The necessary ones make the site work. The others measure which pages help and which ads bring the people who need DM11. Your choice, and you can revisit it from the footer.
Governance and compliance
First we shrink the scope. Then we protect what is left.
The biggest win in PCI DSS is rarely a new control: it is taking systems out of scope. Before protecting anything, we map where cardholder data flows, with a network diagram, and shrink the territory the standard reaches. Every system that leaves the scope is a control you do not have to implement or evidence every year.
With the scope reduced, we close the gaps in what remains and organize the evidence file. You do not need to know in advance which self-assessment questionnaire applies to your case: we identify it from your payment flow. We also deliver the responsibility matrix between you, your customers, and your vendors, because in card payments almost no requirement belongs to a single company.
On your side, the project needs access to the people who know the architecture, to the existing diagrams and contracts, and to the actual payment flow. You choose how far we go: just the gap assessment with an action plan, full remediation, or support through the end, with a rehearsal before formal validation. The certificate or the formal report on compliance is always issued by the QSA, hired by you.
The stages and deliverables below describe the Full compliance work modality. The other modalities appear when you request the proposal.
Scope definition
We agree in writing what is in and what is out, and why. A badly defined scope is the most common cause of a project running over.
Scope reduction
Before protecting anything, we take out of scope everything that does not need to be there. That is where the biggest saving lives, and almost nobody does it first.
Gap assessment
We compare what exists today with what the reference requires, item by item, and classify each gap by risk and by effort to fix. The result comes out in order of attack: what to do first and why, instead of an inventory of everything that is wrong.
Implementation
We stand the controls up together with your team, write down what needs to exist on paper and train the people who will operate them. Nothing counts as implemented until it works in practice and someone on your side can sustain it.
Evidence routine
We set out how each control proves it worked, with an owner and a frequency, so the audit does not turn into a scramble.
Usually comes together with
Not a bundle, and it changes nothing you have already chosen. It is what tends to come up next, in the experience of companies that have been through this.