Where we work
DIFFERENT SECTORS. THE SAME EXECUTIVE QUESTIONS.
Regulatory language and operating models vary widely. What does not vary is what leadership needs to know: what must keep running, who decides, and whether the organization has ever proved it.
Sector expertise matters. It is not a substitute for judgment.
We bring an informed understanding of each sector’s obligations and operating realities, and pair it with a methodology that does not change from client to client. The result is advice that reflects your regulatory environment without being reduced to it.
Sectors served
Financial Services
Banking, insurance, and capital markets
Operational resilience expectations have moved from guidance to supervision. We help institutions define important business services, set defensible impact tolerances, and evidence capability to boards and regulators.
Healthcare & Public Health
Providers, payers, and health systems
Continuity of care cannot pause for a recovery timeline. We work with clinical and administrative leadership on downtime procedures, surge coordination, and decision authority when systems are unavailable.
Energy & Utilities
Generation, transmission, and distribution
Where operational technology and corporate systems intersect, response plans often stop at the boundary. We help align control room reality with enterprise crisis governance and regulatory reporting obligations.
Manufacturing & Distribution
Production, logistics, and supply chain
Concentration risk is rarely visible until a single supplier or site fails. We map critical dependencies, test the assumptions behind alternate sourcing, and build response capability across the network.
Technology & Data Services
Platforms, SaaS, and managed services
Strong engineering resilience does not automatically produce executive readiness. We build the governance and communications layer that determines how a technical incident becomes — or does not become — a business crisis.
Government & Public Sector
Agencies, municipalities, and higher education
Mandates, mutual aid, and public accountability shape every decision. We help align continuity of operations planning with the emergency management structures your organization already answers to.
Common ground
Four questions every executive team should be able to answer today.
If any of these produce hesitation or disagreement in the room, the organization has found its starting point.
Which services must keep running, in what order, and who agreed to that ranking?
Who is authorized to declare a crisis, commit funds, and communicate externally — at 2 a.m., without escalation?
Which single suppliers, systems, or sites would halt those services, and what has been tested about the alternatives?
When was this last proven under exercise conditions, and what did leadership change afterwards?
Let’s start a conversation.
I strive to respond to all inquiries within one business day.