CYAN is now a certified
B Corp
In January 2026, CYAN received our official B Corp certification.
Becoming a B Corp has never been about earning a badge for us. It has been about making a statement and saying, this is the kind of business we want to be, even when no one is watching.
Profit matters. It keeps the lights on, allows us to pay good people fairly, and gives us the stability to plan for the future. But the way you make that profit matters just as much as what you sell.
We have always been working to run CYAN in a way that feels fair, responsible, and human. None of this has ever been flawless, and it never will be. The point is direction, discipline, and accountability.
Why B Corp, and why now
The B Corp certification felt like the natural next step because it gave us a way to test ourselves properly.
It helped us move from thinking we were doing well to measuring it, challenging it, and proving it. It pushed us to ask harder questions than we might ask during a busy week. It made us examine policies, processes, and choices we often take for granted, and it highlighted gaps we could not ignore.
That discomfort was the point.
What this changes in practice
This is not just another logo on a website. It is a structure that changes how you run a responsible business. In simple terms, it means we are more disciplined about how we make decisions and how we prove the standards we hold ourselves to.
In practice, that looks like this.
- We verify, not assume, especially when it comes to who we work with and what sits behind our supply chain.
- We review on a cadence, so policies and practices do not drift.
- We keep evidence as we go, so accountability is continuous, not a scramble when someone asks questions.
What the journey actually looked like
A big part of the early work was understanding the B Impact Assessment itself. Every question made us look at the business in a slightly different way.
From there, the work fell into a few clear workstreams.
1) Review each area of the business, honestly
We looked at where we already aligned, and where we had gaps.
2) Formalise what we were already doing
In a lot of cases, we realised we were already doing the right things. But they were not always written down as clear policies or processes in a way that could be measured or verified.
3) Back it up with evidence
It was not enough to say we value wellbeing, or that we operate responsibly. We had to show documentation and proof, and explain our approach clearly in a way B Lab could verify.
4) Verify it properly
The process culminated in verification, including checks with B Lab auditors. It took months of focused work, and it required us to slow down and look closely at parts of a business you often assume are fine because they have always been done a certain way.
The uncomfortable moment that mattered most
One of the biggest pressure points was our supply chain.
We realised that while we had always chosen suppliers we trusted, we had not fully examined their practices or asked the harder questions about environmental and social impact. It was a wake-up call. Good intentions were not enough.
That meant honest conversations with long-standing partners and, in some cases, difficult decisions to move on from relationships that no longer aligned with our standards. It also meant putting systems in place so we were not just making assumptions, but actively verifying that the businesses we work with share our commitment to fairness, sustainability, and transparency.
What this taught us was simple. Accountability is not about pointing fingers or chasing perfection. It is about being willing to ask the hard questions, then doing the work to close the gaps.
What being a certified B Corp does not mean
A few things, clearly.
- It does not mean we are perfect.
- It does not mean we have finished improving.
- It does not mean we have arrived.
B Corp is not about ticking boxes or chasing an ideal. It is about being accountable and being willing to improve in public. It gives us a shared language for decisions that might otherwise get overlooked when time is tight or margins are under pressure. It keeps us honest. It reminds us that being good is not a fixed point, but something you work at, year after year.
Why this matters beyond CYAN
Our sector is brilliant at solving problems and keeping organisations running. But it can also fall into the trap of hiding behind jargon, chasing short-term wins, and treating people like numbers.
We want to show there is another way. A way that proves you can run a healthy, sustainable business while putting people, purpose, and integrity at the heart of how you operate.
If B Corp becomes part of our legacy, we hope it is this. That we did not just build a company delivering strong IT support and cyber security, but a company we would want to exist even if we were not here. A business that leaves things better than it found them. And a reminder to ourselves, and hopefully to others, that doing well and doing good do not have to be at odds.
