Compliance Consulting
ISO 27001, SOC 2, PCI DSS, and GDPR readiness and remediation.
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GRC
Cyber Security Risk Assessment Services in Pakistan
Quantitative and qualitative risk analysis tied to business impact.
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.
Types of Risk Assessment we deliver
Enterprise risk assessment
A full view across the organisation: assets, threats, existing controls and residual risk, ranked so it can drive a budget.
Asset and data classification
What you hold, where it lives and what it is worth. This is the step most programmes skip and then cannot do anything else properly.
Third-party and supply chain risk
Suppliers weighted by what they can actually reach, rather than one questionnaire for everyone from your database host to your office stationery vendor.
Cloud and migration risk
The risk introduced by a move to cloud, assessed before the move rather than after it.
Business impact analysis
What a given system being unavailable actually costs per day, which is how recovery priorities stop being guesses.
Regulatory risk mapping
Where your risk position leaves you against SBP, PTA, SECP, PISF, PCI DSS or ISO 27001 expectations.
How we do it
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1
Asset and process identification
What the business genuinely depends on — systems, data and the processes that would stop without them.
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2
Threat modelling
Credible threat actors for your sector and the techniques they are documented to use against organisations like yours.
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3
Vulnerability correlation
Existing assessment findings mapped onto those assets so risk reflects your real weaknesses.
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4
Impact analysis
Financial, operational, regulatory and reputational consequence of each scenario, sized with your stakeholders.
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5
Likelihood and scoring
Risks scored on an agreed matrix so they can be ranked and compared consistently.
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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
What Risk Assessment costs
Priced on the number of assets and processes in scope.
The figure depends on scope, so we quote one fixed price in writing before any work begins. These are the things that move it:
- How many assets and business processes — Risk is assessed against things that matter to the business, so the count of in-scope systems and processes sets the size.
- Qualitative or quantitative — A rated risk register is quicker. Putting financial figures against scenarios takes longer and is what a board or an insurer responds to.
- How many stakeholders are involved — Risk assessment is interview-heavy. Each department that owns a process is a conversation.
- Whether third-party risk is included — Assessing your suppliers is a separate exercise that scales with how many of them touch your data.
- Whether it produces a costed treatment plan — Naming risks is half the job. A prioritised, costed remediation plan is the half that gets budget approved.
Scope it to the systems that would stop the business if they failed. A register covering everything equally is the one nobody uses.
Where we deliver Risk Assessment
Risk assessment mixes remote document review with workshops and interviews that work better face to face. We run both across Pakistan, and from Multan the on-site days in southern Punjab come without travel loading on the quote.
Compliance relevance
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.
A structured evaluation of what could go wrong, how likely it is, what it would cost you, and what controls already reduce it. The output is a ranked list that lets you spend the next rupee where it removes the most risk, rather than on whatever was most recently in the news.
A penetration test asks whether a system can be broken. An audit asks whether your controls exist and operate. A risk assessment asks what matters most and what you should do first. It is the one that sets priorities; the other two measure against them.
We work to ISO 27005 and NIST SP 800-30 principles, adapted to the size of the organisation. A twenty-person software house does not need the process a bank needs, and applying one to the other produces a document nobody uses.
Two to six weeks for most organisations, longer for larger or multi-site operations. The limiting factor is almost always the availability of your own people for interviews, not our analysis time.
A risk register with each risk scored, owned and tied to a treatment decision, plus a prioritised remediation plan with realistic effort estimates. Delivered so it can be maintained by you afterwards, because a register that is only updated when consultants visit is not managing anything.
Annually at minimum, and after any significant change: a new system, a new market, an acquisition, or a major incident. Risk assessments age quickly because the organisation they describe keeps changing.
Priced on the number of assets and processes in scope. Beyond that the figure depends on scope — mainly how many assets and business processes, qualitative or quantitative and how many stakeholders are involved. We quote one fixed price in writing before any work begins, so the number does not move once the engagement starts. Scope it to the systems that would stop the business if they failed. A register covering everything equally is the one nobody uses.
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