{"id":3096,"date":"2026-08-17T19:38:22","date_gmt":"2026-08-17T19:38:22","guid":{"rendered":"https:\/\/dadir.be\/iso-27001-for-international-software-companies-a-case-study\/"},"modified":"2026-08-17T19:38:22","modified_gmt":"2026-08-17T19:38:22","slug":"iso-27001-for-international-software-companies-a-case-study","status":"publish","type":"post","link":"https:\/\/dadir.be\/en\/iso-27001-for-international-software-companies-a-case-study\/","title":{"rendered":"ISO 27001 for international software companies: A case study"},"content":{"rendered":"

Fast-growing software companies move quickly.<\/span>\u00a0<\/span><\/p>\n

New teams. New clients. New cloud environments. New markets.<\/span>\u00a0<\/span><\/p>\n

But while the business scales, security often\u00a0can\u00a0grow in pieces.<\/span>\u00a0<\/span><\/p>\n

That was the reality for an international software development company with more than 620 employees\u00a0operating\u00a0across Belgium, Germany, Poland, the United States, and India.<\/span>\u00a0<\/span><\/p>\n

Different offices followed different security practices. Cloud environments expanded rapidly. Development teams shipped fast, but security controls were not always consistent across the organization.<\/span>\u00a0<\/span><\/p>\n

At the same time, enterprise clients increasingly\u00a0required\u00a0ISO 27001 certification before signing contracts, while regulations like GDPR, NIS2, and the Indian DPDP Act added even more pressure.<\/span>\u00a0<\/span><\/p>\n

The company\u00a0didn\u2019t\u00a0have a lack of talent or technology.<\/span>\u00a0<\/span><\/p>\n

It had a lack of structure.<\/span>\u00a0<\/span><\/p>\n

What followed was a complete transformation of how security was managed across the business, from governance and cloud security to secure software development and international compliance.<\/span>\u00a0<\/span><\/p>\n

This case study explores how the company unified security across five countries and successfully achieved ISO 27001:2022 certification.<\/span>\u00a0<\/span><\/p>\n

Where it started: rapid growth without consistency<\/span><\/b>\u00a0<\/span><\/h1>\n

Like many fast-scaling technology companies, each office had gradually developed its own way of working.<\/span>\u00a0<\/span><\/p>\n

Some teams had mature security practices. Others relied heavily on informal processes.<\/span>\u00a0<\/span><\/p>\n

The\u00a0initial\u00a0assessment revealed several critical challenges:<\/span>\u00a0<\/span><\/p>\n

Inconsistent security practices across locations<\/span><\/b>\u00a0<\/span><\/h2>\n

The Belgian headquarters\u00a0maintained\u00a0formal change management processes, while other offices\u00a0operated\u00a0with varying levels of structure.<\/span>\u00a0<\/span><\/p>\n

The Indian development\u00a0center\u00a0relied\u00a0largely on\u00a0informal peer review. The US office selectively applied SOC 2 principles, while Germany and Poland lacked a documented security framework entirely.<\/span>\u00a0<\/span><\/p>\n

Gaps in the Secure Development Lifecycle (SDLC)<\/span><\/b>\u00a0<\/span><\/h2>\n

Although development teams used agile methodologies and CI\/CD pipelines, security was not formally embedded into the software development lifecycle.<\/span>\u00a0<\/span><\/p>\n

There\u00a0were:<\/span>\u00a0<\/span><\/p>\n