How Brightridge went from Telecoms to Cyber-First

From petrochemicals to telecoms to a cyber-first MSSP, Brightridge founder and CEO Iain Bett has built the business through steady evolution, strategic risk and a sharp focus on people, resilience and long-term customer trust.

Betts’ route into the channel was anything but conventional, yet complementary. His early career in the petrochemical industry exposed him to a highly regulated, safety-critical environment that shaped his approach to risk, structure and accountability. But ready for a new challenge, he moved into telecoms sales, quickly recognising how his skills could be carried across. “The telecoms sector was faster moving and more dynamic,” he stated. ”That appealed to me. And understanding customer needs, working within structured frameworks and building trusted, long-term relationships were all transferable skills.”

With the telecoms sector offering a faster pace and greater dynamism, Bett soon took the leap into business ownership, founding Technology Telecom (which became Brightridge in 2003) as a joint venture with a business partner.

“We later agreed to go our separate ways and from there the business grew organically,” explained Bett. “Over time, customer demand drove a natural evolution from telecoms into IT support and managed services, and ultimately into a cyber-first model. Learning, often self-learning, and investing in the right people has been central to this journey.”

For the next 15 years, the business built a strong reputation in telecoms and connectivity, growing steadily through service quality and long-term client relationships. Historically, the company expanded at around three to five per cent annually, prioritising sustainability and retention over rapid scale. But as technology and customer expectations evolved, so too did the business. Driven by client demand, Brightridge expanded into IT support and managed services, and accelerated that shift through acquisition. Today, it is a cyber-first managed security services provider delivering end-to-end solutions spanning assessment, remediation, certification and ongoing support. “Security underpins everything we do,” added Bett. “For customers, that means clearer accountability, fewer handovers and far better visibility of risk.”

Cyber is no longer an add-on, it’s the starting point for many customer conversations

Brightridge’s client base spans a wide range of organisations, but its sweet spot lies in regulated industries like finance, healthcare, energy and professional services where compliance, resilience and accountability are critical. That positioning has become increasingly relevant as cybersecurity shifts from a priority to a necessity, influenced by regulation, supply chain pressure and insurance requirements. “Cyber is no longer an add-on, it’s the starting point for many customer conversations,” explained Bett.

While growth was deliberately steady for many years, the past 12-18 months have marked a step change for the business. “This year, we are approaching £3 million in turnover, up from £2 million last year, driven by contract wins and our most recent acquisition,” added Bett. “We’ve also opened our first satellite office in Aberdeen with local leadership and in house staff dedicated to supporting clients across the north east. This on the ground presence is particularly important in sectors such as energy, oil and gas and professional services where regulatory and security requirements are high.”

The security imperative

Bett is clear that the acceleration is not the result of one single driving force, citing the right people, the right timing and market conditions aligning, especially when it comes to security. “Cybersecurity has moved from being important to unavoidable, driven by supply chain pressure and insurance requirements,” he commented. “While awareness has increased, many organisations still struggle with the complexity around compliance, network security and ongoing assurance. Security underpins everything we do – from IT support and managed services to connectivity, telephony, cyber accreditation and training.”

Bett also noted that there are a number of IASME Certifying Bodies across Scotland, but the number that hold Cyber Essentials and IASME assurance assessor credentials and deliver those services as part of an in-house IT and managed services operation is firmly in the single figures. “That combination allows us to assess, remediate, certify and then support customers on an ongoing basis, without handing them between multiple providers,” he added.

A key part of Brightridge’s evolution has been strengthening the leadership team with the appointment of Commercial Director Andy McKay marking a turning point, bringing scalability expertise alongside a shared set of values. “I’d known Andy for several years through the channel, and when he was ready for his next career move I was at a stage where I wanted to take Brightridge to the next level, but without compromising culture or work life balance,” said Bett. “Bringing Andy on board worked on every level. He has significant experience of scaling technology businesses and is a natural, people focused leader. Our skills complement each other and there’s strong alignment around values.”

Culture remains non-negotiable

For Bett, culture remains non-negotiable, and this focus extends to investment priorities. While much of the business continues to invest in security capabilities, technology and infrastructure, Bett is keen to emphasise that people remain the differentiator. “Technology moves quickly,” he added. “But ultimately, it’s about giving people the confidence and support to take the initiative. We’ve also invested heavily in our internal systems to ensure our CRM, service management and support infrastructure can scale as the business grows. That allows us to maintain service quality while expanding responsibly.”

Like many MSSPs, Brightridge is also navigating the rise of AI, seeing it as an enabler rather than a replacement. “While cybersecurity is the defining issue driven by regulation, supply chain scrutiny and insurance requirements, AI is also creating significant opportunities, but it has to be deployed responsibly,” commented Bett. “We already use AI within several services, including SOC and SIEM, but always with human oversight. AI isn’t about replacing people, it’s about augmenting their capability and allowing them to focus on judgement, insight and service quality. We’re also seeing attackers increasingly use AI which makes strong monitoring, detection and response even more important. The transformation is ongoing, but it’s very much a practical one, using AI where it genuinely improves outcomes while ensuring governance, security and accountability remain firmly in place.”

Keeping an eye open

Betts also keeps a close eye on new platforms and services as they emerge, particularly those that strengthen resilience, automation and security outcomes for customers. “We’re currently in conversation with a number of vendors, including newer entrants founded by experienced teams where innovation is clearly informed by real MSSP challenges,” he said. “Any additions we make will be deliberate and driven by customer value, not technology for technology’s sake.”

Looking ahead, the opportunity is clear… to scale the business’s cyber-first model without losing the service quality that built it in the first place. “Over the next three to five years it’s about deepening our security capability, investing in our people and extending our reach while staying close to customers,” confirmed Betts. “Without good staff, you don’t have a good company. People buy from people, and that’s as true today as it’s ever been. That means giving teams the confidence, support and tools to solve problems rather than follow process. Alongside that it’s about staying agile and being prepared to take calculated risks”

Bett’s journey hasn’t been without risks and setbacks. From lack lustre investments to lessons in pricing and marketing, he’s learned that resilience is built through experience, both positive and difficult. “What I’ve learned most is that success is never an individual effort,” He commented. “That mindset continues to guide my leadership approach. Consistency and authenticity matter most, backing your people, being honest about where you are, and keeping the business moving forward.”