SBS CyberSecurity Hires a New CFO and Retools Its Sales Team to Chase Faster Growth

Quick summary: leadership change and sales overhaul

SBS CyberSecurity announced a management move and a set of sales changes aimed at speeding up its push for more business. The company said it has appointed Ben Goodman as its chief financial officer and also adjusted its sales organization with new hires and a refreshed go-to-market focus. The news arrives as demand for governance, risk and compliance work and core cybersecurity services stays strong, and SBS is signaling it wants to convert more opportunity into steady revenue.

Who SBS CyberSecurity is and why the move matters

SBS CyberSecurity is a professional services firm that helps companies with governance, risk and compliance (GRC), security testing, and auditing. It sells consulting and hands-on testing work — the kind of services large firms buy when they need outside experts to audit controls, run penetration tests, or get ready for compliance checks. The company operates in a sector where buyers often choose trusted specialists rather than giant software vendors, so reputation, deep industry knowledge and a reliable delivery team matter more than raw scale.

For customers, SBS’s profile means it wins work by showing expertise and a steady track record of completing audits and tests. For the company itself, turning that expertise into predictable, repeatable sales is the trick — and that is exactly what the new hires and reorganization aim to improve.

Ben Goodman’s role and what he’s expected to do

The company named Ben Goodman as its new chief financial officer. According to the announcement, Goodman brings financial leadership experience from the cybersecurity and technology markets, with a record of supporting companies through growth phases and improving their financial operations. The release described his responsibilities as overseeing the company’s finance functions, strengthening financial planning and controls, and supporting the executive team as SBS scales its business.

The company’s statement welcomed Goodman and framed the hire as a step toward more disciplined financial management and clearer forecasting. That suggests immediate priorities will include tightening budgeting, improving revenue visibility and helping build the kind of reporting that private customers, partners and potential buyers or investors often request.

Sales team enhancements: what changed and how SBS expects to scale sales

Alongside the CFO hire, SBS said it has added new salespeople and reorganized territories and channels to focus more on pipeline development and account expansion. The changes include targeted hires in key regions and a clearer separation between hunters — sales staff who win new clients — and farmers — staff who expand existing accounts. The company also signaled a stronger focus on strategic partnerships and channel agreements to reach larger enterprise clients.

Operationally, these moves aim to shorten the time it takes for a lead to become a paying client. By putting dedicated resources on prospecting and by giving account teams clearer roles, SBS is betting it can increase the average deal size and the repeat rates on consulting and testing engagements. The reorg looks designed to reduce friction between marketing, sales and delivery so that proposals turn into contracts faster.

What it means for customers, partners and SBS’s outlook

For customers, higher investment in sales and clearer account roles can mean easier access to services and more consistent follow-up — particularly for firms that need recurring testing or compliance support. Partners may find SBS a steadier ally if the company succeeds in building repeatable processes and predictable service delivery.

From a business perspective, the appointments are sensible but not dramatic. They are the kind of internal strengthening you expect from a professional services firm trying to grow beyond organic referral work. The moves do not, by themselves, alter the competitive landscape: they make SBS a bit more scalable and possibly more reliable, but they do not guarantee big new contracts. Overall, this looks like a practical, low‑risk step to convert current demand into steadier revenue rather than a bold shift in strategy.

Sources

• prnewswire.com