Indiana | Multi-Site Nonprofit | 900 Users Across Staff and Contractors
The internal team was competent but stretched. Identity controls, endpoint protection, email security, awareness training, network tooling, and remote access had each been addressed independently over time. None were weak in isolation — they were weak in how they connected. The team spent more time coordinating between vendors and bridging control gaps than improving security posture.
Forged structured this as a cybersecurity and risk management program — not a vendor replacement exercise.
Mapped how the environment actually functioned — where identity controls sat, how email filtering interacted with awareness, what endpoint visibility existed, and where policy enforcement depended on manual follow-through.
Identified where tools overlapped, where policy logic conflicted, and where quality could be raised by simplifying the stack rather than adding to it. The question was not which vendors to cut — it was which operating model would be strongest.
Higher-value improvements landed first. Pilot groups, exception handling, and user communications were staged before broader enforcement changes. Rollback paths were defined before every cutover.
Forged coordinated vendors, structured decisions, and clarified responsibilities so the internal team did not have to absorb every design, transition, and escalation task alone.
Start with a no-pressure evaluation. We map the control landscape and determine fit before any commitment.