GRC

Risk Assessment

Quantitative and qualitative risk analysis tied to business impact.

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What it is

Security spending only makes sense against a clear picture of what you are protecting and what would actually hurt. We identify your critical assets, model credible threats against them, and quantify the resulting risk so decisions about budget and priority can be argued from evidence.

How we do it

  1. 1

    Asset and process identification

    What the business genuinely depends on — systems, data and the processes that would stop without them.

  2. 2

    Threat modelling

    Credible threat actors for your sector and the techniques they are documented to use against organisations like yours.

  3. 3

    Vulnerability correlation

    Existing assessment findings mapped onto those assets so risk reflects your real weaknesses.

  4. 4

    Impact analysis

    Financial, operational, regulatory and reputational consequence of each scenario, sized with your stakeholders.

  5. 5

    Likelihood and scoring

    Risks scored on an agreed matrix so they can be ranked and compared consistently.

  6. 6

    Treatment planning

    For each significant risk: mitigate, transfer, avoid or accept — with the cost of each option stated.

What's included

  • Asset and dependency mapping
  • Sector-specific threat modelling
  • Impact sizing with your stakeholders
  • Consistent, defensible risk scoring
  • Treatment options with costs attached
  • Board-ready risk register

Who needs it

  • Leadership teams deciding where security budget goes
  • Organisations building or refreshing a risk register
  • Businesses facing a new regulatory or contractual obligation

Deliverables

  • Risk register in a format you can maintain
  • Threat scenarios relevant to your sector
  • Heat map for board reporting
  • Treatment plan with owners and target dates

Compliance relevance

ISO 27005NIST RMFISO 27001GDPR

Frequently asked questions

Partly. The threat and vulnerability input is technical, but the impact and likelihood work is a business conversation and needs people who understand the operation, not just the infrastructure.
Someone who owns each critical process, plus finance for impact sizing and a leadership sponsor who can accept risk on the organisation's behalf.
Annually as a baseline, and after any material change — a new product, an acquisition, a significant incident or a new regulatory obligation.

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