One discipline, applied across four practices.

Facility security officers, CISOs, HR and security leadership at cleared contractors, critical-infrastructure operators, and firms holding sensitive technology, data, or trust. Organizations that have satisfied NISPOM and SEAD 3 on paper — and know that satisfying the regulator and stopping an insider are two different problems.

A complete program, not a binder. Governance and policy architecture aligned to DCSA expectations; reporting pathways people will actually use; and behavioral indicators built from how insider threats actually form — the recruited, the disgruntled, the financially compromised, and the unwitting. That includes how hostile foreign services identify, assess, and develop targets, because the first contact never looks like one. Every engagement produces written, decision-grade deliverables your leadership and your regulator can both stand behind.

A scoped assessment of your current posture against both the regulatory baseline and the actual threat model. A gap map with priorities, not a hundred-page audit. Program build or remediation. Training and handoff — the program is yours, designed to run without us.

Leadership teams drowning in feeds and reports but starved for judgment. Security and risk executives who need to know not just what the threat landscape contains, but which fraction of it is actually aimed at them — and what to do about it before the board asks.

Intelligence assessments scoped to your exposure: threat analysis grounded in adversary intent and capability, not vendor marketing; cyber risk findings connected to business consequence; and written products calibrated for the audience reading them — an operator brief and a board brief are different documents, and we write both. Analysis is accelerated by Praxis, our proprietary intelligence platform, and judged by our analysts. For select clients, assessments extend into a standing advisory cadence.

An initial exposure baseline — who would target you, why, and through what. A scoped assessment with findings and recommendations, delivered in writing and discussed directly. Where a standing cadence follows, its scope, rhythm, and escalation thresholds are defined before the work begins — never assumed.

Executives facing an event that has outrun their planning — a security incident, an insider discovery, a geopolitical shock touching operations or people. And leadership teams wise enough to engage before the crisis, while the playbook can still be written calmly.

In the moment: a structured decision process imposed on chaos — situation assessment, options with consequences attached, and a senior analytical voice that is not emotionally invested in yesterday’s decisions. Before the moment: crisis frameworks, escalation architecture, and leadership exercises built on realistic scenarios rather than compliance theater.

Preparedness engagements begin with a review of your existing crisis posture and end with frameworks and exercises your leadership has actually rehearsed. Advisory support during an event begins with a rapid intake — what happened, what’s decided, what’s still open — and concludes with a written after-action assessment: what the event revealed, and what to fix before it repeats.

CEOs, boards, and general counsel navigating decisions where geopolitics, security, and commerce intersect — market entries and exits, exposure to contested jurisdictions, partnerships with state-adjacent entities, positioning ahead of regulatory or geopolitical shift. Leaders who don’t need another consultant’s framework; they need a judgment they can interrogate.

A standing analytical relationship. Written assessments on the questions that matter as they arise; scenario work that maps how a situation escalates and where your leverage sits at each stage; and direct access to the principals — when you call, you get the people whose names are on this site, not a delivery team.

Advisory relationships are retained, deliberately few, and scoped in an initial working session that defines the standing questions on your desk. From there, the cadence is yours — but the standard never changes: analysis designed to inform action, not general awareness.