COVID-19 deepened the interface between health and security, making information the decisive currency of collaboration. This paper foregrounds the “confidentiality–utility dilemma”: how health and security communities—each premised on strict secrecy in distinct operational contexts—can share information without undermining the other side’s core values. We argue that purposeful managerial design is both necessary and feasible. First, we address the structural limitations of global rule-making and the concomitant drift toward diversification of sources and strengthened capabilities to uncover hidden information that renders security-sector actors increasingly relevant. Drawing on previous assessments and cases, we reformulate the importance of three managerial levers: (1) organizational and structural interventions including two-tier arrangements; (2) tiered classification and de-identification that embed share-by-design access controls for both health and security data; and (3) joint investigations and co-analysis, exemplified by UN-SGM (United Nations Secretary-General’s Mechanism)-type mechanisms, which can act as clearinghouses by enabling full sharing within the team while preserving external neutrality.