Atomic Risk Management

Managed Detection and Response

MDR that prioritises action over noise; monitoring and triaging security telemetry, validating material threats, and supporting rapid, coordinated response to reduce impact on critical services. No need to build an in-house SOC. Focus on threats that matter most, reduce alert fatigue, deliver clear, decision-ready reporting for leadership assurance and confidence.

Features

• Risk-first monitoring that prioritises material threats over noise
• Triage and investigation to validate alerts and reduce false positives
• Guided response actions with clear escalation routes and playbooks
• Decision-ready assurance reporting for leadership and governance needs
• Integrates with existing tools; no forced platform replacement
• Helps choose systems, vendors and telemetry sources for coverage
• System design and assurance for detection, logging and response processes
• Continuous improvement through trend analysis and monthly reporting
• Flexible coverage models, including 24/7 where agreed
• Supports sensitive environments with proportionate, practical security operations

Benefits

• Reduces analyst time wasted on false alerts and noise
• Speeds incident triage, containment and recovery decision-making
• Reduces business risk and disruption from material cyber threats
• Streamlines escalation with clear routes, owners and playbooks
• Improves team productivity by focusing on highest-impact investigations
• Reduces audit effort with decision-ready assurance reporting
• Improves cross-team coordination during incidents and major changes
• Accelerates tooling improvements by integrating and tuning existing systems
• Reduces skills gaps by augmenting internal teams with experts
• Improves leadership confidence through clear priorities and trends

• Education pricing available

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at phaylett@timbrelig.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

612022927683071

Contact

Philip Haylett
07789 522237
phaylett@timbrelig.com

About your service

• Service categories:

  Cloud Support Services

  Security Services

  • Security strategy
  • Security risk management
  • Security design
  • Security incident management
  • Security audit services
  • Security quality assurance (QA) and testing

Service scope

• Service constraints: Service effectiveness depends on timely customer access to agreed telemetry sources, stakeholders and escalation routes. Monitoring and response coverage is limited to the systems, data sources and actions defined in the SOW; restricted or unsupported integrations may reduce visibility. Any containment actions requiring changes to customer environments must follow customer approvals and access controls. Delivery is typically remote; on-site support is available subject to customer security/site access, scheduling and agreed travel costs. Out-of-hours or 24/7 coverage is available only where explicitly agreed.

User support

• Email or online ticketing support: Yes
• Support response times: Typical email support responses are provided within one working day. Weekend support is not included as standard and is available only where extended cover is agreed. Emergency and out-of-hours support can be provided by prior arrangement (for example, on-call escalation), with response targets and contact routes defined in the engagement plan or statement of work.
• User can manage status and priority of support tickets: No
• Phone support: Yes
• Phone support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Support levels: Standard (included): Email and phone support during normal working hours, guidance on findings, clarification of recommendations, and delivery management via the lead consultant. Typical email response: within one working day.; ; Enhanced (optional): Extended hours (evenings/weekends) for agreed periods, faster response targets, and additional assurance check-ins during remediation or cloud change activity.; ; Emergency / On-call (optional): Out-of-hours urgent support by prior arrangement, including rapid triage, escalation and specialist support (e.g., incident response/forensics where scoped).; ; Cost; ; Standard: Included within the engagement price/day rates for the Cloud Security Review.; ; Enhanced: Additional cost, priced using SFIA day rates (or agreed fixed price) based on required coverage and response targets.; ; Emergency / On-call: Additional cost, priced using SFIA day rates and/or an agreed on-call retainer plus time used, depending on the support model.; ; Technical account manager / cloud support engineer; ; Account management: Yes — an account manager manages the commercial relationship, with director oversight and escalation.; ; Technical management: Yes — a lead consultant acts as the technical lead (equivalent to a technical account manager for the engagement).; ; Cloud support engineer: Not provided as a standing “break/fix” service by default; specialist cloud/security engineers can be supplied where scoped as part of enhanced or emergency support.

Resellers

• Supplier type: Reseller providing extra features and support
• Organisation whose services are being resold: Microsoft, AWS, AlienVault

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Developed Vetting (DV)

Pricing

• Discount for educational organisations: Yes

Architecture roles

Security architect

Role level	UK Rate	Offshore Rate
Security architect	£950.00	£950.00
Lead security architect	£1,150.00	£1,150.00
Principal security architect	£1,350.00	£1,350.00

Chief digital and data roles

Chief data officer

Role level	UK Rate	Offshore Rate
Chief data officer	£1,350.00	£1,350.00

Chief information security officer

Role level	UK Rate	Offshore Rate
Chief information security officer	£1,350.00	£1,350.00

Chief technology officer

Role level	UK Rate	Offshore Rate
Chief technology officer	£1,350.00	£1,350.00

Cyber security roles

Cyber security audit and assurance

Role level	UK Rate	Offshore Rate
Lead cyber security audit and assurance	£850.00	£850.00
Principal cyber security audit and assurance	£1,050.00	£1,050.00

Cyber security governance and risk management

Role level	UK Rate	Offshore Rate
Associate cyber security governance and risk manager	£700.00	£700.00
Lead cyber security governance and risk manager	£850.00	£850.00
Principal cyber security governance and risk manager	£1,050.00	£1,050.00

Cyber security monitoring

Role level	UK Rate	Offshore Rate
Associate cyber security monitoring	£650.00	£650.00
Lead cyber security monitoring	£850.00	£850.00
Principal cyber security monitoring	£1,050.00	£1,050.00

Cyber security incident response

Role level	UK Rate	Offshore Rate
Associate cyber incident response	£850.00	£850.00
Lead cyber security incident response	£1,050.00	£1,050.00
Principal cyber security incident response	£1,250.00	£1,250.00

Cyber security vulnerability management

Role level	UK Rate	Offshore Rate
Associate cyber security vulnerability management	£750.00	£750.00
Lead cyber security vulnerability management	£950.00	£950.00
Principal cyber security vulnerability management	£1,150.00	£1,150.00

Cyber security digital forensics

Role level	UK Rate	Offshore Rate
Associate cyber security digital forensics	£950.00	£950.00
Lead cyber security digital forensics	£1,150.00	£1,150.00
Principal cyber security digital forensics	£1,350.00	£1,350.00

Cyber security testing

Role level	UK Rate	Offshore Rate
Associate cyber security testing	£950.00	£950.00
Lead cyber security penetration testing	£1,150.00	£1,150.00
Principal cyber security testing	£1,350.00	£1,350.00

Cyber security secure design

Role level	UK Rate	Offshore Rate
Associate cyber security secure systems architecture and design	£950.00	£950.00
Lead cyber security secure systems architecture and design	£1,150.00	£1,150.00
Principal cyber security secure systems architecture and design	£1,350.00	£1,350.00

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: No
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: E8061b80-af8f-4513-9fae-15299d50f7a7
• Cyber essentials plus: No
• Cyber Essentials Alternative: In relation to the services you do not have a current and valid Cyber Essentials Plus certificate which has been awarded by one of the government approved Cyber Essentials accreditation bodies but you are working towards gaining it, and will be in a position to confirm that you have been awarded a current and valid Cyber Essentials Plus certificate by one of the government approved accreditation bodies within 12 months of the date of award.
• Other security certifications: Yes
• Any other security certifications:
  • CISSP
  • CISM
  • CCSP

Social value

• Section B - Commitment for Future: Delivery:

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

    • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
    • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
    • Plans to engage the contract workforce in deciding the most important workplace issues to address
    • Ensuring new workers are informed of their right to join a trade union
    • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
    • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
    • Activities to cascade good practice on fair working conditions throughout the supply chain
    • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
    • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
    • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
    • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
    • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
    • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
    • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Volunteering opportunities for staff
    • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
    • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
    • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
    • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
    • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
    • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
    • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

    • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
    • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
    • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  • Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

    Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

    • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
    • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
    • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
    • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
    • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
    • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
    • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
    • Plans for positive actions with community groups.
    • Measures for making facilities used in the delivery of the contract available for community groups, education or training
    • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives
    • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
    • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events

  • Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

    Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

    • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
    • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
    • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it

  • Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

    Policy Outcome 6: Employment and training: For those who face barriers to employment

    • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
    • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
    • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
    • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
    • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
    • Introducing transparency to pay and reward processes
    • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
    • Working conditions which promote an inclusive working environment and promote retention and progression
    • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
    • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
    • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  • Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

    Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

    • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
    • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at phaylett@timbrelig.com. Tell them what format you need. It will help if you say what assistive technology you use.