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Communicating the Strategic Importance of Continuous Controls Monitoring to the Board: A Guide for CISOs

Its well documented that Boards are now placing a greater focus on reviewing and analysing budget spend for cyber security teams. So, in order for CISO’s to effectively communicate the significance and value of implementing a technology such as Continuous Controls Monitoring (CCM), it’s imperative that they articulate this through a strategic lens rather than purely from a security perspective.

This will include presenting continuous controls monitoring as a vital component not only to the organisation’s security posture, but how ultimately, that presents business-wide protection, emphasising its proactive role in identifying and mitigating risks, ensuring continual compliance, and safeguarding the organisation against potential financial and reputational devastating impacts. Framing continuous controls monitoring as the adaptive, proactive answer to today’s organisational challenges, CISO’s can underscore its contribution to a more resilient and secure business operations – to obtain that Board-level support.

What’s changed? Why the shift for Boards to place the magnifying glass on IT technology spend?

Cost is a key driver: IT spend consumes a significant proportion of a company’s budget. More than ever in the current economy. Boards are keen to ensure that these expenditures are optimised and provide value for money. Analysing IT spend helps identify opportunities for cost reduction, efficiency improvements, and better resource allocation.

The strategic importance of IT: IT underpins the entire organisations operations and its infrastructure drives strategic objectives. Therefore, IT spend has to align with the overall business strategy.

Risk Management: It’s of no surprise that risk management is becoming increasingly more challenging – cyber security threats, data breaches to name but a few. Boards now analyse IT spend to assess the organisations readiness to mitigate and manage any threats they face, so investment in security and risk management tech must align to the overall objectives of protecting the business.

Governance, Risk and Compliance: Compliance is evolving at an alarming rate and its imperative organisations have robust procedures to ensure they are continuously compliant to their regulatory framework. Any IT tech spend must be able to demonstrate that it will support this initiative.

ROI is never more important: Boards want to know now that whatever investments are being made in IT, has been analysed and assessed on business performance, revenue growth and customer satisfaction and protection. This evaluation is integral for making informed decisions about IT tech investments.

The Digital Transformation: Companies continue to engage in digital transformation to remain competitive, so Boards need to understand how IT resources are being allocated to realise these goals. This allows organisations to remain innovative and agile for the future.

How can CISO’s articulate the value of Continuous Controls Monitoring to Board Executives?

Continuous Controls Monitoring, despite being a technology with a decade-long presence, is still in the early stages of adoption by businesses, with many organisations yet to fully grasp its potential and the benefits it can bring to their operations. Whilst knowledge around what CCM can do is certainly growing amongst CISO’s, at Board level you can expect little to be known about it.

So, when trying to deliver the value to Board, it can be easy to focus on the functionality of the platform: Continuous monitoring, cyber risk quantification, alignment to frameworks for compliance monitoring. But really that’s just for the cyber and risk teams to understand and benefit from. Take the message one step further and extrapolate the overall business value that CCM brings and the strategic advantages it provides for organisations.

The Top 8 Values of Continuous Controls Monitoring to demonstrate at Board Level

CISO’s need to be strategic in their thinking to secure their investments for CCM.

Our top 8 would be:

Time Savings: Continuous Controls Monitoring automates the monitoring process, reducing the time and effort required for manual control assessments. This leads to increased operational efficiency for teams to focus on more strategic tasks.

Cost Savings: Identifying control failures or anomalies early prevents financial losses due to errors, fraud, or non-compliance. As information is delivered in real-time, with the option of upstream ticketing to relevant teams, not only speeds remediation processes but means the likelihood of cyber-attacks and risks to be brought to significantly reduced.

Operational Resilience: Automation and monitoring of business processes reduces issues, and highlights areas in need of improvement and works to pull disparate teams together to enhance operations and reduce issues and risk.

Cyber Security as a system: CCM integrates every tool used for cyber defences into a single orchestration layer turning individual technologies into a single unified set of defences working together significantly increasing the effectiveness of each tool.

Compliance efficiency: CCM automates compliance requirements enabling continuous compliance against any regulation or set of KPIs. Meaning you can be assured your organisation is compliant with evidence-based reports.

Reputation Management:  Avoiding financial scandals, fraud, or data breaches helps protect the organisation’s reputation. A positive reputation can attract customers and investors, indirectly impacting the ROI by fostering trust.

Enhanced decision making: The availability of real-time, accurate information improves decision-making. This can have a positive impact on strategic planning and resource allocation, contributing to the overall effectiveness of the team.

Board reporting: Highly accurate, fully automated and engaging visuals for consistent exec reporting showing trending and historical data to demonstrate the effectiveness of your investments in a way the board can understand!

In conclusion, the ability of a CISO to effectively convey the significance of Continuous Controls Monitoring to the board is pivotal in fostering a comprehensive understanding of its value. By approaching this communication through a strategic lens and positioning CCM as an integral element within the organisation’s cyber security framework, CISOs can illuminate its critical role. This strategic communication not only strengthens the organisation’s resilience but also positions CISOs to secure valuable board-level support for the ongoing success of secure business operations.

To find out more about our Continuous Controls Monitoring platform click here.



Effectively Conveying Cyber Risks to Senior Board Executives

The number one risk to any business is ineffective cyber security because of the catastrophic implications on their reputational and financial status. However, it has become apparent that being able to effectively communicate that risk to Boards and senior executives within an organisation is becoming increasingly difficult,  leaving cyber security

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Mohamed Mohamud

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Juan Morales

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Luke Bakare

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Harman Singh Malhotra

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Jason Wilkes

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Annie Greenfield

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Will Tonge

Head of Recruitment -

Will has spent the last 9-years embedded in Cyber Security working with global, household names and innovative start-ups.

Passionate about bringing people and technology together, Will has worked in various settings, helping build high-growth organisations across multiple sectors. During this time, he has built an extensive network with access to some of the best talent out there.

Outside of QO, his young daughter keeps him well on his toes!

Shaun Barnes

DevOps Team Lead

Mark Hudson

Non-Exec Director -

Mark works with SMEs and charities to develop strategies to help them grow and access development capital. He is a NED, charity trustee and mentor to a wide range of people. His plural career started in 2017 after 16 years at pwc as a Deals partner working with large corporates and PE houses; at pwc he also ran the Retail and Consumer practice and was Chairman of the pwc UK Supervisory Board. Prior to pwc he was an executive director at Welcome Break and Iceland Group, and a partner at Bain and Company. He trained as an engineer at Imperial College and has an MBA from INSEAD. 

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Eamon Flavin

Non-Exec Director -

Eamon is a highly regarded and massively respected technology career professional as well as serial entrepreneur. He has started, grown and successfully taken to market three technology business.

Genuinely expert in technology, Eamon has enjoyed long-term working relationships with many of the world’s top companies and organisations in finance, banking, government, manufacturing, engineering, technology and the charities sector.

He draws on unparalleled contacts and experience and provides advice, solutions and recommendations, as well as helping respond to emergencies. Eamon has grown in-house and client teams and has a gift for hiring great people.

Peter Martin

Non-Exec Director -

Peter has the ability to do what many fail to and that is to consistently bring together highly professional teams and build a business environment that is supportive, agile, professional and where everyone enjoys coming into the office.

Bringing a unique blend of business acumen and technical knowledge to the role of non-exec director, Peter has already demonstrated his ability to bring an exceptional flair for dealing with complex situations with a clear, considered approach.

Personally, Peter brings humility and a strong moral compass to the team. His disarming and self-deprecating approach wins everyone over.

Anwen Haynes

Head of Marketing -

Anwen has worked in B2B and B2C marketing for over 20 years. From transforming end-to-end customer journeys in retail with strategic customer-centric plans to target driven focused strategies for B2B sales. With extensive experience in digital marketing including SEO, as well as Brand development, she loves to develop a cohesive approach to brand image and communications to drive and develop the business proposition and perception.

Alice Walker

Head of Customer Success -

Alice has worked in the IT industry for 20 years. Starting in Procurement, she moved into Software Asset Management before transitioning into Customer Success Management. Working across a variety of roles for different industries as both a customer and a service provider has given her a great understanding of what makes a great service. She has always been passionate about building and maintaining great customer relationships and helping her customers achieve their goals.

Owain Rowley

Lead Developer -

Owain has spent nearly a decade building software solutions and products within the cyber security sphere for the likes of government entities, large telecommunication companies, banks and card transaction companies.

This level of experience allows him to swiftly identify business and security processes that can be streamlined with automation, increase the efficiency of existing processes, as well as generate insightful data visualisations and models for members of an organisation at each different level.

Ami Penolver

Head of HR & Legal -

Ami is a finance sector career professional, with many years’ experience working in financial services, both in London and throughout the UK. In addition to financial control, she looks after HR and legal for the company.

Being a mother of two also equips her with the basic skills required to manage a senior team of management and technology consultants.

Ami’s sense of balance and perspective is an essential ingredient of the Quod Orbis culture.

Alastair Dickson

Commercial Director -

Alastair has spent the last 20 years working in Cyber Security and Risk Management. He is a passionate believer that security solutions should enable a business to take advantage of all the benefits of the digital world, while not putting the organisation’s data or productivity at risk.

Alastair has developed high-performing teams in some of the industry’s most competitive markets and launched new innovative technologies to market.

Being a rugby coach, and also having four sons at home, means he has lots of experience in keeping a passionate team in order but always has time for some fun!

Gary Penolver


Gary has 15 years’ experience in senior technology roles, and has already been closely involved in starting and taking two technology companies to market.

Totally comfortable with a fast-moving, state-of-the-art technical landscape, he helps his clients maintain and improve security and compliance.

He has a reputation for delivering pragmatic and easy to maintain solutions – business owners and managers enjoy knowing that the security and compliance is well managed and automated, properly instrumented and reported at a competitive cost point.

Honest, open, unflappable and very social, Gary is trusted by many household-name organisations to protect their, and their client’s data.

Martin Greenfield


Martin is an experienced technology and organisational transformation specialist and an excellent, proven leader and communicator in mission-critical operations, particularly in security technology.

Over the past 20 years, multi-billion pound commercial organisations, including global banks, utilities and major investment funds have trusted Martin to transform their operations to meet financial, operational and compliance targets.

Martin optimises operations, managing and transforming operational teams of between 50 and 500 people, to deliver the highest levels of audit compliance, risk management and financial efficiency.

Often working with other major consultancies and suppliers for new global corporate owners or management teams, Martin will help integrate and streamline operations on a global basis.

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