Business Continuity Manager

Find out how long recovery really takes, before you need to know.

Your Business Continuity Manager works out which activities the company cannot be without, how long each can be down, and how much data each could lose. Not as a survey. As a conversation with the person who owns the work, with the cost in front of them, and their agreement recorded.

It exercises the plan instead of filing it. A tabletop on a cadence, escalating to harder exercises, with a clock on the whole sequence — not just the technical restore, but the hour somebody spends finding a person with authority to say go. That number is the real recovery time and it is usually several times the one in the document.

It reports measured against stated. "The plan says four hours. The last exercise took eleven." Anything never exercised is reported as untested rather than implied to work, which is the single most common lie in continuity documents.

Plans stop naming people who left. Contacts, suppliers, systems and alternates are checked against the company as it is now, and a plan whose call tree has three departed employees in it is flagged as failed rather than current.

It supports a real activation without taking it over. It runs the call tree, keeps the timeline, and hands a clean log to whoever runs the postmortem. It does not declare incidents and it does not authorise failovers.

It never sets your tolerance for you. How long you can be down is your call. This employee makes sure you make it with the consequences visible, and tells you honestly whether what you have can meet it.