Fractional CISO services

Security posture that survives an audit and an attacker

Passing an audit and being secure are different achievements. Regulated companies routinely accomplish the first and assume the second. A fractional CISO engagement closes that gap deliberately: real controls, machine-verifiable evidence, and a program the auditors and the engineers both trust.

When should you hire a fractional CISO?

Hire a fractional CISO when security or compliance obligations (HIPAA, HITRUST, SOC 2, FedRAMP, FDA premarket cybersecurity) outgrow what engineering can absorb, but the risk surface does not yet justify a full-time security executive. Shahid N. Shah works as a fractional CISO building security programs for safety-critical and regulated software.

Typical commitment
1–2 days per week
Minimum term
One quarter
Reports to
CEO, board, or audit committee
Frameworks
SOC 2, HIPAA, HITRUST, FedRAMP, CMMC, ISO 27001

How the engagement works

01.

Replace human attestation with machine attestation

Screenshots, spreadsheets, and signed statements are the weakest evidence in the building, and they are what most programs run on. I move the evidence base to systems that emit it continuously, so the control either holds every day or you find out the day it stops.

02.

Model the threat before choosing the control

Controls chosen from a framework checklist protect the framework. I start from how this specific product would actually be attacked (the data it holds, the integrations it trusts, the people who can reach it), and then map to whichever framework the customer demands.

03.

Make compliance a byproduct of engineering

When policy lives in a document and practice lives in a pipeline, they diverge within a quarter. I put the policy where the work happens: in CI, in infrastructure as code, in the definition of done, so the audit is a report on reality rather than a rehearsal.

04.

Own the security conversation with customers

Enterprise deals stall on security review. I sit in those calls, answer the hard questions directly, and turn the security program into something the sales team can lead with instead of apologize for.

What success looks like

  • Audit evidence is generated, not assembled
  • Security review stops being the reason deals slip a quarter
  • Leadership knows the real posture, not the documented one

Other engagements

If this is the shape of the problem, the next step is a conversation, not a proposal.

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