Sydney Sweeney
Global Head of Risk

A year of growth and big goals

From assessments through execution, you partnered closely with our team across a wide range of initiatives in 2025. 
We wanted to take a moment to reflect on the progress we made together and acknowledge the work it took to get there.
Priorites
2025 Recap
Report
Initiatives
Process
Observations

2025 Recap

In 2025, Catalyst partnered with Falon to strengthen cybersecurity and risk capabilities in ways that directly supported growth, integration, and leadership confidence. The focus was on enabling the business to move faster while reducing exposure as the portfolio expanded.

Securing Growth Through Cross-Border Acquisition

Catalyst supported the cybersecurity and risk integration of a new platform acquisition in a new geography, enabling a smooth close and rapid operational integration.

Strengthening Portfolio-Wide Cyber Resilience

A portfolio-level assessment established a consistent cybersecurity baseline, clarified risk exposure, and prioritized remediation across operating companies.

Improving Executive Visibility and Decision Support

Cybersecurity and risk insights were translated into clear, business-relevant reporting, improving leadership confidence and decision-making speed.

Falon's Priorities for 2026

As Falon enters its next phase of growth, leadership is focused on strengthening the foundation required to scale confidently while maintaining control and visibility.

Scaling Cybersecurity with Business Growth

Ensure cybersecurity capabilities evolve alongside expansion, acquisitions, and entry into new geographies.

Accelerating Secure Integration of Acquisitions

Enable faster, lower-risk integration of newly acquired businesses without disrupting operations or introducing security gaps.

Improving Portfolio-Wide Risk Visibility

Provide consistent, comparable insight into cybersecurity and risk exposure across operating companies.

Modernizing Controls and Governance

Align controls and governance with increasing regulatory, investor, and operational expectations while minimizing friction.

Strengthening Executive and Board-Level Insight

Translate cybersecurity and risk information into concise, decision-ready insights for leadership and the board.

Catalyst's Priorities for 2026

To support Falon’s priorities in the year ahead, Catalyst is aligning our focus, resources, and capabilities around a set of core initiatives designed to scale with the business.

Advancing Scalable Cybersecurity Foundations

Strengthen core cybersecurity capabilities that can support growth, acquisitions, and geographic expansion.

Enabling Rapid, Secure Acquisition Integration

Apply repeatable integration playbooks to reduce risk, shorten integration timelines, and maintain business continuity.

Delivering Portfolio-Level Risk Transparency

Establish consistent risk assessment and reporting across operating companies to improve comparability and oversight.

Modernizing Controls and Governance Models

Design practical, right-sized controls that meet regulatory and investor expectations without slowing execution.

Elevating Executive and Board Reporting

Provide concise, decision-ready cybersecurity and risk insights tailored to executive and board audiences.

Active Initiatives

Entering 2026, several initiatives are actively underway to support Falon’s cybersecurity and risk priorities. These efforts reflect near-term focus areas and will continue to evolve as the business grows.

Catalyst Commercial Performance Review

A Year-End Lookback on Falon’s Cyber Momentum
This review reflects on Falon’s cyber commercial performance over the past year. It captures what we observed across positioning, pipeline motion, deal execution, and internal operating rhythm, based on direct engagement, live pursuits, and market-facing activity.
The intent is not to score performance, but to surface practical observations. What is working, what is constraining scale, and where focused investment will produce the greatest commercial impact in the year ahead.

Use this report to align leadership, pressure-test assumptions, and move quickly from insight to execution
Where Execution Is Carrying Too Much Load
Rebalancing even a modest share of this capacity toward clarity, reuse, and go-to-market focus would compound impact across future pursuits.

Key Observations from Falon’s Cyber Go-to-Market Execution

Rather than broad frameworks or generic benchmarks, this review isolates a small number of material themes specific to Falon’s cyber business. These themes emerged consistently across leadership discussions, pursuit dynamics, and client conversations.

They highlight where Falon’s cyber capabilities are resonating strongly in market, as well as where complexity, clarity gaps, or execution friction are limiting momentum. Each observation is paired with an opportunity, not as a prescription, but as a direction for prioritization.
In-market collaboration and pursuit execution
A significant portion of cyber capacity is currently absorbed by live pursuits. Solution shaping, internal alignment, and client-specific tailoring are delivering results, but they are also consuming disproportionate leadership attention.

This reflects strength in execution, but also signals where structure and reuse could relieve pressure without sacrificing win rates

Observations

Across the year, Falon’s cyber business demonstrated strong resonance in complex, high-stakes client environments. Buyers consistently responded to Falon’s depth of expertise, practical risk framing, and ability to engage credibly with both technical and executive stakeholders.

At the same time, growth was frequently driven by bespoke effort. Positioning, solution framing, and pursuit narratives were often rebuilt in motion, tailored to each opportunity rather than drawn from a small set of reusable, market-facing assets.

Implications

This dynamic created momentum, but also friction. As demand increased, senior cyber leadership and delivery talent were pulled deeper into pursuit support and customization, limiting capacity for proactive market development and repeatable enablement.

The implication is not misalignment, but leverage. Falon is winning in market. The opportunity lies in capturing what already works and making it easier to deploy consistently, without relying on heroics.

How Cyber Capacity Is Consumed Across Core Activities

A disproportionate share of cyber leadership and delivery capacity is currently absorbed by pursuit support, solution tailoring, and internal coordination. While necessary for near-term wins, this limits time spent on scalable enablement, repeatable messaging, and proactive market development.

The opportunity is not to reduce effort, but to rebalance it. Shifting even a modest portion of capacity toward clarity, reuse, and go-to-market focus would compound impact across future pursuits.
HOW CYBER CAPACITY IS CONSUMED ACROSS CORE ACTIVITIES
Cyber leadership and senior practitioners are heavily engaged in pursuit support, solution customization, and internal coordination. While necessary for near-term wins, this limits time spent on scalable messaging, repeatable offerings, and proactive market engagement.

Rebalancing even a modest share of this capacity toward clarity, reuse, and go-to-market focus would compound impact across future pursuits.
How Cyber Capacity Is Consumed Across Core Activities
Rebalancing even a modest share of this capacity toward clarity, reuse, and go-to-market focus would compound impact across future pursuits.

Catalyst Commercial Performance Review

A focused diagnostic of growth constraints, execution gaps, and near-term opportunities.
This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.
This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.
How Finance Capacity Is Consumed Across Core Activities
A disproportionate share of finance effort is spent on reconciliation, manual close, and rework—leaving limited capacity for analysis and decision support.

This is a heading.

This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.element.This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.element.This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.element.This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.element.
Distribution of Month-End Close Performance
A disproportionate share of finance effort is spent on reconciliation, manual close, and rework—leaving limited capacity for analysis and decision support.

This is a heading.

This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.element.This is a basic text This is a basic text element.

This is a heading.

This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.nt.element.

This is a heading.

This is a basic text This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.This is a basic text element.element.This is a basic text This is a basic text element.
How Finance Capacity Is Consumed Across Core Activities
A disproportionate share of finance effort is spent on reconciliation, manual close, and rework—leaving limited capacity for analysis and decision support.
How Finance Capacity Is Consumed Across Core Activities
A disproportionate share of finance effort is spent on reconciliation, manual close, and rework—leaving limited capacity for analysis and decision support.

Process Improvement

Tightening How Decisions Are Made and Escalated
Through our work together, we have seen moments where decisions stall because ownership, timing, or escalation paths are not always clear.
Streamlining How Information Is Prepared for Leadership
Some updates require additional interpretation to reach decision-ready clarity, which can slow leadership discussions.
Aligning Cadence to Actual Work in Motion
As initiatives progress at different speeds, the current engagement cadence may not always match where attention is most needed.

This is a key desicripton of this document. It will summarize briefly what its purpose is. This is a key desicripton of this document. It will summarize briefly what its purpose is.

This provides more detail on the document and why you need it. This provides more detail on the document and why you need it. This provides more detail on the document and why you need it. This provides more detail on the document and why you need it.

DATE: Jan 21, 2025
Status: Confidential

This is an explanation of this video or meeting. This is an explanation of this video or meeting.

This provided more detail on this conference call. What took place, and why it was an important meeting. This provided more detail on this conference call. What took place, and why it was an important meeting.

This is a description of this particular link. This example is a report. This is a description of this particular link.

This is a further detailed description of what at this link. This is a further detailed description of what at this link. This is a further detailed description of what at this link.

Looking Ahead and Maintaining Momentum

Experienced perspectives to help Falon maintain momentum and stay focused on what matters most.
working together

Tightening How Decisions Are Made and Escalated

Through our work together, we have seen moments where decisions stall because ownership, timing, or escalation paths are not always clear.

Streamlining How Information Is Prepared for Leadership

Some updates require additional interpretation to reach decision-ready clarity, which can slow leadership discussions.

Aligning Cadence to Actual Work in Motion

As initiatives progress at different speeds, the current engagement cadence may not always match where attention is most needed.

“This tends to happen as the volume of initiatives increases. A few clear decision owners and agreed escalation points usually remove a lot of friction. It is not about adding process, just making the existing process more explicit.”

Carrie Mcleish
Manager, Cyber Risk and Controls
Falon Account Coordinator - Strategy

“We often see this when reporting grows organically. Tightening how information is summarized and framed usually makes discussions faster and more productive without changing the underlying work.”

Melanie Coorigan
Director, IT and OT Security
Falon Account Lead - Systems

"Cadence works best when it reflects what is actually happening on the ground. Adjusting touchpoints as work shifts usually improves focus and reduces unnecessary meetings."

Mia Pritchard
Director, Data Privacy and Regulatory Readiness
Falon QA Manager - Data
Big picture

Scaling Operating Models Without Disruption

Falon is scaling quickly, and parts of the current operating model may create friction as volume and complexity increase.

Standardizing Integration Practices Across New Capabilities

As new capabilities are integrated, differences in processes and standards could create execution and oversight challenges if not addressed early.

Identifying Practical, Low-Risk Uses of AI and Automation

Falon is exploring automation and AI, and targeted, well-governed use cases may help improve efficiency without adding complexity.

“This is a very common point in a company’s growth. The operating model usually does not need to change dramatically, but it often needs a few adjustments to keep pace with demand. Taking a step back early tends to preserve momentum rather than slow it down.”

Roger Greyson
Managing Director, Cybersecurity Advisory

“Integration challenges are rarely about effort, they are about consistency. Aligning on a small number of shared practices early usually prevents much larger issues later. This is something many organizations work through successfully.”

Sintha Desai
Director, Cybersecurity and Risk

"The most effective use of AI tends to be narrow and practical. It is less about transformation and more about removing friction from everyday work. Starting small and learning as you go is often the right approach."

Arjun Holec
Senior Director, Manufacturing Security

We value the partnership and look forward to supporting Falon as needs and priorities evolve.

Catherine Wang
CEO Catalyst
© 2025. All Rights Reserved.
Privacy Policy • Terms & Conditions

Hi Alison

Thank you for a great 2025

Here's a short recap of the work, decisions, and momentum you were closest to this year.
View Your 2025 Recap