Programme and transformation leadership for organisations navigating cyber risk, enterprise security, and high-stakes change — delivered end to end, not just advised on.
From the boardroom to the delivery team — with a track record across cyber security, enterprise risk management, complex change programmes, and high-stakes executive environments.
Hands-on cyber security leadership for organisations that need more than a framework audit. From threat landscape and crown jewels assessment to board-level risk governance — translating technical risk into business decisions that CEOs, CFOs, and boards can act on.
Cyber is one piece. Boards and leadership teams that manage physical security, insider risk, fraud, and supply chain risk as connected threats — not separate silos — are materially more resilient. I build the programmes that join those dots.
Leading security programmes end-to-end — from strategic framing to embedding change in the organisation. Not advisory: hands-on delivery with board sponsorship, stakeholder navigation, and measurable outcomes.
Taking a programme from initial aspiration to delivery and transition to business as usual — ensuring benefits are realised, not just launched. Experience across financial services, scale-ups, and international corporate environments.
Large-scale transformation and turnaround management, with the ability to communicate with credibility at every level — from front-line teams to executive committees and boards.
Engaging executive committees and boards with the clarity they need — distilling complex risk and programme complexity into what matters for decision-making and governance.
Stepping in at senior level to drive a major growth initiative, transformation, or turnaround — not as a placeholder, but to own the delivery. P&L experience, board-level credibility, and a track record of moving organisations through difficult change.
Most organisations get advice on what to do. The hard part is making it happen — across competing priorities, organisational resistance, and boards that need to be brought along.
I translate cyber and security risk into the language of CEOs, CFOs, and boards — not compliance checklists. Security investment decisions should look like every other strategic trade-off.
I don't hand over a report and walk away. I stay until the change is embedded, the team can run it, and the organisation has actually moved.
Cyber, physical security, insider risk, fraud, and supply chain don't live in silos — and neither does my approach. Real resilience requires seeing how the risks connect.
I founded Fabberg to bring senior-level programme and transformation leadership to organisations where the cost of getting it wrong is high — whether that is a cyber security programme, an enterprise security risk initiative, a business-critical transformation, or an organisation in transition.
My background spans financial services, international corporate environments, and scale-ups. I have led programmes at board level, held P&L responsibility, and spent the last several years working at the intersection of cyber security, enterprise risk, and business strategy.
I work with leadership teams directly — not through layers. For the full background, career history, and recommendations, visit my LinkedIn profile.
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