Threat modelling built for business decisions
Most security assessments produce a list of findings. A threat model produces shared understanding — one your security team, your engineers, and your board can all work from.
Designed for bespoke technology
Most security solutions cater to generic use cases and off-the-shelf services. When applied to more complex stacks involving agentic AI, automated workflows, cloud environments or custom-built applications, these solutions fall flat. Users receive technical security data with a "severity" label that has no bearing to reality.
Threat modelling was designed for bespoke technology. It produces findings that are specific to your system, your team, and your business — not a generic severity list that takes weeks to interpret.
"We have used Threatplane for threat modelling over many years and they have been so, so fast and helpful in getting new applications through our governance."
Product Owner, Major UK banking institution
"Threatplane has shown us many new angles on security for our key systems, and shown us what we need to focus on."
Chief Technology Officer, Fast-growing medical research and genomics startup
Align the story to your business
Using the RROC™ framework
Security teams speak in technology terms. Firewalls, EDR, managed SOC, pen testing. These mean nothing to a board or a CFO. Without a shared language, security investment becomes guesswork — and security teams cannot make a case for the work they know needs doing.
The RROC™ framework gives you the translation layer. Every technical risk maps to one or more business impact categories. These are the terms leadership already uses when they think about the consequences of something going wrong.
Technology focus
Firewalling
EDR/XDR
Managed SOC
Pen testing
Business focus
Revenue
Reputation
Operations
Compliance
Revenue
Direct financial impact — lost sales, remediation costs, compensation claims, ransom payments. If this system fails, what does it cost in hard numbers?
Reputation
Customer trust, market perception, regulator relationships, internal confidence. Some damage is slow and hard to quantify. It matters anyway.
Operations
Critical processes the business runs every day for customers. The things that cannot stop. When these are disrupted, the whole business feels it.
Compliance
Regulatory obligations specific to your industry. GDPR, FCA, ISO 27001, PCI DSS. The consequences of failing them range from fines to loss of operating licence.
When every security finding maps to one of these categories, the conversation changes. Your security team can say which business outcome a control protects. Leadership can make an informed investment decision. Engineering understands why the work matters.
Risk is the justification for everything else in security. Get this foundation right, and every downstream decision — what to monitor, what controls to deploy, how to prioritise — has a clear business case behind it.
Measuring value-for-money for security just got easier
Threat models allow you to capture security and reframe it in terms of direct business value, where risks to the business are managed, not just technical indicators. For the first time this unlocks value for money for security leaders.
The four stages
Each engagement follows the same four-stage process. The stages are structured, but the content is specific to your system, your team, and your business.
01
Business context
We start with what matters to your business, not your technology.
Before touching architecture diagrams, we establish what the system does, what happens if it fails, who the realistic threat actors are, and what your risk appetite looks like. This framing drives everything that follows. Without it, threat modelling produces a generic list of concerns rather than findings your business can act on.
02
Architecture mapping
We map how the system actually works, not how it was documented.
Your engineers walk us through the real system — trust boundaries, data flows, third-party dependencies, authentication points, and the places where complexity hides. This stage routinely surfaces details the security team did not know and assumptions the engineering team had not questioned. That shared picture is the foundation everything else is built on.
03
Threat assessment
We work through what could go wrong using your system as the guide.
Using the STRIDE framework and the shared architecture model, we systematically identify realistic threats. We are not looking for every theoretical vulnerability — we are identifying the attacks that are plausible given your threat actors, your technology, and your business context. Each threat is assessed for likelihood and impact before we move on.
04
Controls prioritisation
We connect findings to business impact and build a roadmap you can present to leadership.
The output is not a list sorted by CVSS score. It is a prioritised set of controls mapped to business risk, with clear rationale for each recommendation. Your security team gets something they can defend. Your engineering team gets something they can build. Leadership gets a clear picture of where investment is needed and why.
We can deliver in as little as two weeks. Standard delivery is four weeks.
What makes it different
Threat modelling has a reputation for producing shelf reports. These are the principles that make ours produce action instead.
Risk-based, not control-based
We start with threat actors and business impact. Controls come last, not first. This means effort goes where it is most needed rather than where a framework says it should go.
Workshop-led
The people who built the system understand it best. Our process puts engineers in the room, which produces a more accurate model and builds security knowledge that stays with the team long after we leave.
Specific to your system
Generic threat models produce generic findings. Our output reflects your actual architecture, your actual threat actors, and your actual business context — which is why teams act on it.
Repeatable
We build a process your team can run again when the system changes. Security is not a one-time event. The model we produce becomes a living document, not a filed report.
"The Threatplane threat model has given us a totally new level of insight into the security of our infrastructure and how it affects our business, something that thousands spent on other consultants never gave us."
Head of Cloud Security, Major UK banking institution
"We would never have gotten this much useful advice from other more techie-focused providers. It has been instrumental in helping us assure a solution with a major new customer."
Chief Technology Officer, UK media group
Outputs of a threat model
Asset and scope inventory
A complete inventory of the systems, data flows, and third-party dependencies in scope. The model is only as good as what it covers — so we start here.
Risk and business impact assessment
Every threat is assessed in terms of business consequence — revenue, reputation, operations, compliance. This is what turns a security finding into something you can defend in a board conversation.
Prioritised controls and remediation roadmap
A prioritised set of controls — preventive, detective, and corrective — mapped to the threats they address. Not a generic checklist, but a specific plan for your architecture.
Threat model reviews
Systems change. A threat model produced six months ago may not reflect the architecture you have today. For customers who have an existing threat model with us, we offer a fixed-price review service that checks whether the current model still holds.
We assess the changes made since the last model and classify them as trivial or non-trivial. Trivial changes — those that do not affect scope, threats, controls, or risks — qualify for fixed-price review. Non-trivial changes require a new engagement at standard pricing. In either case, we tell you upfront which applies.