Kyos: a vision, but how do you get there with AI?
Kyos, a Geneva-based cybersecurity company of 70 people, had a clear strategy for 2030. AI is not the goal, but a lever serving that vision: evolving professions and ways of working to serve clients better. Initiatives already existed across the teams; they needed framing and prioritising. PrismIA ran an extended Journey to AI audit, with some fifteen interviews over three weeks: around a hundred opportunities identified and fifteen quick wins started immediately. Today, AI governance is in place, all 70 employees are trained, three structural projects are under way and more than 340 processes have already been automated across the IT system.
A clear strategy, initiatives to frame
The corporate strategy was set, the 2030 vision established. A broad vision in which AI is not the end but a lever: a way to evolve professions and ways of working, in service of one constant goal, the quality delivered to clients. Several AI initiatives were already running across the teams. What was missing: a shared framework to prioritise them, and dedicated expertise on the AI building blocks. With one non-negotiable requirement for a cybersecurity company: protecting sensitive information and data sovereignty, its own and its clients'.
- A corporate strategy for 2030 already in place
- AI seen as a lever for that vision, not an end in itself
- AI initiatives running in the teams, without a shared framework
- A need for expertise on the AI building blocks
- Security and data sovereignty: a prerequisite, not an option
An extended Journey to AI, calibrated to fit
The engagement ran over three months: some fifteen interviews across three weeks, one month of analysis, then the final presentation built on the three deliverables of the approach (audit report, opportunity matrix, executive presentation).
Kickoff
Scope, stakeholders and objectives, aligned with management.
Audit
Some fifteen interviews over three weeks, in direct contact with the teams and their actual practices.
Evaluation
One month of analysis: maturity assessed across six axes, opportunities scored, ROI estimated for each.
Presentation
A prioritised roadmap, presented to management. Kyos then subscribed to the AI Foundation programme for implementation.
From deliverables to action
Yes, more than 340: that figure is not a typo. Driven by the commitment of Kyos' teams, this automation effort has been moving steadily since the AI Foundation programme began; we will detail it in an upcoming case study.
Each opportunity was classified by maturity level, identified gaps and Kyos' strategic objectives, then assessed for feasibility and risk, including security and data protection. All are prioritised, with an estimated ROI: management decides on solid grounds and tracks implementation over time.
- AI governance established from the first phase, with a regular cadence
- 70 employees trained on the tools in place, then on new tools and good practices
- Coordinated implementation: technical teams trained to automate their own tasks, co-learning on real cases
- Three structural projects under way, and more than 340 processes already automated across the IT system, notably with n8n
A partnership, not a siloed service
Technical teams eager to learn, aware of what is at stake, carried by strong cross-team leadership. Kyos wanted to frame, share good practices and keep progressing: the success of this engagement owes as much to that commitment as to the method.
The other common ground: security. PrismIA designs its work with data sovereignty in mind: local tools where relevant, Swiss FADP compliance, technology choices also assessed on risk. For a company whose business is protecting its clients, this was not a sales argument; it was the entry condition.
What this case tells you
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