The Cybersecurity Group

Profile

The Cybersecurity Group spans the full cyber spectrum across twelve core disciplines. These cover operational-technology and critical-infrastructure security, infrastructure hardening, defensive security operations, authorised offensive assessment, and protection for off-grid, maritime and financial environments, alongside emitter-free passive-radar sensing. It runs a production security operations centre for regulated finance, watching transactions as they clear. Engagements are conducted under strict legal and governance controls, with no foreign-government reporting line.

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Positioning

This maker works across the full cyber spectrum with an unusual centre of gravity: the operational-technology and off-grid environments most security firms avoid, such as control systems that cannot be rebooted, networks that cannot phone home, and financial infrastructure that must keep clearing under attack. Its emitter-free passive-radar work extends the same philosophy into the physical spectrum: sensing that gives an adversary nothing to find.

Why through Unstrat

Cyber engagements expose a buyer's weakest points to whoever conducts them, which is why the tester's flag matters as much as their skill. Through Unstrat, these engagements run under strict legal and governance controls with no foreign-government reporting line: what is found in the buyer's infrastructure stays accountable to the buyer alone, and delivery is structured toward a sovereign national capability rather than perpetual outsourcing.

Portfolio in depth

The twelve disciplines cluster into three postures. The defensive posture covers infrastructure hardening, defensive security operations, incident response, and the security operations centre it runs in production for regulated finance, where the cost of a missed detection is measured in cleared transactions. The offensive posture covers authorised assessment and red teaming: engagements that attack the buyer's infrastructure the way an adversary would, under contract and legal control, so weaknesses are found by someone paid to report them. The specialist posture is where the group is most unusual: operational-technology and control-system security for plants that cannot simply be patched and rebooted, off-grid environments that cannot reach a cloud, maritime fleets and port systems, telecom and 5G network security, AI security, financial-crime intelligence, and cyber ranges where national teams train against realistic attacks. Passive radar extends the same instinct into the physical spectrum: sensing that emits nothing an adversary can detect, target or home in on.

How an engagement runs

Cyber work is scoped tightly because its access is intrusive by nature. Every engagement begins with a written scope, rules of engagement and legal authorisation: which systems, which methods, which hours, who is informed. Findings move through a controlled channel to the buyer alone; there is no foreign-government reporting line and no silent secondary use of what is learned. Where the need is continuous, the model shifts from assessment to operations: a monitored perimeter, an incident-response retainer, or an embedded capability-building programme in which national analysts are trained inside the work rather than in a classroom after it. The declared end-state for government buyers is a sovereign capability, meaning the buyer's own security organisation grows more capable with every engagement instead of more dependent. Skills transfer, local delivery and related sovereignty arrangements are scoped per programme, subject to export controls and end-use approvals.

What buyers weigh

The first consideration is exposure: a penetration test is a guided tour of a nation's weakest points, and whoever conducts it holds a map afterwards. The tester's jurisdiction, disclosure obligations and government relationships matter as much as technical skill. The second is fit for hard environments: most security firms are built for corporate IT, and their playbooks fail in a water-treatment plant, on a vessel, or in a network that must never touch the internet. The third is the operational record: a firm that watches live financial infrastructure under attack every day brings different reflexes than one that writes reports. The fourth is trajectory: after three years of engagements, will the buyer's own team be stronger, or will the dependency simply be deeper? Buyers who weigh these questions tend to choose a partner whose findings stay theirs and whose exit leaves capability behind.

Why route it through Unstrat

Unstrat is the authorised global representative and distributor for the capabilities on this page. Each one is already in service with a track record behind it, so what reaches you has done the job elsewhere. You are not the test bed for a fresh startup.

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