: instead of treating employees as the weakest link or a risk, position them as active defenders on a shared journey. Attendees will explore how organizations move from denial and checkbox training toward mature human risk management grounded in behavior, context, and leadership support.
Using real-world examples from phishing, business email compromise, and executive impersonation, the session breaks down where security awareness programs and fear-based messaging fails. Instead shifting paths to what changes behavior. What metrics matter. What leaders must do differently. How security teams partner with HR, communications, and operations to build habits that disrupt the social engineering attack vector.
By aligning culture, leadership, and human-centered security practices, leaders can take a new approach to reducing social engineering attacks.. Attendees leave with a clear framework to assess where their organization sits today and how to move forward without adding friction or blame.

Learning Objectives
- Identify the behavioral failure points attackers exploit during social engineering campaigns.
- Explain how human risk management differs from traditional security awareness training.
- Apply a practical journey-based framework to assess and improve security culture maturity.