Cybersecurity & Risk Strategy

The organisation has invested in security tools and can point to a policy document, but nobody at board level can answer what the actual exposure is, what it would cost if realised, or which of it has been consciously accepted rather than simply not noticed. Or a board is being asked to sign off spend it cannot independently assess.

We assess your risk posture against your actual exposure rather than a generic framework. We say which controls are proportionate, which are theatre, and where a real gap sits unaddressed. Then we put the technical risk in terms the board can weigh against everything else on its plate.

A written risk posture assessment stating what is exposed, what it would cost, and what is currently being accepted rather than managed. A prioritised set of recommendations sized to actual impact, not vendor enthusiasm. Board-ready reporting that survives being asked a direct question.

Security spend gets justified against real exposure rather than fear or fashion. The board can state, in its own words, what risk it is carrying and why.

Neil Catton, GCG's Chief Technology Officer, leads this work. A former chief information security officer, with security strategy experience across government, justice and financial services over 38 years in technology — from computer operator to Group CTO, by way of CTO for Home Affairs and Criminal Justice at Fujitsu UK.