Governance, Risk & Compliance · Govern
Most organisations cannot produce a complete list of the suppliers that hold their data, let alone a view of the risk each one carries. We build supplier risk management proportionate to impact: an inventory tiered by data access and operational criticality, due diligence matched to that tier, and the right obligations written into contracts. Ongoing oversight and exit planning carry the programme beyond onboarding, since risk does not stop at signature. The aim is a process that protects the organisation without subjecting a low-risk tool to the same scrutiny as a critical processor.
In short
Third-party risk management controls the risk your suppliers, processors and partners introduce across their lifecycle. It is organised by what each supplier can actually affect, so scrutiny lands where it matters and routine purchases are not held up.
Start a conversationWhat we do
We build a supplier inventory and tier it by data access and operational criticality. The inventory itself is often the missing piece, and assembling it routinely surfaces suppliers with sensitive access that nobody was overseeing. Tiering then concentrates effort on the few suppliers who could genuinely hurt the business.
We assess suppliers with depth matched to their tier, rather than sending everyone the same long questionnaire. A critical processor warrants evidence review and possibly audit rights; a low-risk tool does not, and treating it as if it did merely slows procurement. Matching diligence to risk keeps the programme credible with the business instead of being worked around.
We make sure the security, data protection, audit and incident obligations you rely on are actually written into the contract. Controls assumed but not contracted leave you with no recourse when a supplier falls short. The right clauses also give you the standing to ask for evidence and to be told promptly when something goes wrong.
We put in place monitoring of performance and incidents, and plan exit before you need it. A supplier assessed only at onboarding can drift for years while its risk quietly changes. Planning exit in advance — how data is returned or destroyed, how service transfers — means a failing relationship can be ended without crisis.
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
Vendor risk assessment evaluates a specific supplier's security, privacy and resilience posture before or during engagement. It reads behind the certificates and questionnaire answers to what is actually covered, and ends in a clear recommendation.
Internal IT audits independently test whether technology controls are designed well and operating as described. They replace the assertion that controls work with evidence of whether they actually did over the period examined.
A compliance gap assessment measures your current position against a framework or obligation and states what is missing. It is deliberately short, because its job is to inform a decision about scope, budget and timing, not to become the programme itself.
Questions
Straight answers to what buyers ask us before an engagement begins.
Enquiries
Your enquiry lands in the same inbox as every other on this site and is read by us. Tell us the requirement and we will reply with a practical next step.
Prefer email? contact@fidovaadvisory.com
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