Matt Quinn is Chief Operating Officer at Tanium, where he leads the company’s day-to-day operations and helps drive its strategy as the autonomous IT and endpoint management leader.
With more than 25 years of experience scaling technology businesses, Matt previously served as Tanium’s CTO and spent over two decades at TIBCO Software in senior technology and operational leadership roles.
An RMIT University-trained computer scientist originally from Melbourne, Matt pairs deep technical credibility with operational scale — and a strong point of view on where AI, autonomous systems, and real-time endpoint intelligence are taking IT and security next.
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Matt Alderman
- CEOs, CIOs clash over AI’s value
C-suite executives see the technology from different vantage points, but maturity and alignment of objectives could bring them closer together, a Protiviti survey found.
- The CISO Reporting Structure Is the Starting Point of Cyber Resilience Failure
When cyber resilience fails and a breach lands, the first instinct is to blame the tools. The detection stack missed it. The SOC was too slow. We needed a better platform, more telemetry, sharper alerts. So we go shopping for capability. But the failure often started long before any tool had a chance to act. It started in the structure. When cyber resilience breaks, the place to look first is not the SOC. It is the reporting line.
- Aspiring Leaders, Don’t Just Network Up
Aspiring leaders and high-potential professionals often prioritize building relationships with senior leaders, assuming visibility at the top drives advancement. But research on organizational networks suggests that reputation and influence depend more on how individuals are perceived across a broader set of relationships. In interconnected, matrixed organizations, peers, team members, and cross-functional stakeholders shape credibility through everyday interactions and informal conversations. Overemphasizing relationships at the top can create an imbalance: strong advocacy from senior leaders but weakened trust among close collaborators. This can result in visibility without credibility, limiting long-term progress. A more effective approach is to view networks in three dimensions—vertical, horizontal, and external—and ensure alignment across them. Career advancement depends not on proximity to power alone, but on a consistent reputation built through trust, collaboration, and credibility across the entire network.
- The Most Underrated Leadership Skill
Every week, most of us attend meetings. Some are productive, while others simply fill our calendars. Over the years, I have started noticing something that happens in almost every meeting. People are talking, but not many are actually listening. It often feels like conversations are happening only for the sake of having conversations. Before one person has even finished speaking, the other person’s response is already prepared. They are listening just enough to respond, not enough to understand. The more I think about it, the more I believe listening is one of the most underrated skills in leadership.
- CIOs are looking for tech talent in the wrong places
CIOs face talent shortages by recruiting from narrow pools. Hire for curiosity, adaptability and problem-solving skills -- not just degrees.
- Your Talent Strategy Has to Keep Up with Your AI Transformation
The entry-level job pipeline is thinning globally, and the consequences of eliminating these types of roles in favor of AI are compounding. Eliminate entry-level roles, and you reduce the headcount that justifies mid-level managers. Reduce mid-level managers, and you shrink the pool feeding director and VP pipelines. What looks like a staffing efficiency decision is actually a leadership supply decision whose full cost won’t appear for years. The leaders who navigate this well don’t abandon their automation strategies; they build the talent infrastructure that those strategies require by doing three things: 1) Redesigning entry-level roles as capability-building cohorts; 2) building a distributed apprenticeship pipeline; and 3) auditing and repaying the organization’s capability debt.
