From The TV Channel To The Technology Channel: A Conversation With Cato Networks’ Addie Finch

How former journalist Addie Finch carved a space for herself and others in channel cybersecurity.

In this episode of Channel Women in Security, CRN columnist Cass Cooper sits down with Addie Finch, vice president of channels, Americas, Cato Networks. From her early days as a TV news anchor to her current role leading channel growth across the Americas, Finch’s story is one of curiosity, courage, and continuous learning.

You have one of the most unique career transitions I’ve heard—from broadcast journalism to the IT channel. How did that happen?

I like to joke that I went from the TV channel to the technology channel. My career has been one step closer to where I was meant to be. I started out in broadcast journalism, spent five years as a TV news reporter and anchor, and then moved into corporate communications for a nuclear power company.

Instead of asking the questions, I was now answering them. That experience made me great at simplifying complex information. When TD Synnex (then Synnex) reached out, they saw that skill as valuable for helping their sales teams better understand technical solutions. That was the jump-off point for my channel career.

Many women in tech assume they have to be deeply technical to succeed. What would you tell your younger self about that?

Believe in yourself. Confidence is something I’ve always carried, but I see so many women doubt their ability because they aren’t technical. What I’ve learned is that we can learn anything.

When I joined Synnex, I didn’t know networking or cybersecurity. I still have my first scratchpad where I scribbled out the seven layers of the OSI model. It reminds me that there was a time when I knew absolutely nothing about this industry. Curiosity and persistence are what keep me growing and that’s what I encourage in my teams, too. Never stop being curious.

What role do organizations play in supporting that kind of growth, especially for non-technical talent?

I’ll never forget my interview for Synnex. The hiring leader didn’t care that I wasn’t technical or from sales. He looked for drive, discipline, and curiosity; traits that can’t be taught.

He told me, “You can’t teach a person drive. This is someone who’s self-motivated and wants to succeed. We can teach her the rest.” That lesson has shaped how I hire today. I often look for people with a competitive edge, like former athletes. If you can find someone with that fire, you can teach them the technology.

At Cato Networks, you’re leading through a generational shift in the channel. What has that been like?

We’re leading across generations and through major technological change. At Cato, our founder, Shlomo Kramer—who also co-founded Check Point—could have built another traditional cybersecurity company. Instead, he created something new: a cloud-delivered, converged security platform.

That mindset, being open to a new way of doing things, guides how I lead. Whether it’s product innovation or team management, there’s rarely only one way to do something. Staying open-minded allows innovation to happen.

How are these shifts showing up in the channel, especially with AI transforming how customers think about security?

Customers are moving away from fragmented point solutions toward integrated platforms that offer visibility and consolidation. They’re also trying to both embrace and defend against AI at the same time.

That means partners have to evolve, too. We talk a lot about future-proofing the business model. The customer isn’t buying multiple point products anymore. They want convergence through solutions like SASE (Secure Access Service Edge), which Cato was built to deliver. Partners need to start preparing for that now.

Are partners resistant to making that shift?

It’s less resistance and more about figuring out how to transition. Many partners have invested heavily in multiple vendor ecosystems. Cato simplifies that by offering one unified platform to deliver all those services.

They love that idea, but it’s still a journey. Especially unhooking customers from existing systems. Renewal periods become key inflection points for moving clients toward a more efficient, secure, and scalable model.

What excites you most about the future of Cato Networks and the channel ecosystem?

Honestly, it’s the alignment of product, partnership, and market opportunity. Cato has world-class retention and win rates because the product works. The SASE market is projected to hit $27 billion in the next few years, and the channel is hungry for a true partner-first company. That combination is rare, and it makes this an incredibly exciting time to be in the ecosystem.

Let’s close with something personal. What’s on your reading list right now?

Two books I reach for every day: “Leadership Promises for Every Day” to set my mindset each morning, and “Strengths Finder,” which I think everyone should revisit every few years.