Fractional CISO & Interim Technology Director
Mark C. โ Executive Technology & Cyber Leader | CIO | Cyber, Governance & Operational Resilience
๐ฏ๐ฌ ๐๐ฒ๐ฎ๐ฟ๐ ๐ผ๐ณ ๐ฏ๐ผ๐ฎ๐ฟ๐ฑ-๐น๐ฒ๐๐ฒ๐น ๐๐ฒ๐ฐ๐ต๐ป๐ผ๐น๐ผ๐ด๐ ๐ฎ๐ป๐ฑ ๐๐ฒ๐ฐ๐๐ฟ๐ถ๐๐ ๐น๐ฒ๐ฎ๐ฑ๐ฒ๐ฟ๐๐ต๐ถ๐ฝ (๐๐๐ฆ๐ข & ๐๐ฒ๐ฎ๐ฑ ๐ผ๐ณ ๐๐ง). ๐๐๐ ๐ ๐ฎ๐๐ฒ๐ฟ๐ถ๐ฎ๐น ๐ฅ๐ถ๐๐ธ ๐ง๐ฎ๐ธ๐ฒ๐ฟ. ๐๐๐ฎ๐ถ๐น๐ฎ๐ฏ๐น๐ฒ ๐ณ๐ผ๐ฟ ๐ฃ๐ฒ๐ฟ๐บ๐ฎ๐ป๐ฒ๐ป๐, ๐๐ป๐๐ฒ๐ฟ๐ถ๐บ, ๐ผ๐ฟ ๐๐ฟ๐ฎ๐ฐ๐๐ถ๐ผ๐ป๐ฎ๐น ๐ฟ๐ผ๐น๐ฒ๐.
As organisations scale, technology becomes a structural risk.
Complexity increases while ownership remains fragmented.
Without a dedicated executive owner, you do not have control of your technology or security risk.
๐๐๐ฅ๐๐๐ง ๐๐๐๐ข๐จ๐ก๐ง๐๐๐๐๐๐ง๐ฌ
โข I serve as the senior lead for organisations needing structural ownership.
โข I do not just consult. I assume direct responsibility for delivery.
โข I provide Fractional and Interim CISO and Head of IT leadership.
โข I manage both board-level strategy and technical execution.
โข I ensure infrastructure and security are defensible under regulatory scrutiny.
๐๐ข๐ฅ๐ ๐๐ฅ๐๐๐๐ก๐ง๐๐๐๐ฆ
I have held direct accountability for board-level decisions in high-stakes environments.
โข ๐ง๐ฒ๐ป๐๐ฟ๐ฒ: 19 years of service at a global investment manager.
โข ๐ฅ๐ฒ๐ด๐๐น๐ฎ๐๐ผ๐ฟ๐ ๐ฆ๐ฐ๐ผ๐ฝ๐ฒ: 8 years as a CISO under FCA and SEC oversight.
โข ๐ ๐ฎ๐๐ฒ๐ฟ๐ถ๐ฎ๐น ๐ฅ๐ถ๐๐ธ: Formally designated as an FCA Material Risk Taker.
โข ๐๐๐ฑ๐ถ๐ ๐๐ ๐ฐ๐ฒ๐น๐น๐ฒ๐ป๐ฐ๐ฒ: Lead 8 consecutive SOC 1 and SOC 2 audit cycles with no findings.
โข ๐ง๐ฒ๐ฐ๐ต๐ป๐ถ๐ฐ๐ฎ๐น ๐ข๐๐ป๐ฒ๐ฟ๐๐ต๐ถ๐ฝ: Accountable for hybrid cloud architecture and global security operations.
๐๐๐๐ ๐๐๐๐ ๐๐๐๐๐ฉ๐๐ฅ๐ฌ ๐ ๐ข๐๐๐๐ฆ
โข I am available for permanent, interim, or fractional board-level roles.
โข Engagements align with your specific road map.
โข This ensures senior ownership stays ahead of operational requirements.
โข It removes the requirement for full-time executive overhead during transitions or growth phases.
๐๐ข๐ ๐ ๐ข๐ก ๐๐ก๐๐๐๐๐ ๐๐ก๐ง ๐ฆ๐๐๐ก๐๐ฅ๐๐ข๐ฆ
Organisations engage me when they face specific technical or regulatory challenges:
โข Audit failures or mounting regulatory pressure.
โข High-stakes investor due diligence requirements.
โข Executive leadership transitions or structural gaps.
โข International scaling and infrastructure growth.
๐ ๐ฝ๐ฟ๐ผ๐๐ถ๐ฑ๐ฒ ๐๐ฒ๐ป๐ถ๐ผ๐ฟ, ๐ฎ๐ฐ๐ฐ๐ผ๐๐ป๐๐ฎ๐ฏ๐น๐ฒ ๐ฑ๐ฒ๐ฐ๐ถ๐๐ถ๐ผ๐ป-๐บ๐ฎ๐ธ๐ถ๐ป๐ด ๐ณ๐ฟ๐ผ๐บ ๐ฑ๐ฎ๐ ๐ผ๐ป๐ฒ.
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