SPOTLIGHT: Van Ha Le, CYBERSECURITY RISK SERVICES (CRS) Manager

As an industry-leading firm that has provided Federal agencies with financial and cybersecurity services for over 4 decades, Williams Adley understands that providing excellent service begins with cultivating an excellent team of professionals with the knowledge and dedication to meet and exceed the needs of our clients. We take pride in supporting the career goals of our many bright and motivated personnel, and we are committed to fostering the next generation of leaders. Van Ha Le, recently promoted to Manager withing our Cybersecurity Risk Services (CRS) Practice, is one such leader who has been a critical part of our success since joining the firm in 2018. Read our new interview with Van below to learn more about her cybersecurity expertise as well as her growth as a Future Leader.

Van Ha Le, Cybersecurity Risk Services Manager

As a graduate of Williams Adley’s Future Leaders Program and a recipient of the firm’s 2023 Achievement Award, what has your trajectory to success been like? What do you feel has been most beneficial in building up your skillset, and what is your vision for the future as you continue evolving as a leader? 

First and foremost, I believe that everyone defines success differently. A couple years ago, I saw success as securing a job I was passionate about—one that made me excited to start each day. However, I have come to realize that true success lies in finding a sense of purpose in what you do, putting forth your best effort, and witnessing your growth along the way.

What has been most beneficial in building my skillset is tenacity—the ability to stay persistent and push through challenges despite obstacles. Throughout my journey, I have consistently pushed myself to step outside my comfort zone, seek feedback, and refine my approach. I have made plenty of mistakes along the way, but with the tremendous support of my mentors and colleagues, I have been able to focus on learning and improving. As I continue evolving as a leader, my vision is to foster an environment where growth and collaboration are at the core. I want to inspire others to embrace challenges, think critically, and continuously develop their own skill sets—just as my mentors have done for me.

You have served on some of our FISMA and FISCAM audits for the last 5 years, frequently taking on taking on supervisory and leadership roles. Over the years, how have you seen Williams Adley continually develop its service to stay ahead of the curve and deliver value to our clients, especially in response to ever-changing Federal regulations and cybersecurity threats? And what has it been like to take a leading role in implementing these strategies? 

I joined the firm as a fresh college graduate in 2018, back when the Cybersecurity Risk Services (CRS) Practice operated under a different name and was half its current size. Over the years, I have witnessed immense growth within the firm—not just in size but also in how we continuously evolve to better serve our clients amid the ever-changing federal regulatory landscape. One of the ways we have done this is by proactively adapting to shifting Federal regulations and refining our audit methodologies to provide greater value to our clients. With guidance from industry experts, we have tailored various audit programs to meet the unique needs of specific agencies, focusing on high-risk areas to strengthen cybersecurity postures and regulatory compliance.

One example of this was our response to NIST Special Publication 800-53 Revision 5, which introduced significant updates to security and privacy controls for federal information systems. Many agencies, including agencies that we work with, faced challenges with transitioning from Revision 4 to the expanded control set, which placed greater emphasis on supply chain risk management and enhanced privacy protections. Leading FISMA and FISCAM audits for these agencies, I worked closely with my team to develop tailored procedures for the new control families. By identifying implementation gaps and providing targeted recommendations, we helped the agency prioritize key areas to integrate the new requirements.

Being at a smaller firm gave me the opportunity to take on these critical tasks early in my career. This exposure allowed me to truly understand the power of planning an audit from start to finish and the impact of a well-executed engagement. Taking on a leading role in implementing these strategies has been both rewarding and challenging. It requires staying well-versed in different compliance requirements to ensure we provide high-quality, impactful recommendations to our clients. I definitely remember spending countless hours researching technical terms from new regulations. But looking back, those moments strengthened my ability to adapt and learn, ultimately building a solid foundation for my growth.

In your role as a leader on these engagements, you have been responsible for maintaining client relationships and establishing effective communication. What have you found to be most important for understanding a client’s needs and ensuring that we deliver to their expectations? How have you seen clear and consistent communication—at all stages of the engagement—result in exceptional performance? 

In my experience, managing the client is one of the most challenging aspects of project management. It goes beyond simply executing tasks outlined in the contract—it is about delivering added value by truly understanding the client’s expectations and ensuring we can meet and exceed them. As an introvert, I am continually working on ways to enhance my communication with clients. However, with the guidance of my mentors and managers, I have learned that transparency is key. Keeping clients informed of progress during status meetings, obtaining mutual understanding, and proactively addressing concerns have all been instrumental in building trust and maintaining strong relationships.

Even though “auditors” can sometimes be perceived as enforcers or punishers, I have seen clients become much more open and receptive when we approach engagements with genuine care. By focusing on how the audit can enhance security and mission achievement—rather than just presenting a list of findings and recommendations—we build stronger relationships and create an environment where clients see us as partners in their success rather than just evaluators. I believe this approach has contributed to our various long-term contracts.

You have also worked on one of our SSAE 18 Examinations for the last 6 years, and are currently serving as a Team Lead. How has working on this engagement enriched your skillset and helped you develop as a leader? What has been the most rewarding or educational part of this work? 

This is another aspect of my work that makes me grateful to work at a smaller firm. The SSAE 18 Examination was the second type of engagement I was exposed to in my second year at Williams Adley, giving me early hands-on experience in a complex audit environment. It allowed me to gain a deeper understanding of a complex entity, strengthen my ability to coordinate with multiple stakeholders across various geographic locations, and navigate tight deadlines—all while maintaining the highest standards of quality and compliance.

It certainly has its challenging moments, especially when the timeline coincides with FISMA audits, but one of the most rewarding aspects of this work has been the ability to apply and assess my technical knowledge in real-world scenarios. While FISMA and SSAE 18 engagements differ, there is significant overlap in evaluating risk management, control design, and compliance. Having experience in both has provided me with a strong technical foundation to navigate complex audit requirements with greater confidence. I remember one specific instance when our SSAE 18 team encountered deficiencies in a client’s user access controls—an area also covered under FISMA compliance. Drawing on familiarity with identity and access management (IAM) controls from FISMA audits, our team was able to analyze the root causes, identify control weaknesses, and provide targeted recommendations to enhance the client's current processes. This cross-disciplinary perspective helped me realize the importance of strong internal controls and risk management, along with their direct impact on the client’s operations.

Your expertise is quite broad—while you are part of our Cybersecurity Risk Services (CRS) Practice, you have recently been cross trained in our Consulting Practice and made some contributions there as well. How has supporting the firm from these two different vantage points helped you cultivate a unique perspective as a leader? How do you believe you can draw from these two specializations to deliver the superior client service Williams Adley is known for? 

I am truly grateful for the senior management’s support in providing me with the opportunity to explore a different role within the firm. This experience has allowed me to view engagements from two distinct perspectives—one as an external auditor and the other as an internal consultant. As an external auditor, my focus is on evaluating compliance, identifying risks, and ensuring that organizations meet regulatory requirements—an approach that demands objectivity, independence, and a structured assessment of internal controls. In contrast, as an internal consultant, I have the opportunity to take a more proactive and strategic role, working directly with the client to develop processes, improve efficiencies, and implement solutions tailored to their specific needs.

Having experienced both perspectives, I believe this dual exposure allows me to better understand an agency’s growing pains, guiding me towards a more collaborative approach. This further reinforces my stance on the importance of open and transparent communication in building a strong, lasting relationship. I honestly believe that serving our clients with a genuine commitment to their success is what sets us apart.

You are also on the Board of Directors of the Williams Adley Foundation, our firm’s recently established nonprofit created to give back to our communities, across the nation as well as here in DC. What are your hopes, or your vision, for what the Foundation can accomplish? Is there any particular way that your client-facing work will inform your approach to helping those in need? 

Serving on the Board of Directors for the Williams Adley Foundation has been an incredibly meaningful experience. I am a firm believer that small changes can create ripple effects, leading to a greater change. When I first learned about the firm’s commitment to altruism and giving back, I was ecstatic to be part of the process. My hope for the Foundation is that it continues to grow into a lasting force for positive change—one that not only provides financial support but also fosters meaningful connections between our firm and the communities we serve. I want the Foundation to become a bridge for employees who have the desire to give back but may not yet know how to do so. By creating opportunities for engagement, we can inspire more people to take action, potentially sparking a chain of positive changes that make our world a slightly better place.

My client-facing work has reinforced the importance of understanding the unique challenges different organizations face. Just as every client has distinct needs that require tailored solutions, I believe the Foundation also takes a similarly thoughtful and strategic approach. By leveraging our employees and considering their philanthropic wishes, I hope to help shape initiatives that address real needs and create long-term benefits for the communities we serve.

Finally, as a Future Leader of the firm, what do you believe is the greatest strength of Williams Adley? What part of Williams Adley’s growth over the next few years are you looking forward to the most? 

I believe Williams Adley’s greatest strength is its culture of collaboration and investment in its employees. From the very beginning of my journey here, I have experienced firsthand how the firm prioritizes not just professional excellence but also the well-being and growth of its people. Through the Future Leadership Program, I had the invaluable opportunity to regularly connect with each of the partners, discussing both professional aspirations and personal goals. This level of support from leadership and their genuine investment in my success has created an environment where I truly feel valued and empowered. I attribute my growth and success to the incredible individuals within the firm who have trained, mentored, and shaped me throughout the years. I hope to pay it forward by fostering this same culture of support for the next generation of professionals.

As the firm continues to grow, I am most excited to see how Williams Adley will navigate the changes in revenue, clients, and workforce dynamics—and to be a part of the process in tackling these opportunities. Additionally, I am eager to see the Williams Adley Foundation make an even greater impact, especially with increased support from both the firm and our employees.

Many thanks to Van for taking the time to tell us about her journey as a leader! If you would like to learn more about Williams Adley and the rest of our team, be sure to follow us on LinkedIn, X/Twitter, and Facebook.