How Military Discipline Shapes Cybersecurity Leadership
Erica Dobbs reminds us that cybersecurity isn’t just zeros and ones; it is people, procedure, and poise under pressure. Lead through chaos, deliver with precision, and treat every day like it touches the mission, because it often does.
From a 36-year naval career to the boardroom of a cleared cybersecurity firm, Erica Dobbs has spent her life turning turbulence into traction. We sat down to talk about how boot camp shaped her leadership, why “mundane” MSP work is actually mission-critical, and the decision-making discipline she brings from the flight deck to the C-suite.
Who is Erica Dobbs?
Erica Dobbs: I’m the CEO of Dobbs Defense Solutions and a retired Naval officer. I served 36 and a half years. Now I’m bringing that experience into STEM as a CEO in IT and cyber.
What did those early days in the Navy teach you about leading in chaos?
My journey began in Orlando in 1983. From the moment we got off the bus, it was controlled chaos: uniforms issued, medical lines, five-minute meals, and zero comfort zones. Very quickly I was appointed section leader over people I barely knew. That pressure taught me to organize fast, move people with clarity, and keep composure when nothing feels certain. It was my first lesson in leading through uncertainty.
How did that translate into your Naval and cybersecurity career?
I became the person they sent into disrupted environments. My job was to “put the wheels back on the bus,” find the holes, and execute change management. Over and over, I learned to build normalcy inside abnormal situations. That’s exactly what cybersecurity demands: stability under pressure and an operational mindset.
Give us a window into the technical side. What did you manage and how does it inform your leadership now?
On an aircraft carrier—think a floating metropolitan city of 6,500 people—I managed communications end-to-end: satellite comms, drones, cryptologic equipment, networks, frequencies, and access to information. Every takeoff, every weapons launch, every ship-to-ship coordination depended on secure, reliable comms. Today, when I talk to clients, I can say with confidence: if we can keep a carrier battle group connected and safe, we can design and run your environment with the rigor it deserves.
People in the channel sometimes view daily tasks as routine. You see something different.
Absolutely. MSP and MSSP work can feel routine, but your client might be connected to world-impacting operations. Treat each ticket like it touches the mission. The stakes are higher than the task in front of you.
Decision-making is where leaders earn trust. How do you make decisions when the margin for error is thin?
I do not make decisions off the cuff. We map the operation, storyboard the steps, run dry runs when possible, and then execute. It is methodical and precise. In the Navy, a single communication error could have life-threatening consequences or damage national credibility. That mindset never leaves you.
Is there a situation from your time on the USS Harry S. Truman when you lead sailors who were afraid?
During the Persian Gulf War, we got the call to prepare for an attack. My chiefs and I split roles: one played “bad cop” to enforce readiness, I was “good cop” to steady nerves. I created a distraction—spades, darts, noise, camaraderie—to move their minds out of panic and back into team focus. We reminded them of the mission and their training. We made it through. The lesson: regulate the room before you try to regulate the plan.
As a Black woman CEO and technologist, what’s non-negotiable and transferable across any industry?
Subject-matter excellence. Do not frame me first by gender or race—treat me as the expert I am. Stay curious, keep learning, certify, and sharpen your craft. That credibility travels anywhere.
Do you have any words for leaders hearing “no” more than “yes”?
“No” is my vitamin. It fuels me. No one controls your dream but you.
Five Practical Strategies For Channel Leaders And MSP/MSSP Teams
- Operationalize Calm
Create a crisis cadence before you need it: roles, comms channels, escalation trees, and a two-minute “calm the room” drill. When chaos hits, people follow the ritual you already practiced. - Storyboard Decisions
For major changes or high-risk work, build a one-page storyboard: objective, dependencies, failure points, comms plan, and rollback. Do a quick dry-run. Decide, then execute. - Treat Every Ticket Like It Touches The Mission
Adopt a “mission-impact” checkbox in your PSA: data sensitivity, business criticality, and downstream exposure. This reframes “routine” as risk-aware and improves prioritization. - Build SME Depth, Not Just Coverage
Make SME pathways visible: rotating labs, cert budgets tied to milestones, and brown-bag briefs where engineers teach peers. Expertise earns trust with clients and resilience under pressure. - Train For Psychological Readiness
Pair technical drills with pressure drills: time-boxed troubleshooting, radio-style comms discipline, and after-action reviews focused on clarity, not blame. Confidence is a trained muscle.