Modern CISO

Security leadership that ships.

Mantas Marcinkevicius — CISO

I build, stabilise and mature security functions through carve-outs, growth and operational pressure. I start with what the business is trying to protect, what already works and what cannot wait.

My background runs from hands-on engineering to CISO accountability, so I stay close enough to the detail to challenge assumptions without making security the bottleneck.

Experience & approach Read insights

Build from separation

3–6 months

Built and operationalised the first dedicated security function following divestment, alongside cyber separation, Day-1 assurance and 24/7 security operations.

Reduce material exposure

80%

Reduction in critical vulnerability exposure through risk-based prioritisation, engineering ownership and disciplined remediation.

Transform and optimise

~£200k

Annual security run-rate reduction at Hyde through supplier renegotiation, tooling rationalisation and better use of existing capability, while leading security across five entities with seven-figure budget responsibility and a team of up to five.

Career experience

Lloyd’s List IntelligenceDigital data platform
Hyde GroupMulti-entity organisation
Associated British FoodsListed global group
Thomas Cook GroupTravel and digital commerce
RNIBTechnical foundations

The right intervention depends on the organisation. What works in one environment may be wrong for another.

Build from ambiguity

Established standalone security capability following divestment, including governance, assurance, resilience, identity, suppliers and 24/7 operations.

Stabilise and transform

Inherited an established but difficult environment, strengthened governance and operations, developed the team and improved assurance, resilience and executive visibility.

Improve through influence

Worked across federated and enterprise environments where progress depended on influencing business units, engineering, technology owners, suppliers and senior stakeholders rather than relying on hierarchy.

Board and executive leadership

Decisions before dashboards

Good cyber reporting should narrow attention to the risks that need a decision, show who owns the next step and make the trade-offs clear. The dashboard is not the outcome.

Formal Board papers and presentations, direct Chairman engagement, executive and private-equity stakeholder governance, and crisis and resilience exercises.

Security leadership