Executive Summary
Organizations are facing an increasingly sophisticated cyber threat landscape driven by ransomware, phishing, credential theft, and dark web-enabled data leak exposures. Fragmented security tools and reactive approaches limit their ability to identify adversaries early, correlate threats across digital environments, and effectively prioritize risk before attacks materialize. As threats become more targeted and interconnected, organizations require centralized, proactive, predictive, and intelligence-driven capabilities that improve visibility, enable early threat detection, and support faster, more informed security decisions.
Group-IB Threat Intelligence provides centralized, real-time visibility into cyber threats across intelligence sources including the surface web, deep web, and dark web. It is enriched with proprietary intelligence from Group-IB's own investigations, digital forensics and incident response (DFIR) engagements, and Managed XDR telemetry. The platform delivers actionable intelligence on key threats such as ransomware, phishing, credential theft, malware, data leaks, hacktivism, and nation-state/Advanced Persistent Threat (APT) activity — combining real-time monitoring with predictive indicators of attack. This allows organizations to improve situational awareness, accelerate investigations, strengthen threat hunting and detection engineering and make more proactive security decisions.
Group-IB commissioned Forrester Consulting to conduct a Total Economic Impact™ (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying Group-IB Threat Intelligence.1 The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of Group-IB Threat Intelligence on their organizations.
Key Statistics
111%
Return on investment (ROI)
$749K
Benefits PV
$394K
Net present value (NPV)
To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed a decision-maker who has experience using Group-IB Threat Intelligence at their organization. Forrester used this experience to project a three-year financial analysis.
The interviewee said that prior to using Group-IB Threat Intelligence, their organization lacked comprehensive threat intelligence coverage and relied on manual processes to consolidate intelligence from various sources.
After the investment in Group-IB Threat Intelligence, the interviewee’s organization achieved meaningful time savings by automating the collection and structuring of intelligence data. Key results from the investment include a stronger overall security posture, including a 30% reduction in breach-related risk and associated breach costs.
Key Findings
Quantified benefits. Quantified benefits for the interviewee’s organization include:
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Time savings on threat intelligence gathering, investigation, and response of up to 21 hours a week. The interviewee’s organization improves operational efficiencies for the customer organization with automating data collection, parsing and structuring of deep and dark web data, and transforming it into searchable and actionable intelligence. This reduces the need for manual curation of data across multiple sources. The solution also enables faster investigation, validation and synthesizing of information for reporting and downstream communications, resulting in time savings of $84,000 over three years.
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Avoided 30% of associated breach costs. The interviewee’s organization strengthens its security posture by reducing exposure to security breaches from various sources, such as external attacks targeting the organization, internal incidents, and attacks or incidents that involve the external ecosystem (e.g., third-party vendors or partners). The avoids an estimated security breach cost of $665,000 over three years.
Unquantified benefits. Benefits that provide value for the interviewee’s organization but are not quantified for this study include:
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Improved accuracy and quality of threat intelligence. Group-IB Threat Intelligence delivers trusted, high-quality intelligence with minimal noise, complemented by graphing capabilities that help analysts connect threat actors, identities, infrastructure, campaigns, and tactical data. This reduces the effort to validate and contextualize findings, thus supporting faster, more confident decision-making.
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Expanded threat intelligence coverage. The solution enhances visibility into emerging cyber threats by providing access to intelligence from deep and dark web sources that would otherwise be difficult to monitor. This improves the organization’s awareness of external threats.
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Improved collaboration and downstream efficiency across internal security teams. The interviewee’s organization can use threat intelligence data that is readily available for downstream security operations to support threat hunting, case enrichment, and more efficient investigations and response. Through a centralized source of truth, security teams save time and work more effectively together at addressing potential threats.
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Access to global threat intelligence and law enforcement networks. Group-IB’s established relationships with international law enforcement agencies such as Interpol provide added assurance beyond the technology itself. The organization has confidence that it can draw on Group-IB’s global network when responding to complex or cross-border cyber incidents.
Quantified costs. Quantified costs for the interviewee’s organization include:
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Licensing and internal deployment costs of $355,000 over a period of three years. Licensing cost is straightforward and based on the intelligence modules required. The interviewee’s organization also spends a minimal amount of time on deployment as this is a cloud-based application that can be easily downloaded.
The financial analysis that is based on the interview found that the decision-maker’s organization experiences benefits of $749,000 over three years versus costs of $355,000, adding up to a net present value (NPV) of $394,000 and an ROI of 111%.
Benefits (Three-Year)
The Group-IB Threat Intelligence Customer Journey
Drivers leading to the Group-IB Threat Intelligence investment
Interviewee’s Organization
Forrester interviewed a decision-maker who has experience using Group-IB Threat Intelligence at their organization. Their organization has the following characteristics:
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It belongs in the retail industry.
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It is headquartered in the US, with operations across North America.
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Annual revenue of $41.5 billion.
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85,000 employees.
Key Challenges
Prior to investing in Group-IB Threat Intelligence, the interviewee’s organization relied on a small number of existing vendors for threat intelligence capabilities but lacked a comprehensive, centralized source for actionable threat intelligence.
The interviewee noted how their organization struggled with challenges prior to investing in Group-IB Threat Intelligence, including:
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Limited threat intelligence coverage. The interviewee noted that their organization relied on a relatively small set of intelligence tools and data sources, which created gaps in visibility across certain threat domains. Threat intelligence specialists often needed to search across multiple sources to build a more complete understanding of emerging threats, threat actors, and activities relevant to the enterprise. This signals their need for a provider that can expand data coverage, for improved visibility across threat domains, and strengthened analytic inputs within its existing security environment.
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Need for higher quality data enrichment. The interviewee reported that existing intelligence sources did not always provide the threat intelligence team with sufficient context or validation needed to fully understand threat activity or assess its relevance to the organization. As a result, analysts frequently needed to perform additional verification and investigation before intelligence could be confidently used or shared with other security teams. The team required high-fidelity intelligence sources to complement existing vendors and improve the completeness and accuracy of threat data.
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Manual effort to collect missing data, validate and synthesize intelligence. The interviewee shared that threat intelligence specialists spent time manually validating intelligence from different sources to fill data gaps and verify findings, and sought to reduce the operational burden of manually enriching threat data. These manual activities reduced the amount of time available for higher-value threat analysis, investigation, and stakeholder engagement.
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Difficulty keeping up with rapidly evolving threats. The interviewee reported challenges keeping pace with rapidly evolving threat actor tactics, emerging malware activity, and phishing campaigns. This highlighted the need for more timely and actionable intelligence to identify relevant threats earlier and respond more effectively to changes in the threat landscape.
Investment Objectives
The interviewee’s organization searched for a solution that could:
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Expand their threat intelligence coverage and improve data quality.
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Accelerate detection and response to incidents.
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Reduce manual effort required to collect, correlate, and analyze threats.
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Strengthen investigative capabilities through richer threat context and actionable intelligence.
Use Case Description
The interviewee’s organization uses Group-IB Threat Intelligence as an additional source of threat intelligence within its broader security portfolio to complement its existing security tools. The platform is primarily used to enhance deep and dark web visibility through automated collection, parsing, and structuring of threat actor conversations, leak sites, and underground forums. By transforming previously unstructured data into searchable and actionable intelligence, Group-IB enables the threat intelligence team stay ahead of emerging threats, breaches, and fraud activity while significantly improving speed and efficiency in intelligence gathering.
For this use case, Forrester has modeled benefits and costs over three years.
KEY ASSUMPTIONS
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Six threat intelligence specialists using Group-IB Threat Intelligence
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Annual revenue of $41.5 billion
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Fraud intelligence module not included
Analysis Of Benefits
Quantified benefit data
Total Benefits
| Ref. | Benefit | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|
| Atr | Time savings from improved threat intelligence workflows | $33,716 | $33,716 | $33,716 | $101,147 | $83,845 |
| Btr | Avoided security breach costs | $267,429 | $267,429 | $267,429 | $802,286 | $665,056 |
| Total benefits (risk-adjusted) | $301,144 | $301,144 | $301,144 | $903,433 | $748,901 |
Time Savings From Improved Threat Intelligence Workflows
Evidence and data. Group-IB Threat Intelligence delivered meaningful time savings by automating the collection, parsing, and structuring of deep and dark web data, transforming large volumes of unstructured threat actor conversations and underground forum activity into searchable and actionable intelligence. Through its API-driven data feeds and integrated enrichment capabilities, the platform reduced the need for manual data gathering across multiple intelligence sources, thus enabling access to a broader and more timely set of intelligence within existing security workflows.
Additionally, the threat intelligence team reported improvements in investigation and response efficiency. Group-IB Threat Intelligence reduced the time required to investigate, validate, and synthesize threat intelligence for reporting and stakeholder communication. It enabled faster production of threat reports and awareness briefings, improving the speed and consistency of response activities across teams.
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The interviewee shared that the team saved approximately 10 hours a week with Group-IB’s deep web, dark web and graphing capabilities. The interviewee noted, “We try to gather as much intelligence relevant to our enterprise as quickly as possible, and Group-IB does a lot of that manual work for you.”
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The interviewee also noted time savings in investigation and response workflows, particularly when creating reports and sharing information with other teams, “It saves us maybe around 5 hours a week, sometimes more.”
Modeling and assumptions. Based on the interview, Forrester assumes the following:
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There are six threat intelligence specialists using Group-IB’s threat intelligence platform.
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The average fully burdened hourly salary for a threat intelligence specialist is $65.
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A productivity recapture rate of 50% is applied, assuming that not all time saved is fully converted into productive work.
Risks. The scale of this benefit may vary from organization to organization based on:
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The number of threat intelligence specialists using the tool.
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The amount of time spent on threat intelligence workflows prior to using Group-IB Threat Intelligence.
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The average fully burdened hourly salary of a threat intelligence specialist.
Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $84,000.
Time Savings From Improved Threat Intelligence Workflows
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| A1 | Threat intelligence specialists | Interview | 6 | 6 | 6 | |
| A2 | Time saved on threat intelligence gathering per week per FTE (hours) | Interview | 2 | 2 | 2 | |
| A3 | Time saved on investigation and response per week per FTE (hours) | Interview | 1.5 | 1.5 | 1.5 | |
| A4 | Average fully burdened hourly salary rate of a threat intelligence specialist | TEI methodology | $65 | $65 | $65 | |
| A5 | Productivity recapture rate | TEI methodology | 50% | 50% | 50% | |
| At | Time savings from improved threat intelligence workflows | A1*(A2+A3)*52 weeks*A4*A5 | $35,490 | $35,490 | $35,490 | |
| Risk adjustment | ↓5% | |||||
| Atr | Time savings from improved threat intelligence workflows (risk-adjusted) | $33,716 | $33,716 | $33,716 | ||
| Three-year total: $101,147 | Three-year present value: $83,845 | |||||
Avoided Security Breach Costs
Evidence and data. The interviewee reported that the use of Group-IB Threat Intelligence strengthened its overall security posture by reducing exposure to security breaches. Specifically, the interviewee shared that the solution improved the organization’s ability to identify and mitigate risks associated with external attacks targeting the organization, internal security incidents, and attacks or incidents involving its broader external ecosystem, including third-party vendors or partners.
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The interviewee estimated that approximately 30% of security threats and attack vectors identified were addressable with Group-IB Threat Intelligence capabilities, which included threat intelligence enrichment, monitoring, and proactive detection support.
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For the attacks Group-IB Threat Intelligence could mitigate, the interviewee estimated that the solution reduced the organization’s exposure to breach-related risk and associated breach costs by approximately 30%.
Modeling and assumptions. Based on the interview, Forrester assumes the following:
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Total annual risk exposure is estimated using the interviewee’s organization’s size as an input to a regression model based on the cumulative costs of breaches reported by organizations that experienced at least one breach in the past 12 months.2
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Threat sources identified by the interviewee, including external attacks targeting the organization, internal incidents, and attacks or incidents involving the external ecosystem, account for approximately 77% of reported breaches.3
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The annual revenue used to estimate the organization’s total annual risk exposure to security breaches is $41.5 billion.
Risks. The scale of this benefit may vary from organization to organization based on:
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The percentage of attacks addressable with Group-IB Threat Intelligence.
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The organization’s annual revenue.
Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $665,000.
30%
Reduction in risk exposure to breach costs addressable by Group-IB Threat Intelligence
Avoided Security Breach Costs
| Ref. | Metric | Source | Year 1 | Year 2 | Year 3 | |
|---|---|---|---|---|---|---|
| B1 | Annual risk exposure to security breaches | Forrester Research | $4,540,000 | $4,540,000 | $4,540,000 | |
| B2 | Percentage of breaches originating from external attacks targeting the organization, internal incidents, attacks, or incidents involving the external ecosystem | Forrester Research | 77% | 77% | 77% | |
| B3 | Percentage of those attacks addressable with Group-IB Threat Intelligence | Interview | 30% | 30% | 30% | |
| B4 | Annual risk exposure addressable with Group-IB Threat Intelligence | B1*B2*B3 | $1,048,740 | $1,048,740 | $1,048,740 | |
| B5 | Reduced risk of exposure to breach costs from addressable attacks with Group-IB Threat Intelligence | Interview | 30% | 30% | 30% | |
| Bt | Avoided security breach costs | B4*B5 | $314,622 | $314,622 | $314,622 | |
| Risk adjustment | 15% | |||||
| Btr | Avoided security breach costs (risk-adjusted) | $267,429 | $267,429 | $267,429 | ||
| Three-year total: $802,286 | Three-year present value: $665,056 | |||||
Unquantified Benefits
Benefits that provide value for the interviewee’s organization but are not quantified for this study include:
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Improved accuracy and quality of threat intelligence. The interviewee reported that Group-IB Threat Intelligence provided a dependable, authoritative source of threat intelligence by delivering highly relevant and accurate information with minimal noise. The platform’s graphing capabilities further helped analysts visualize relationships between threat actors, online identities, infrastructure, campaigns, and other tactical data — supporting people-centric investigations and helping teams identify connections that might have otherwise been difficult to uncover. This reduced the effort required to validate and contextualize findings, and enabled security analysts to make faster, more confident decisions based on trusted intelligence.
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Expanded threat intelligence coverage. The interviewee also highlighted Group-IB’s ability to broaden visibility into the threat landscape through its extensive collection of deep and dark web intelligence. The platform gathers, parses, and structures data from underground sources into searchable, actionable intelligence, providing access to threat information that was previously difficult to obtain or analyze. This improves the organization’s awareness of emerging threats.
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Improved collaboration and operational efficiency across internal security teams. Group-IB Threat Intelligence enabled more effective collaboration across security functions by making threat intelligence more readily available for operational security teams and processes. The interviewee shared, “We use that data downstream to do some automated hunting and also bring case enrichment and other information to some of our partner teams.” This allowed security teams to work from a common intelligence source, support threat hunting and case enrichment activities, and respond more efficiently to potential threats.
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Access to global threat intelligence and law enforcement networks. The interviewee also noted that the organization valued Group-IB’s relationships with international law enforcement agencies. While these relationships were not leveraged on a day-to-day basis, they provided confidence that the organization could leverage Group-IB’s additional intelligence, collaboration, and investigative support globally if needed. There was greater assurance that they had a trusted partner capable of supporting investigations involving cross-border threats, cybercriminal activity, or incidents extending beyond the organization’s direct environment.
Flexibility
The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement Group-IB Threat Intelligence and later realize additional uses and business opportunities, including:
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Scaling of security capabilities as needs evolve. The interviewee’s organization viewed Group-IB’s Threat Intelligence as a flexible platform that could support their evolving security requirements over time, reducing the friction typically associated with onboarding new capabilities. Rather than treating the initial deployment as a fixed endpoint, the organization anticipated expanding its use of the solution over time to address adjacent risk areas including fraud and brand protection.
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Continued shift towards a proactive, intelligence-driven security posture. The interviewee also recognized that Group-IB’s solutions would enable its organization to reshape its security operations towards a more proactive posture. He explained, “[The platform] helps us to augment and really polish our intelligence-gathering operations,” reflecting how the tool could continually enable the team to optimize existing intelligence-gathering processes as organizational needs evolve.
Analysis Of Costs
Quantified cost data
Total Costs
| Ref. | Cost | Initial | Year 1 | Year 2 | Year 3 | Total | Present Value |
|---|---|---|---|---|---|---|---|
| Ctr | Total licensing and internal deployment costs | $2,457 | $141,750 | $141,750 | $141,750 | $427,707 | $354,968 |
| Total costs (risk-adjusted) | $2,457 | $141,750 | $141,750 | $141,750 | $427,707 | $354,968 |
Total Licensing And Internal Deployment Costs
Evidence and data. The organization paid annual licensing fees to Group-IB and incurred internal deployment and training costs.
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The organization paid $135,000 annually for access to the Threat Intelligence platform. There are no caps on the number of users. Pricing varies depending on requirements, organizations should contact Group-IB directly for details.
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The implementation took just 6 hours, with two threat intelligence specialists involved in deployment and testing. The interviewee shared: “Deploying the service offering is really easy. Most of it is ready to go once you sign the contract. It’s an online platform that’s hosted in the cloud.”
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Threat intelligence specialists spent around 4 hours learning and training on the solution.
Modeling and assumptions. Based on the interview, Forrester assumes the following:
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Licensing costs remain fixed over the three-year period under a multi-year contract.
Risks. The impact of this cost may vary by organization depending on the following:
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The complexity of solution requirements.
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Internal training expectations and requirements.
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The average fully burdened hourly salary of a threat intelligence specialist.
Results. To account for these risks, Forrester adjusted this cost upward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $355,000.
Total Licensing And Internal Deployment Costs
| Ref. | Metric | Source | Initial | Year 1 | Year 2 | Year 3 |
|---|---|---|---|---|---|---|
| C1 | License fees | Interview | $135,000 | $135,000 | $135,000 | |
| C2 | Threat intelligence specialists involved in deployment | Interview | 2 | |||
| C3 | Total time spent on set up per FTE (hours) | Interview | 6 | |||
| C4 | Threat intelligence specialists using Group IB Threat Intelligence | Interview | 6 | |||
| C5 | Total time spent on training per FTE (hours) | Interview | 4 | |||
| C6 | Average fully burdened hourly salary rate of threat intelligence specialist | TEI methodology | $65 | |||
| C7 | Total deployment and training costs | [(C2*C3)+(C4*C5)]*C6 | $2,340 | |||
| Ct | Total licensing and internal deployment costs | C1+C7 | $2,340 | $135,000 | $135,000 | $135,000 |
| Risk adjustment | ↑5% | |||||
| Ctr | Total licensing and internal deployment costs (risk-adjusted) | $2,457 | $141,750 | $141,750 | $141,750 | |
| Three-year total: $427,434 | Three-year present value: $354,695 | |||||
Financial Summary
Consolidated Three-Year, Risk-Adjusted Metrics
Cash Flow Chart (Risk-Adjusted)
Cash Flow Analysis (Risk-Adjusted)
| Initial | Year 1 | Year 2 | Year 3 | Total | Present Value | |
|---|---|---|---|---|---|---|
| Total costs | ($2,457) | ($141,750) | ($141,750) | ($141,750) | ($427,707) | ($354,968) |
| Total benefits | $0 | $301,144 | $301,144 | $301,144 | $903,433 | $748,901 |
| Net benefits | ($2,457) | $159,394 | $159,394 | $159,394 | $475,726 | $393,933 |
| ROI | 111% | |||||
| Payback period (months) | Less than 6 months |
Please Note
The financial results calculated in the Benefits and Costs sections can be used to determine the ROI, NPV, and payback period for the organization’s investment. Forrester assumes a yearly discount rate of 10% for this analysis.
These risk-adjusted ROI, NPV, and payback period values are determined by applying risk-adjustment factors to the unadjusted results in each Benefit and Cost section.
The initial investment column contains costs incurred at “time 0” or at the beginning of Year 1 that are not discounted. All other cash flows are discounted using the discount rate at the end of the year. PV calculations are calculated for each total cost and benefit estimate. NPV calculations in the summary tables are the sum of the initial investment and the discounted cash flows in each year. Sums and present value calculations of the Total Benefits, Total Costs, and Cash Flow tables may not exactly add up, as some rounding may occur.
From the information provided in the interview, Forrester constructed a Total Economic Impact™ framework for those organizations considering an investment in Group-IB Threat Intelligence.
The objective of the framework is to identify the cost, benefit, flexibility, and risk factors that affect the investment decision. Forrester took a multistep approach to evaluate the impact that Group-IB Threat Intelligence can have on an organization.
Due Diligence
Interviewed Group-IB stakeholders and Forrester analysts to gather data relative to Group-IB Threat Intelligence.
Interview
Interviewed a decision-maker with experience using Group-IB Threat Intelligence at their organization to obtain data about costs, benefits, and risks.
Financial Model Framework
Constructed a financial model representative of the interview using the TEI methodology and risk-adjusted the financial model based on issues and concerns of the interviewee.
Case Study
Employed four fundamental elements of TEI in modeling the investment impact: benefits, costs, flexibility, and risks. Given the increasing sophistication of ROI analyses related to IT investments, Forrester’s TEI methodology provides a complete picture of the total economic impact of purchase decisions. Please see Appendix A for additional information on the TEI methodology.
Total Economic Impact Approach
Benefits
Benefits represent the value the solution delivers to the business. The TEI methodology places equal weight on the measure of benefits and costs, allowing for a full examination of the solution’s effect on the entire organization.
Costs
Costs comprise all expenses necessary to deliver the proposed value, or benefits, of the solution. The methodology captures implementation and ongoing costs associated with the solution.
Flexibility
Flexibility represents the strategic value that can be obtained for some future additional investment building on top of the initial investment already made. The ability to capture that benefit has a PV that can be estimated.
Risks
Risks measure the uncertainty of benefit and cost estimates given: 1) the likelihood that estimates will meet original projections and 2) the likelihood that estimates will be tracked over time. TEI risk factors are based on “triangular distribution.”
Financial Terminology
Present value (PV)
The present or current value of (discounted) cost and benefit estimates given at an interest rate (the discount rate). The PVs of costs and benefits feed into the total NPV of cash flows.
Net present value (NPV)
The present or current value of (discounted) future net cash flows given an interest rate (the discount rate). A positive project NPV normally indicates that the investment should be made unless other projects have higher NPVs.
Return on investment (ROI)
A project’s expected return in percentage terms. ROI is calculated by dividing net benefits (benefits less costs) by costs.
Discount rate
The interest rate used in cash flow analysis to take into account the time value of money. Organizations typically use discount rates between 8% and 16%.
Payback
The breakeven point for an investment. This is the point in time at which net benefits (benefits minus costs) equal initial investment or cost.
Appendix A
Total Economic Impact
Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
Appendix B
Supplemental Material
Related Forrester Resources
Forrester’s Security Survey, 2025, Forrester Research, Inc., 2025.
Appendix C
Endnotes
1 Total Economic Impact is a methodology developed by Forrester Research that enhances a company’s technology decision-making processes and assists solution providers in communicating their value proposition to clients. The TEI methodology helps companies demonstrate, justify, and realize the tangible value of business and technology initiatives to both senior management and other key stakeholders.
2 Source: Forrester's Security Survey, 2025
3 Ibid
Disclosures
Readers should be aware of the following:
This study is commissioned by Group-IB and delivered by Forrester Consulting. It is not meant to be used as a competitive analysis.
Forrester makes no assumptions as to the potential ROI that other organizations will receive. Forrester strongly advises that readers use their own estimates within the framework provided in the study to determine the appropriateness of an investment in Group-IB Threat Intelligence. For any interactive functionality, the intent is for the questions to solicit inputs specific to a prospect's business. Forrester believes that this analysis is representative of what companies may achieve with Group-IB Threat Intelligence based on the inputs provided and any assumptions made. Forrester does not endorse Group-IB or its offerings. Although great care has been taken to ensure the accuracy and completeness of this model, Group-IB and Forrester Research are unable to accept any legal responsibility for any actions taken on the basis of the information contained herein. The interactive tool is provided ‘AS IS,’ and Forrester and Group-IB make no warranties of any kind.
Group-IB reviewed and provided feedback to Forrester, but Forrester maintains editorial control over the study and its findings and does not accept changes to the study that contradict Forrester’s findings or obscure the meaning of the study.
Group-IB provided the customer name for the interview but did not participate in the interview.
Consulting Team:
Published
October 2026
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