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The Home of Culture Research: The Business of Culture I 2026 I Download Now
Curiosity at the Centre of Beazley Security’s Culture
I DEEP DIVE INSIDER PROFILES
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Beazley Security is scaling a remote-first cyber risk business around a culture of curiosity, helping its teams keep improving how they support clients through serious cyber incidents.
Beazley Security helps organisations prepare for cyberattacks and recover when they happen. Its work spans the full lifecycle of cyber risk, from strengthening defences before an incident to supporting organisations through the disruption and recovery that follows one.
The company was formed in 2024 by bringing together a cyber security services business with the incident management expertise supporting Beazley’s global cyber insurance operation. Backed by the wider risk knowledge of Beazley Insurance, the business uses what it sees across thousands of real cyber events to help organisations understand where they are exposed and what will make them more resilient.
Its teams are involved in more than 5,000 cyber events each year. That experience feeds directly into the services and controls Beazley Security develops, giving the company a view of cyber risk based on what is happening inside organisations when attacks actually occur.
The business itself has been changing just as quickly. Beazley Security has grown from around 35 people two years ago to more than 160 today, with another 50 employees planned by the end of 2026. Its workforce is distributed across multiple countries and operates remote-first.
Inside that growth, Beazley Security has built its culture around the belief that people should stay curious enough to keep improving the company around them.
Cyber security rarely gives teams the luxury of working from a fixed playbook for long. Threats change, services develop and a business growing across countries will continually encounter problems it has not solved before. Beazley Security wants employees to notice those gaps and feel responsible for doing something about them.
Curiosity, in that sense, is less about asking interesting questions and more about seeing a problem clearly enough to make the next version of the business better.
That idea sits within BASIC, the values framework employees helped define as the company was being built. It gives people a shared reference point for how they work with clients and with one another as the organisation becomes larger.
The values matter particularly because most employees are not sitting in the same office every day. Beazley Security relies on people being able to communicate openly and make decisions with a strong understanding of what the company expects from them, even when their closest colleagues may be working in another city or country.
Employees describe access to leadership as unusually direct. It is normal to message a member of the C-suite on Slack with a question or have a senior leader join a client conversation when their input is useful. That accessibility helps keep information moving through a company that has expanded rapidly.
It also creates opportunities for people to lead before a promotion formally gives them permission to do so. Working groups allow employees who want more responsibility to take ownership of business problems, including redesigning how client reviews are run or developing new material for onboarding customers.
These projects give people experience beyond the boundaries of their existing role while solving problems the company genuinely needs addressed. As Beazley Security grows, much of its internal development is happening this way: someone sees an opportunity to improve something, brings other people into the problem and builds a better way of doing it.
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Recognition follows the same pattern. Peer-to-peer Kudos are used frequently across the business, with some months seeing 75 to 100 different employees recognising someone else for the help or contribution they made. It gives people a way to make useful work visible across a remote organisation where many contributions could otherwise remain inside individual teams.
A person's first meaningful interaction with a Beazley Security client can happen while that organisation is dealing with an active breach. For the people involved, it may be one of the most stressful days of their professional lives. Decisions are being made quickly while systems, customers and reputations may all be at risk.
Beazley Security wants employees to understand what that experience feels like for the person on the other side of the conversation. Monthly global all-hands meetings regularly bring client situations into view, looking at the problems organisations faced and how teams helped them reach a successful outcome.
That context changes how the work is understood internally. A technical task can ultimately affect someone's ability to navigate a crisis, which gives employees a clearer picture of what the outcome of their work actually means.
The same emphasis on responsibility appears when something inside the company needs fixing. People who thrive at Beazley Security tend to notice friction and investigate it. A delay in a process or a recurring complication is treated as something worth unpacking rather than simply accepting as part of the way things work.
That behaviour has become particularly important during the company's recent expansion. New services have been introduced while the workforce has grown across additional countries, creating new internal problems at the same time as the business is solving increasingly complex problems for clients.
People are encouraged to take initiative when they see those gaps. Improvements can come from anywhere in the organisation, which gives employees a practical way to influence how Beazley Security develops while the shape of the company is still changing.
The culture also becomes visible in how colleagues respond when work has to give way to something more important. Employees describe situations where family emergencies are handled simply: deal with what is happening at home and the team will work out the rest. That approach is supported by policies designed to give people flexibility at different stages of their lives, but its significance is often felt most clearly in how colleagues react in the moment.
The same sense of community appears when remote teams meet in person. Service projects are regularly included in those gatherings, with employees spending time supporting causes in the region rather than treating the occasion purely as an internal company event.
For a business growing as quickly as Beazley Security, culture is doing practical work. It helps a distributed team understand how decisions should be made when there is no established answer, gives newer employees a clearer sense of how to contribute and creates enough trust for people to take responsibility beyond their immediate job description.
That will become more important as the company adds another wave of employees.
Beazley Security's challenge is to keep the curiosity of a much smaller organisation while developing the structure required by a global cyber risk business. The company is already using the people inside it to help shape that next stage, giving employees room to find what needs improving and enough ownership to do something about it.
In a field defined by problems that continually change, that habit of staying curious has become part of how Beazley Security grows.