Fractional CISO & Interim Technology Director
Mark C. โ Executive Technology & Cyber Leader | CIO | Cyber, Governance & Operational Resilience
๐ง๐๐ ๐๐๐๐๐๐๐ก๐๐ ๐ข๐ ๐ฆ๐๐๐๐
You have outgrown your IT structure. A ยฃ200k full-time executive is not currently feasible.
As organisations scale, technology stops being a support function. It becomes a structural risk.
Complexity increases while ownership fragments. Decisions are made without clear accountability for commercial consequences.
If you cannot name the executive who owns your technology and security risk, you do not have control of it.
๐๐ก๐ง๐๐ฅ๐ฉ๐๐ก๐ง๐๐ข๐ก ๐ข๐ฉ๐๐ฅ ๐๐๐ฉ๐๐๐
I serve as the senior asset for organisations outgrowing their structure.
My focus is ownership. I do not just provide advice; I stabilise delivery.
I provide Fractional and Interim CISO and Technology Director leadership to restore structural clarity.
I operate at the intersection of board-level strategy and technical execution.
By removing translation layers, I shorten the distance between decision and action. I ensure infrastructure and security remain defensible.
๐ ๐๐ซ & ๐ ๐๐ง๐๐ ๐๐๐๐ซ๐๐๐๐๐๐ง๐ฌ
Engagements are designed to align with your specific roadmap.
You can mix and match between interim and fractional delivery across technology and security disciplines.
This ensures senior ownership stays ahead of operational requirements without the full-time executive overhead.
๐๐๐๐๐๐๐ฆ ๐ข๐ ๐๐๐๐ข๐จ๐ก๐ง๐๐๐๐๐๐ง๐ฌ ๐๐ง ๐ฆ๐๐๐๐
I have held direct accountability for board-level decisions in high-stakes environments.
This includes eight years as a CISO under FCA and SEC oversight.
๐ฅ๐๐๐จ๐๐๐ง๐ข๐ฅ๐ฌ ๐๐ก๐๐๐๐๐ ๐๐ก๐ง: Expert in Audit defence, Governance, Risk, and Compliance (GRC), and PRA/FCA compliance.
๐ ๐๐ง๐๐ฅ๐๐๐ ๐ฅ๐๐ฆ๐: Formally designated as a Material Risk Taker.
๐๐๐ฅ๐๐๐ง ๐ข๐ช๐ก๐๐ฅ๐ฆ๐๐๐ฃ: Accountable for infrastructure, security architecture, and operational delivery.
Organisations typically engage me when the cost of drift becomes visible.
This often manifests as:
โข Audit failures.
โข Regulatory pressure.
โข Investor due diligence.
โข Leadership transitions.
At this stage, adding more tools is a distraction. The deficit is senior, accountable decision-making.
I fill that gap with zero learning curve.
https://phenomlab.com
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