Plans have not met reality
Documents name phases and roles, but responders have not practiced the decisions, handoffs, or evidence needs.
Open Cybersecurity · Build
Know who decides before an incident decides for you
Prepare leaders and responders to contain disruption, protect customers, and communicate clearly when a security event puts the business under pressure.
The business pressureName what must change.
Executive escalation is uncertain
Teams lose time deciding who can authorize containment, shutdown, notification, or recovery choices.
Dependencies are missing
Supplier contacts, recovery assumptions, legal inputs, communication routes, and business priorities surface during the event.
01 · What we deliver
What we build and leave working.
We begin with the risk or business result that must change. The engagement then produces technical work, named ownership, and evidence your team can keep using.
Readiness diagnostic
A review of plans, technical capability, contacts, decision authorities, communication paths, and priority scenarios.
Incident command structure
Defined command roles, escalation thresholds, executive authorities, meeting cadence, records, and handoffs.
Scenario playbooks
Action checklists, evidence needs, containment choices, dependencies, and escalation points for selected incident types.
Crisis communications pack
Draft inputs, approval routes, audience maps, contact lists, and fact gathering templates.
Evidence you can use
Evidence your team can use after delivery.
Each output identifies its source, owner, review point, and next action so the work stays traceable after handoff.
What you receive
- Readiness diagnostic
- Incident command structure
- Scenario playbooks
- Crisis communications pack
How it stays useful
- Source
- Current source material
- Owner
- Named owner
- Timing
- Relevant period
- Status
- Review status and decision
02 · The Open method
From business pressure to working security.
Four stages connect the immediate need to implementation. Each stage ends with a decision, an owner, and a visible output.
Frame
Define the business objective, key risks, stakeholders, current state, and evidence already available. We agree what must change and how progress will be measured.
Design
Translate the objective into right-sized controls, technical priorities, ownership, and a sequence that fits how the organization works.
Execute
Work alongside accountable teams to build, configure, document, test, and resolve. Decisions and evidence are captured as part of delivery.
Sustain
Establish the review cadence, signals, handoffs, and evidence routines that keep the capability useful as systems, people, and requirements change.
03 · Clear roles
Keep authority clear at every handoff.
Open leads the agreed work. Your team keeps management decisions. Independent reviewers and qualified specialists retain the authority only they can hold.
Open leads the work
We lead the work, surface decisions early, and make progress easy to see. The mix of leadership, engineering, and program operations is tailored to the need.
Business decisions stay yours
Your leaders own risk choices, resources, systems, and approval of policies or controls. We bring context and make action easier.
Build and verify stay separate
When objective review is needed, delivery and assessment roles stay separate. We confirm that structure before we begin.
Business results
What changes after the work.
The result should change what the team can do next: reduce exposure, operate a stronger control, answer scrutiny, or make a decision with better evidence.
Responders know how to convene
The people, contacts, roles, and first decisions are defined before an event.
Escalation reaches authority
Technical conditions trigger the executive, legal, privacy, and business decisions they require.
Exercises produce repairs
Observed gaps become assigned changes to plans, capabilities, contacts, and recovery assumptions.
Common questions
What to settle before work starts.
Direct answers on fit, timing, responsibilities, deliverables, and the next commercial step.
Which scenarios can the work cover?
Scenarios can address ransomware, identity compromise, data exposure, supplier failure, cloud disruption, destructive activity, or another credible concern.
Who should join a tabletop?
Participants should match the people who would make or execute decisions in the selected scenario, with observers used sparingly.
What makes a playbook usable?
It gives responders triggers, immediate actions, evidence to preserve, authorities, dependencies, contacts, and escalation criteria.
Can you include our response partners?
Yes. Existing insurer, counsel, forensic, and communications arrangements can be built into the command structure and exercise.
Open Cybersecurity
Rehearse the decisions before the incident
Bring the scenario, critical systems, and decision makers. We will test whether the response can hold under pressure.