Your board is now accountable for cyber risk. NIS2 places obligations directly on the management body, DORA does the same for financial entities, and directors face personal consequences where oversight fails. We build the governance structures, reporting, and board capability that make that accountability workable.
Security decisions are being made across your organisation every week, but nobody can say who is accountable for them or how they escalate.
Governance structures, decision rights, accountability models, policies, committee mandates, reporting lines, and escalation routes, designed around how your organisation actually works.
Your board is expected to oversee cyber risk and cannot currently show how it does so.
Assessment of board responsibilities, the quality of reporting and challenge, risk ownership, and oversight arrangements, with a practical improvement plan.
Your directors carry personal accountability under NIS2 and DORA and have never rehearsed the decisions an incident would force on them.
Focused sessions on accountability, risk appetite, critical services, incident decisions, and regulatory expectations, built for directors.
Your board packs are full of security data and empty of decisions.
Board dashboards, key risk indicators, control effectiveness indicators, thresholds, and concise risk narratives that tell your board what it needs to decide.
Your board, risk committee, or CISO needs a continuing senior counterpoint they can call on between the set-piece reviews.
Continuing senior advice to boards, risk committees, executives, or CISOs. A defined advisory relationship with a named adviser, held at arm's length from your operational structure.
Both engagements are clearly bounded, involve your board or executive team directly, and end with actions the management body can own.
An assessment of how your board oversees cyber risk today, and what would need to change for that oversight to satisfy directors, auditors, and regulators.
A scenario built around your critical services, run with the executives who would own the real decisions. It tests how they decide, escalate, and communicate under pressure.
The reviews and exercises above are bounded engagements. The adviser relationship is the continuing one: a named senior adviser to the board, a committee, an executive, or the CISO, with a remit and cadence agreed at the start.
This is often compared with a virtual CISO service. The two are different. A virtual CISO operates the security function; our adviser deliberately holds no operational role, no budget, and no team, because independence is the point. The adviser exists to give the people accountable for cyber risk a senior counterpoint that does not report into the structure it is advising on.
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