Most Days Your Hands
Are Full
Use Ours for Critical Tech and Cyber Security Governance, Risk, Compliance and Audit Tasks
Cantrica handles time consuming Technology Governance and Risk Management tasks for organizations so they can fully focus on delivering technology to meet strategic outcomes.
What we do is help establish, maintain and sustain the policies, frameworks, practices and programs required to ensure weaknesses in your governance and risk management do not impact your technology operations, derail strategic objectives or fail regulatory obligations.
Growing complexity of operations and escalating regulatory demands means ignoring IT and Cyber Governance, Risk, Audit and Compliance is not a winning strategy or great career move.
We have experience in operations, audit, risk and executive roles in technology and cyber security across multiple industries. We understand the challenge technology leaders face from all angles.
Good governance and risk programs take a long time to design well, deploy effectively, report on continuously and then maintain constantly.
Most leaders feel squeezed between the clock and their never ending to-do list where they do not have the spare capacity to handle governance and risk effectively while they are focused on demand for availability, security and delivery velocity for organizations to remain competitive and relevant.
Operations + Governance Nirvana Can Be Yours
Streamline Operations, Reduce Admin Load, Drive ROI, Remain Compliant
We can help you achieve balance between your technical operations needs and your governance, management, assurance, and compliance obligations.
Depending on executive roles they all see governance and risk management differently
Learn how 6 key executives each view it and what you need to know to satisfy them all.
Don’t Just Take Our Word About How Busy IT Leaders Are
The MIT Center for Information Systems Research found that as established companies become increasingly digital, their technology leaders are presented with more demands and opportunities that often fall outside the traditional CIO role, as digital technologies become pervasive in enterprises.
Running Their Own Tech Function: 41%
This role is a tech leader’s primary area of focus and includes leading the tech function; overseeing budgets, security, and compliance; and performing a myriad of other tasks.
Managing a Complementary Enterprise Business Capability: 19%
Tech leaders have also become more responsible for managing enterprise business capabilities that support their primary role which may include areas such as risk management, data services, shared services, and digital innovation.
Collaborating with Business Colleagues: 23%
This role centers around the tech leader’s responsibilities as a senior company officer, collaborating with colleagues beyond their primary area of focus on topics such as strategy, competencies, innovation, and mergers.
Working with External Customers or Channel Partners: 17%
As companies become increasingly reliant on digital connections with customers and channel partners, tech leaders are taking on a more customer-centric role engaging directly with external customers and partners to sell products and services, build relationships, and deliver support.
