Governance, Risk & Compliance · Govern
Most organisations accumulate frameworks one at a time, and end up running the same checks several times over for different audiences. We rationalise governance, risk and compliance into a single control set, map each control to every obligation it satisfies, and give each one a named owner and a continuous source of evidence. The approach keeps the control set as small as the obligations allow, so controls help work move rather than sitting on top of it. The result is a position you can state at any time, not one reconstructed in the fortnight before an audit.
In short
GRC advisory brings governance, risk and compliance into one operating picture, so obligations are met without duplicating effort. It treats the three as a single discipline with shared controls, owners and evidence rather than three parallel programmes competing for the same people.
Start a conversationWhat we do
We establish every obligation you carry — regulatory, contractual and framework-based — in one register, with the source and the business area it touches recorded against each. Having them in one place is what makes the overlaps visible and stops the same requirement being worked twice. It also exposes obligations nobody currently owns before an auditor or customer finds them first.
We design one control set and map each control to every requirement it satisfies, rather than maintaining a separate set per framework. This typically collapses a large notional control count into a far smaller set that people can actually operate. The controls are chosen to fit how work already happens, so evidence is produced as a by-product rather than as extra effort.
Every control is assigned to a named owner who can genuinely influence it, with a defined rhythm of review, testing and reporting. Named ownership is what converts a documented control into one that actually operates between audits. The cadence is set to the risk and the obligation, so low-risk controls are not reviewed as often as critical ones.
We report the risk and compliance position in terms a board can act on — what has moved, what is exposed, and what decision is needed. The aim is a short, honest picture rather than a volume of activity metrics. It gives leadership enough to direct funding and attention without having to interpret the underlying control detail.
What you receive
Documented output your teams keep and can act on without us in the room.
When this work helps
How an engagement runs
Establish the obligations, decision rights, and risks that genuinely matter to this organisation. We separate the requirements that truly apply from those assumed to, so effort is not spent governing risks you do not carry.
Review existing controls, policy, evidence, and how the work is actually performed. We compare the control on paper with the control in practice, because the gap between the two is usually where the real risk sits.
Design a proportionate control set with named ownership, evidence, and review cadence. Every control has an owner who can operate it and a defined source of evidence, so nothing depends on memory or heroics.
Embed the changes with the teams doing the work, and test that the controls operate. We hand over controls the process owners can run themselves, rather than a framework only we understand.
Where we work
Fidova provides governance, risk and compliance consulting from Delhi, India, and works with organisations operating in several jurisdictions at once, mapping obligations across regions to one coherent control set.
Engagements run in English, are scheduled around your time zone, and can be delivered remotely end to end, with on-site time planned where a phase genuinely benefits from being in the room.
Related services
Enterprise risk management gives leadership a consistent view of the risks that could prevent the organisation meeting its objectives. It is the process by which those risks are identified, compared on the same terms, owned by someone accountable and escalated before they crystallise.
IT risk assessment evaluates the technology risks — availability, integrity, obsolescence, supplier and change risk — that threaten operations. It covers the risks that materialise without any attacker, which a security-only view tends to miss.
Cyber risk assessment quantifies the likelihood and impact of credible cyber scenarios against your organisation. It answers what an incident would actually cost and which of your controls would interrupt it, rather than cataloguing weaknesses in the abstract.
Questions
Straight answers to what buyers ask us before an engagement begins.
Enquiries
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