Navigating influence in a new and emerging field like cyber psychology requires clarity, confidence, and strategic alignment. As a startup working at the intersection of AI ethics, human factors, and cybersecurity resilience, Psyber Inc. operates in a diverse and sometimes opaque stakeholder landscape.
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The European cybersecurity landscape is layered, fragmented, and fast-evolving. Unlike the centralised approaches of some governments, the EU’s model of collective sovereignty means cybersecurity is coordinated, rather than controlled by Brussels. National governments still manage their defence and digital sovereignty, but major funding, regulation, and cross-border frameworks increasingly come from the EU level.
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Understanding your stakeholder landscape is key to scaling effectively, especially in cybersecurity, where trust, standards, and adoption often hinge on who’s in the room. This article explores how Cyber Tzar, a cybersecurity scale-up specialising in supply chain risk and cyber risk scoring, applies the Stakeholder Mapping Grid to guide its strategic engagement.
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This reflection examines the Cyber Governance Code of Practice as published in April 2025. It compares government output with practitioner and IET responses from 2024, showing where influence carried through and where gaps remain. The conclusion: progress was made, but without law, incentives, and professional recognition, the Code risks becoming compliance theatre.
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Oracle, beloved by enterprise IT departments everywhere for its bulletproof reliability, affordable pricing, and impeccable customer service. Wait, who am I kidding? Oracle is the company everyone loves to hate: the heavyweight champion of convoluted licensing agreements, aggressive sales tactics, and overpromised software solutions. Sure, it’s the bedrock of many enterprises, but it’s also a towering monument to corporate tech bollocks.
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Psyber Inc. applies psychology to cybersecurity, developing behavioural risk dashboards that assess human factors behind cyber threats. Built on academic research in cyberpsychology, the platform translates user sentiment, stress, and behavioural data into actionable cyber risk insights. Psyber Inc. is led by a neurodivergent, female founder and focuses on ethical, responsible AI. It addresses rising demand for insider threat detection, resilience measurement, and human-centric cyber tools across defence, education, and enterprise. Here’s an example “innovation Canvas” for Psyber Inc.
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Understanding who matters most to your mission, and how to engage with them, is vital for any business, especially in the startup and innovation space. Whether you’re building a cyber risk platform, championing cyber psychology, or coordinating a regional community like the West Midlands Cyber Working Group (WM CWG), the ability to identify, map, and actively engage stakeholders is fundamental to long-term success.
This article examines the current state of Techstars in 2025, highlighting its strategic initiatives under “Techstars 2.0,” including a revamped curriculum, the launch of Techstars Universe, expanded corporate partnerships, and enhanced support for diverse founders. It also discusses the geographical shift to New York and continued portfolio growth, showcasing Techstars’ adaptive approach to remaining a leader in pre-seed investment.
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The definitive guide to who shapes cyber policy in Whitehall, and how to work with them.
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This article traces the emergence of Techstars within the broader history of startup accelerators, examining its strategic differences from Y Combinator, its influence on regional and vertical innovation models, and its role as an institutional entrepreneur in shaping the global accelerator movement. It analyses the evolution from incubators to modern accelerators and critically reflects on Techstars’ legacy in ecosystem building and innovation finance.
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An extensive guide mapping the networks, policy engines, commercial power bases, and future-shapers of British cybersecurity.
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Ah, Windows Updates, the perennial thorn in the side of PC users everywhere. Promised as the silent guardians of stability and security, they’ve instead become a source of frustration, disruption, and the occasional catastrophic system crash. Whether it’s an update that bricks your machine or one that installs itself at the worst possible time, Windows Updates have earned their reputation for being, well, bollocks.
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Cyber Tzar is a SaaS platform providing advanced cyber risk quantification for enterprise supply chains. It delivers cyber risk scoring, benchmarking, and compliance assessment through big data analytics, AI, and proprietary IP. Its “credit score for cyber” approach supports better risk visibility for insurers, CISOs, and supply chain managers. Cyber Tzar is revenue-generating, scaling through strategic partnerships, and aligned with DORA, ISO 27001, and other regulatory frameworks. Here’s an example “innovation Canvas” for Cyber Tzar.
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Innovation is often portrayed as spontaneous and unpredictable. But behind every meaningful breakthrough lies a structured process. Whether you’re launching a new product, transforming a service, or reimagining your organisation’s direction, clarity and rigour are critical.
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Influencing senior leaders in cybersecurity and technology is no small task, especially in the UK, where credibility, networks, and standards carry immense weight. Whether you’re a startup founder, a scale-up CISO, or a policy influencer, knowing where the key conversations happen (and who shapes them) can make the difference between being heard and being ignored.
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Exactly sixteen years on from my 2009 article on the UK’s economic imbalance, I reflect on how services continue to dominate GDP, while manufacturing still punches above its weight in R&D. I was right about the R&D gap, but missed the rise of intangible capital and startup-led innovation. Cybersecurity emerged as both a strategic asset and an innovation driver. Government efforts have been patchy, and real balance remains elusive. The future lies in resilience, not symmetry.
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Blogging is often touted as a straightforward path to online fame, fortune, and influence. The internet is awash with advice claiming that with a few simple steps, anyone can turn their blog into a passive income machine or a platform for global recognition. But behind the polished success stories lies a lot of misinformation, unrealistic expectations, and outright bollocks.
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As organisations face increasingly complex and interconnected cybersecurity threats, the ability to measure and communicate risk effectively has become a cornerstone of risk management. Cyber Risk Quantification, the practice of assessing threats in measurable terms, has evolved alongside frameworks and scoring systems aimed at simplifying this process.
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As cyber threats continue to evolve in scale, sophistication, and impact, the cyber insurance industry faces increasing pressure to adapt. Traditional approaches to risk assessment, which often relied on qualitative judgments and broad assumptions, are no longer sufficient in the face of complex digital ecosystems. The rise of cyber risk quantification, scoring, and benchmarking has transformed how insurers evaluate risk, price policies, and manage claims.
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This article compares my practitioner response, the IET’s institutional submission, and the final Cyber Governance Code of Practice published in April 2025. It shows where our ideas carried through (supply chain oversight, continuous process, assurance), where they were partly adopted (SME proportionality, professional recognition), and where they were ignored (incentives, legal duties). The conclusion: yes, we influenced the Code — but the hardest issues remain unresolved.
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