| | |
|---|---|
| **Document ID** | CERG-GOV-JD-SECENG-007 |
| **Version** | 1.0 |
| **Status** | Approved |
| **Classification** | Public |
| **Owner** | Engineering Pillar Leader |
| **Parent Policy** | [`CERG-POL-001`](../../governance/CERG-POL-001_Cybersecurity_Policy.md) - Cybersecurity Policy |
| **Review Cycle** | Annual |
| **Frameworks** | NIST SP 800-181r1 (NICE) |
| **Regulations** | Cross-cutting |
| **Environments** | All CERG-managed workforce |

---

# Engineering Pillar Leader

**Job Family:** JF-SECENG — Security Engineering
**Job Level Range:** L1-L4 (CERG Grade S1-S4)
**CERG Canonical Role:** Engineering Pillar Leader ([CERG-GOV-OM-001](../../governance/CERG-GOV-OM-001_CERG_Operating_Model.md) §6.1)

---

## 1. Role Summary

The Engineering Pillar Leader is accountable for the Cyber Engineering pillar: the internal security consulting practice that embeds engineers in projects from concept through production. They own project intake, reference architecture, and the secure build of the estate. They lead a team of domain-specialist engineers (Cloud, Identity, OT, Application, Endpoint, Cryptography) and ensure that every system going live has been reviewed, hardened, and handed off with a known security posture.

## 2. NICE Workforce Framework Mapping

| Mapping Level | NICE Work Role | NICE Work Role ID | NICE Work Role Category |
|---------------|----------------|-------------------|-------------------------|
| Primary | Executive Cyber Leader / Security Architect | OG-WRL-001 / SP-ARC-001 | OV / SP |

**NICE Work Role Definition:** See [JF-002](../CERG-GOV-JF-002_NICE_Workforce_Framework_Crosswalk.md) for the official NICE Work Role definition and complete CERG-to-NICE mapping. The NICE TKS database is available at https://www.nist.gov/nice/framework/.

## 3. Job Family & Level Placement

| Family | JF-SECENG — Security Engineering |
|--------|---------------------------|
| Level Range | L1 through L4 |
| CERG Grade Range | S1-S4 |
| Terminal Grade | S4 — see [JA-001 §7](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md) for details |
| Track | SME |

## 4. Key Responsibilities

### 4.1 Core Responsibilities (All Grades)

- Own the Engineering pillar's strategy, delivery, budget, and talent - Govern the project intake and architecture review process, ensuring every material project receives appropriate security engagement - Maintain reference architecture authority for cloud, identity, OT, application, endpoint, and cryptography domains - Lead the pre-production review function and ensure go-live decisions are security-informed - Develop and maintain the technical standards authored by Engineering (configuration, resilience, cryptography, secure development, asset management, network, endpoint, AI, email security) - Align engineering resources to business verticals and ensure engineers develop genuine fluency in the systems they support - Resolve software risk-tier disputes and architectural disagreements within the pillar - Develop the Engineering leadership bench and manage team health, retention, and growth - Report Engineering posture, project portfolio status, and key risks to the CISO - Coordinate with Risk and Governance pillars to ensure threat intelligence feeds architecture decisions and standards are implementable

### 4.2 Grade-Level Responsibility Differentiation

Grade-level responsibility differentiation for this role is defined in [JA-001 §7](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md) (Role-to-Grade Mapping). The grade definitions (S1-S4 SME Track, M1-M4 Management Track) and leveling dimensions are in [CERG-GOV-JA-001](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md) §4-5. Behavioral anchors at each grade are in [CMP-001](../../governance/CERG-GOV-CMP-001_Competency_Model_and_Behavioral_Anchors.md).

## 5. Required Knowledge, Skills, and Abilities (KSAs)

### 5.1 Domain Expertise

- Broad and deep cybersecurity engineering expertise across multiple domains (cloud, identity, application security, or OT) - Architecture and design review leadership: ability to evaluate complex system designs for security adequacy - People leadership: demonstrated ability to lead, develop, and retain a team of senior technical engineers - Program management: ability to manage a portfolio of 50+ concurrent project engagements - Cross-functional collaboration: ability to work effectively with IT, OT, business, and vendor engineering teams - Budget and vendor management: experience with security tooling procurement and vendor relationship management

### 5.2 Technical Skills

Technical skills for this role are documented in the original JD-001 content extracted into this file (see §5.1 Domain Expertise). Additional technical skill definitions aligned to NICE Skill Statements are maintained in [JF-002](../CERG-GOV-JF-002_NICE_Workforce_Framework_Crosswalk.md).

### 5.3 CERG-Specific Knowledge

CERG-specific knowledge requirements for this role are defined in [OM-001 §6](../../governance/CERG-GOV-OM-001_CERG_Operating_Model.md) (Canonical Role Roster) and [RAC-001 §7](../../governance/CERG-GOV-RAC-001_Consolidated_Roles_and_RACI_Instrument.md) (Role Descriptions). See §12 (Related CERG Documents) for the complete list of standards and procedures relevant to this role.

## 6. NICE TKS Statement References

The following Task, Knowledge, and Skill statements are extracted from the NIST NICE Framework v2.2.0 Work Role [OG-WRL-007 — Engineering Pillar Leader primary mapping] and filtered by relevance to this CERG role. The full TKS database is maintained at https://www.nist.gov/nice/framework/.

| NICE TKS Type | Statement ID | Statement Summary | Relevance to This Role |
|---------------|-------------|-------------------|------------------------|
| Task | T1342 | Oversee policy standards and implementation strategy development | Core work activity for this NICE Work Role |
| Task | T1476 | Promote awareness of cybersecurity policy and strategy among management | Core work activity for this NICE Work Role |
| Task | T1906 | Establish a cybersecurity risk management program | Core work activity for this NICE Work Role |
| Task | T1056 | Acquire resources to support cybersecurity program goals and objectives | Core work activity for this NICE Work Role |
| Task | T1036 | Integrate leadership priorities | Core work activity for this NICE Work Role |
| Knowledge | K0675 | Knowledge of risk management processes | Foundational knowledge for this role |
| Knowledge | K0818 | Knowledge of new and emerging cybersecurity risks | Foundational knowledge for this role |
| Knowledge | K0820 | Knowledge of supply chain risks | Foundational knowledge for this role |
| Knowledge | K1079 | Knowledge of web application security risks | Foundational knowledge for this role |
| Knowledge | K1209 | Knowledge of risk mitigation principles and practices | Foundational knowledge for this role |
| Skill | S0406 | Skill in developing policy plans | Core capability for this role |
| Skill | S0686 | Skill in performing risk assessments | Core capability for this role |
| Skill | S0707 | Skill in developing comprehensive cyber operations assessment programs | Core capability for this role |
| Skill | S0708 | Skill in executing comprehensive cyber operations assessment programs | Core capability for this role |
| Skill | S0821 | Skill in collaborating with internal and external stakeholders | Core capability for this role |

> **Full TKS Reference:** The complete TKS statement set for the primary NICE Work Role (OG-WRL-001 → OG-WRL-007) is in the NICE Framework Components v2.2.0 dataset ([download](https://csrc.nist.gov/csrc/media/Projects/cprt/documents/nice/v2-2-0_nf_components.json)). JF-002 contains the complete CERG-to-NICE crosswalk with secondary role mappings.

## 7. Typical Qualifications

### 7.1 Education

- 15+ years in cybersecurity or IT, with 8+ years in security engineering or architecture leadership - 5+ years of people management at increasing scope - Bachelor's degree in a relevant technical field; advanced degree preferred - Relevant certifications: CISSP, CCSP, SANS GIAC, or equivalent

### 7.2 Certifications

Certifications for this role are defined in [TRN-001 §3](../../governance/CERG-GOV-TRN-001_Training_Development_and_Certification_Framework.md) (Certification Matrix). The matrix specifies Required, Recommended, and Aspirational certifications per role and grade.

### 7.3 Experience

Typical experience ranges by grade are defined in [JA-001 §4-5](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md). See §7.1 (Education) above for education requirements.

## 8. Key Performance Indicators (KPIs)

KPIs for this role are defined in [MTR-001](../../governance/CERG-GOV-MTR-001_Metrics_Dashboard_and_Reporting.md) (Metrics, Dashboard, and CISO/Board Reporting). KPI allocation by job family and grade-level thresholds are documented in [PERF-001](../../governance/CERG-GOV-PERF-001_Performance_Management_and_Promotion_Framework.md). Each role's evaluation criteria are embedded in the per-role JD document structure defined by [JF-001](../CERG-GOV-JF-001_Job_Families_Overview.md).

## 9. Competency Expectations by Grade

Competency expectations for this role follow the Engineering pillar behavioral anchors from [CERG-GOV-CMP-001](../../governance/CERG-GOV-CMP-001_Competency_Model_and_Behavioral_Anchors.md) with the addition of the Management Track Competency Addendum ([CERG-GOV-CMP-001](../../governance/CERG-GOV-CMP-001_Competency_Model_and_Behavioral_Anchors.md) §7) for leadership-specific domains: People Leadership, Strategic Thinking, Resource and Budget Management, Stakeholder Management, and Organizational Development.

| Competency Domain (CMP-001) | L1 Expectation | L2 Expectation | L3 Expectation | L4 Expectation |
|-----------------------------|----------------|----------------|----------------|----------------|
| Technical Depth | Executes assigned engineering tasks (IaC module, configuration change, architecture review checklist item) from established procedures. Recognizes when a task result does not match expected output and escalates with context. Learning the organization's technology stack: can name the major platforms, their purpose, and their security control points. | Owns a technology domain (e.g., AWS security, Azure AD, Kubernetes admission control). Designs and implements security controls independently within that domain. Performs architecture reviews in their domain and produces findings that require minimal rework from the reviewer. Authors and improves procedures for their domain. | Shapes the organization's technical security strategy in their domain. Designs reference architectures adopted by other engineers. Anticipates how changes in the technology stack will affect security posture before they land. Performs architecture reviews across domains with credibility. | Sets the technical bar for the entire Engineering pillar. Called upon for the hardest cross-domain problems. Represents the organization's engineering position to vendors, industry working groups, and regulators. Can step into any Engineering domain and contribute meaningfully within days. |
| Cross-Pillar Fluency | Understands that Risk and Governance pillars exist and can describe their basic functions. Reads vulnerability reports and compliance findings that affect their work. | Consumes Risk pillar output (vulnerability data, threat intelligence) and incorporates it into engineering decisions. Understands what Governance needs from Engineering for an audit and provides it without being chased. | Anticipates what Risk and Governance will need from an engineering decision before they ask. Participates in cross-pillar working groups as the Engineering voice. Can represent Engineering's position to a regulator or auditor without a Governance handler. | Operates fluently across all three pillars. Contributes to Risk assessments and Governance standards as a peer, not a guest. Is the person a pillar leader calls when a cross-pillar problem does not fit any procedure. |
| Risk Judgment | Follows the risk taxonomy when documenting findings. Can distinguish between a configuration drift alert that needs a ticket and one that needs an incident response page. | Independently assesses the severity and likelihood of findings in their domain. Assigns risk ratings that are consistent with the taxonomy and rarely adjusted by a senior reviewer. | Evaluates risk across domains and articulates the business impact in terms an executive can act on. Identifies compensating controls that reduce risk below what a pure vulnerability score would suggest. | Shapes the organization's risk appetite through technical judgment. Called upon by the CISO for independent risk assessments on material decisions. Their risk evaluation carries the same weight as a pillar leader's. |
| Communication | Writes clear ticket updates and status reports. Explains a technical finding to their immediate team without ambiguity. | Writes architecture review findings that a project manager or business owner can understand and act on. Presents technical topics to their pillar. Authors clear, usable procedures. | Represents Engineering in cross-functional forums with credibility. Writes decision memos that frame technical options in business terms. Presents to senior leadership and external stakeholders. | Communicates complex technical risk to the CISO, the board (as requested), regulators, and industry peers. Writes the organization's public technical positions. Represents the organization at conferences and in industry working groups. |
| Operational Discipline | Follows procedures correctly. Updates tickets and documentation when work is complete. Meets assigned SLAs. Admits when they do not know something rather than guessing. | Owns operational SLAs for their domain work streams. Ensures evidence is collected and stored per the evidence procedure. Improves procedures when they find gaps. Their work is consistently auditable without retroactive cleanup. | Designs procedures that are operationally sustainable, not just technically correct. Ensures the evidence trail for their domain is audit-ready at all times. Identifies and eliminates toil: automates repetitive operational tasks. | Sets operational standards for the pillar. Defines what "good" looks like for procedure compliance, evidence quality, and SLA management. Holds the pillar accountable to its own operational commitments. |
| Influence and Mentorship | Actively learns from senior engineers. Asks good questions. Shares what they learn with peers. | Onboards new Specialists without assistance. Peer-reviews code and configurations with constructive feedback. Their technical opinion is sought by other engineers in their domain. | Mentors Specialists and Sr. Specialists across domains. Leads technical initiatives without formal authority. Their architectural recommendations are rarely overruled. | Shapes the development of the entire Engineering team. Sets the technical bar through their own work and their mentoring. Influences hiring profiles, team composition, and organizational design. |
| Compliance and Regulatory Literacy | Knows which regulatory frameworks apply to their organization. Can describe the security implications of the major ones (NERC-CIP, CMMC, SOX) at a high level. | Understands the specific regulatory requirements that affect their domain. Can explain to an auditor how a control they implemented satisfies a regulatory requirement. | Anticipates regulatory implications of engineering decisions. Advises project teams on compliance requirements before design is complete. Represents Engineering in regulatory audits without a Governance chaperone. | Contributes to the organization's regulatory strategy. Engages with regulators on technical matters. Shapes standards so that compliance is a byproduct of good engineering, not a separate activity. |
| Continuous Learning | Completes assigned training. Pursues foundational certifications relevant to their domain. Learns the organization's technology stack. | Maintains current certifications. Stays current on developments in their domain. Shares what they learn with the team. | Pursues advanced certifications. Contributes to the team's knowledge base through documented research, brown-bag sessions, or internal training. Evaluates new technologies for organizational adoption. | Recognized externally for expertise. Shapes the organization's technology and certification roadmap. The person other engineers go to when they need to understand an emerging technology or threat. |

> **Full Reference:** See [CERG-GOV-CMP-001](../../governance/CERG-GOV-CMP-001_Competency_Model_and_Behavioral_Anchors.md) for the complete competency model, including the Management Track addendum (§7) and guidance on using the model for hiring, development, and promotion (§8).

## 10. Success Profile

An Engineering Pillar Leader is successful when the engineering organization is delivering security outcomes reliably, sustainably, and measurably. Key indicators: the team's standards are published, adopted, and enforced; architecture reviews are completed within SLA with no systemic finding patterns; team members can articulate their growth trajectory; the pillar's evidence is audit-ready without fire drills. The leader is trusted by the CISO to set technical direction and by the team to advocate for the resources and conditions they need to succeed.

## 11. Career Path

### 11.1 Within-Family Progression

Within JF-SECENG, the Engineering Pillar Leader is the M4/Director family leadership role. Typical feeder paths are S4 Principal Engineer or Sr. Advisor roles, M3 Engineering Manager roles, or equivalent external security engineering leadership. Growth within this role is measured by Engineering pillar maturity, quality of reference architectures and standards, delivery through managers and senior engineers, cross-pillar trust, and contribution to CISO-level strategy. Next-step movement is generally toward CISO or broader technology/security executive accountability, not a higher CERG grade.

---

### 11.2 Cross-Family Movement

Cross-family movement options are defined in the [Family-to-Family Career Lattice (JF-001 §4)](../CERG-GOV-JF-001_Job_Families_Overview.md#4-family-to-family-career-lattice). The Left-Right Knowledge Model ([FRM-001 §9.2](../../governance/CERG-GOV-FRM-001_CERG_Framework.md)) and cross-training expectations ([OM-001 §10.4](../../governance/CERG-GOV-OM-001_CERG_Operating_Model.md)) operationalize cross-family career movement.

### 11.3 Management Track Option

At L3+ (SME track), a Management track option may be available per [CERG-GOV-JA-001](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md) §8.1 (SME to Management Transition). Readiness indicators include: consistently sought out for guidance by junior team members, leading cross-functional initiatives without formal authority, and communicating clearly with non-technical stakeholders. The transition is a track change, not a grade promotion — an S3 Advisor moving to M1 Manager carries their technical credibility into the management role. Management competencies are defined in [CERG-GOV-CMP-001](../../governance/CERG-GOV-CMP-001_Competency_Model_and_Behavioral_Anchors.md) §7. See [CERG-GOV-JA-001](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md) §5 for Management grade definitions (M1-M4) and §9 (Span of Control and Team Design) for when to create a management role.

## 12. Related CERG Documents

| Document | ID | Relevance |
|----------|-----|-----------|
| Operating Model | [`CERG-GOV-OM-001`](../../governance/CERG-GOV-OM-001_CERG_Operating_Model.md) | Canonical role name; pillar structure |
| RACI Instrument | [`CERG-GOV-RAC-001`](../../governance/CERG-GOV-RAC-001_Consolidated_Roles_and_RACI_Instrument.md) | This role's accountability assignments |
| Job Architecture | [`CERG-GOV-JA-001`](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md) | Grade definitions; progression criteria |
| Competency Model | [`CERG-GOV-CMP-001`](../../governance/CERG-GOV-CMP-001_Competency_Model_and_Behavioral_Anchors.md) | Full behavioral anchors |
| Performance Framework | [`CERG-GOV-PERF-001`](../../governance/CERG-GOV-PERF-001_Performance_Management_and_Promotion_Framework.md) | Performance review cadence and calibration |
| Training Framework | [`CERG-GOV-TRN-001`](../../governance/CERG-GOV-TRN-001_Training_Development_and_Certification_Framework.md) | Certification matrix |
| Job Families Overview | [`CERG-GOV-JF-001`](../CERG-GOV-JF-001_Job_Families_Overview.md) | Family structure and level definitions |
| NICE Crosswalk | [`CERG-GOV-JF-002`](../CERG-GOV-JF-002_NICE_Workforce_Framework_Crosswalk.md) | NICE Work Role mapping |

---

## 13. Document Control

| Field | Value |
|---|---|
| **Document ID** | CERG-GOV-JD-SECENG-007 |
| **Version** | 1.0 |
| **Status** | Approved |
| **Effective Date** | 2026-06-11 |
| **Classification** | Public |
| **Owner** | Engineering Pillar Leader |
| **Approved By** | CISO |
| **Parent Policy** | [`CERG-POL-001`](../../governance/CERG-POL-001_Cybersecurity_Policy.md) - Cybersecurity Policy |
| **Review Cycle** | Annual |
| **Next Scheduled Review** | 2027-06-11 |
| **Frameworks** | NIST SP 800-181r1 (NICE) |
| **Regulations** | Cross-cutting |
| **Environments** | All CERG-managed workforce |

### Revision History

| **Version** | **Date** | **Author** | **Change Summary** |
|---|---|---|---|
| 1.0 | 2026-06-11 | Governance Pillar Leader | Initial release. Extracted from monolithic JD-001 into enhanced per-role format with NICE mapping, KPI sections, and competency anchor sections. |

### Review Triggers

- Change to this role's definition in [CERG-GOV-OM-001](../../governance/CERG-GOV-OM-001_CERG_Operating_Model.md) §6.1
- Change to this role's NICE Work Role mapping in JF-002
- Change to this role's grade range in [CERG-GOV-JA-001](../../governance/CERG-GOV-JA-001_Job_Architecture_and_Grade_Framework.md) §7
- Direction from the CISO

Governance owns this document. The Governance Pillar Leader (Policy & Standards) is responsible for initiating reviews, managing the revision cycle, and obtaining approval for all changes.

### Related Documents

| **Document** | **ID** | **Relationship** |
|---|---|---|
| Cybersecurity Policy | [`CERG-POL-001`](../../governance/CERG-POL-001_Cybersecurity_Policy.md) | Parent policy |
| Job Families Overview | [`CERG-GOV-JF-001`](../CERG-GOV-JF-001_Job_Families_Overview.md) | Family structure and level definitions |
| NICE Crosswalk | [`CERG-GOV-JF-002`](../CERG-GOV-JF-002_NICE_Workforce_Framework_Crosswalk.md) | NICE Work Role mapping |
