Cybersecurity is no longer a technical function. It is a prerequisite for trust, continuity, and growth, Christos Onoufriou CEO of Odyssey Cybersecurity tells Forbes Cyprus.
What is your vision for Odyssey Cybersecurity over the next 3–5 years, and how does it align with global developments in cybersecurity?
Our vision for the next three to five years is for Odyssey Cybersecurity to further strengthen its position as a trusted strategic partner in cybersecurity for organizations across the wider region and internationally. Our ambition is not limited to expanding our footprint in the markets where we already operate. It extends to shaping a service and technology model centered on operational resilience, faster decision-making, and the trust leadership teams increasingly require in a more complex digital environment.
Today, Odyssey has a physical presence in Cyprus, Greece, Saudi Arabia, Italy, Spain, and the UK, serving clients in more than 25 countries. This means continued growth in the markets where we are already active, further expansion of our partner network, and ongoing investment in the evolution of ClearSkies™, our TDIR platform, developed entirely by Odyssey and recognized internationally. As the market moves away from fragmented toolsets toward more mature models of continuous monitoring, faster response, automation, and resilience, our goal is not simply to follow that shift, but to help shape it through timely investment in people, technology, and innovation.
What do you see as the biggest cybersecurity challenges facing businesses in Cyprus today, and how can their resilience be strengthened?
Businesses in Cyprus are facing the same core challenges we see globally, but in an environment where response time and access to specialized expertise are even more critical. Cyber threats are becoming more complex, digital infrastructures more interconnected, and at the same time regulatory requirements and expectations around business continuity are rising.
Resilience is not strengthened simply by adding more technology. It is strengthened when an organization gains a clearer view of risk, defines clear roles and processes, builds continuous monitoring capabilities, and fosters a culture of readiness that extends beyond the IT department. The sooner businesses recognize this shift, the better prepared they will be to manage a serious incident without putting operations or the trust they have built at risk.
How has the role of cybersecurity evolved from a technical necessity into a strategic pillar for boards of directors?
Cybersecurity is no longer a technical discussion concerning IT teams alone. It has become a matter of leadership and governance, because today a cyberattack can directly affect operations, reputation, compliance, the trust of customers and partners, and ultimately an organization’s ability to sustain growth.
That is why boards must now view cybersecurity as a strategic pillar. Not only because regulatory frameworks are becoming stricter, but because the real challenge is whether an organization can demonstrate readiness, discipline, and effective risk management. In other words, cybersecurity has moved from the level of technical defense to the level of operational resilience and executive responsibility.
Which technologies will shape the future of cybersecurity, and how is Odyssey investing in them?
The future of cybersecurity will be shaped by the combination of artificial intelligence, automation, and more effective use of threat intelligence. AI will play an increasingly central role in faster detection, incident assessment, and reduced response times. Automation and the controlled autonomy of security systems will be critical in enabling teams to manage increasingly complex incidents without a corresponding increase in operational burden.
At the same time, threat intelligence is becoming more valuable because it helps organizations identify what matters earlier and act with greater precision.
We are investing systematically in this direction. We have already integrated generative AI capabilities into ClearSkies™ and are now advancing the platform further with agentic AI, with Autonomous SOC as the ultimate objective. At the same time, we are enriching our platform with new applications such as DNS Shield in order to enhance visibility, protection, and response speed.
What was the most demanding period you have had to manage as CEO, and what did you learn from it?
No company can continue to grow and evolve for more than two decades through the efforts of one or two people alone. It takes a capable team that rises to every challenge together, each from their own position.
In cybersecurity, the most demanding periods are not always defined by a single event. More often, they are the phases when you are called upon to grow, innovate, and at the same time maintain a very high level of reliability, while the environment around you becomes more unstable and more demanding. When you operate in a field where clients are under constant pressure, attacks are a daily reality, and expectations for uninterrupted protection are absolute, responsibility is continuous and multi-layered.
What I have learned is that security is not only a matter of technology. Above all, it is a matter of trust. Trust is built through consistency, teamwork, quality people, and the ability to remain clear-minded under pressure. A company’s true resilience is reflected not only in how it grows, but in how it remains reliable as it grows.
How do you attract and retain talent in such a competitive and specialized sector?
Attracting and retaining talent is one of the most critical success factors in cybersecurity today. It is a demanding sector, with a high level of specialization and intense international competition. That is why we do not view our people as a support function, but as a strategic pillar of growth.
We invest in creating an environment where people can develop in meaningful ways, acquire new skills, earn certifications, participate in projects of real complexity, and feel that their contribution creates real value for the organization. At the same time, we place strong emphasis on building an attractive working environment, maintaining competitive compensation, and strengthening local teams in every market where we operate.
In a sector as demanding as ours, people stay where they see perspective, quality, and purpose.
Do you believe Cyprus can evolve into a regional cybersecurity hub? What would be needed to make that a reality?
Yes, I believe Cyprus can evolve into a meaningful regional cybersecurity hub. It has a strategic geographic position, an international business orientation, and the ability to act as a connecting point between Europe, the Middle East, and broader regional markets. A major enabler for achieving this vision is the European Union’s declared political commitment to autonomy and sovereignty in technology.
For this to become reality, a more coordinated national approach is needed, along with investment in skills and specialization, closer collaboration between businesses, universities, and the state, and an environment that supports innovation and technology development. Above all, it requires a sense of collective purpose, confidence that we can succeed, and a view of cybersecurity not only as a line of defense, but as a sector through which Cyprus can build international identity and competitive advantage.
What is the most important piece of advice you would give to young entrepreneurs or CEOs operating in the technology sector?
The most important advice I would give is that whatever they build should have specialization, depth, and long-term value. In technology, it is easy to be carried away by the speed of the market, the excitement of innovation, or the pressure of constant scaling. But the companies that truly stand the test of time are those built on solid principles, with a clear strategy, disciplined execution, and meaningful value for the customer.
Innovation may help you stand out, but trust is what establishes you. And finally, investing in your people and in the culture you want to create is decisive. In the end, it is not ideas alone that build great companies, but the teams that can turn those ideas into consistent, repeatable value.