Keep critical work moving.
Business continuity and operational resilience
Operating/security leads own continuity planning and tests.
AI-assisted workflows, reviewed by people
Continuity is the ability to keep essential work moving when a person, system or provider becomes unavailable. An office may have reliable individuals but limited written procedures or tested recovery arrangements. We identify the critical dependencies, agree practical alternatives and test whether the required evidence and decision paths are actually available.
Typical needs include key-person concentration, procedures held only in memory, unclear incident contacts and backups whose recovery has not been demonstrated. We prioritize the processes that matter most to the family and office. Recovery objectives are agreed for scoped systems and contracts, not presented as a universal guarantee across every asset or provider. A continuity exercise tests practical dependencies: whether cover staff can find instructions, whether contact details are current and whether a recovery step needs an unavailable approver. Findings are assigned owners and evidence requirements. The next review checks remediation rather than merely repeating the scenario. Exit planning considers records, access and support from a critical vendor, so an office can understand what must be arranged before a provider transition or a prolonged interruption to normal service.
Senior availability and reviewer responsibilities are agreed per mandate; the role need not be a dedicated full-time appointment.
02 / Scope and deliverables
- 01critical-process/dependency map
- 02key-person cover and documented procedures
- 03essential contact tree
- 04incident and absence escalation
- 05secure backup/recovery ownership
- 06recovery priorities and agreed objectives
- 07alternative operating procedures
- 08vendor dependency and exit plans
- 09continuity tabletop/restoration exercises
- 10test findings and remediation
- 11handover readiness
- 12periodic plan reviews
03 / AI-assisted work, reviewed
- Organize process and provider dependencies for review by the people responsible for critical work.
- Check runbooks against agreed continuity requirements and flag missing contact, access or recovery evidence.
- Draft scenarios and exercise checklists; operating and security leads confirm realistic assumptions.
- Build incident/action chronologies and updated runbook drafts from verified events, with owners approving changes.
04 / Practical delivery
- 01
Map critical processes, key-person cover and vendor dependencies; agree priorities and recovery objectives.
- 02
Document alternative procedures, contact trees and escalation responsibilities, and verify backup/recovery ownership.
- 03
Run continuity tabletop or restoration exercises, record findings and remediate gaps before the next periodic plan review.
05 / Outputs and cadence
Outputs include a critical-process map, contact tree, cover plan, alternative operating procedures and continuity runbooks. Test records show what was exercised, the evidence available and outstanding remediation. Plans are reviewed at agreed intervals and after material changes in staff, systems or providers; handover readiness is assessed alongside continuity.
06 / Measures agreed per mandate
Examples to agree for the selected scope and baseline; not promised numerical results.
- Documented-process coverage
- Critical-role cover
- Test completion
- Recovery evidence
- Remediation age
- Plan currency
07 / Working interfaces
Operating and security leads work with the family representative, office staff and critical providers. Each provider’s recovery commitments and exit support are checked against its contract. The office retains authority over operational priorities and escalation, while tests demonstrate readiness within the agreed perimeter rather than guaranteeing recovery in every scenario.
Cybersecurity, privacy and fraud controls
Protect the office's information and decisions.
Explore service →Procurement, properties and asset administration
Better oversight of assets and spend.
Explore service →Build the support your family office needs.
Tell us where the office stands today and what you want to improve. Use an initial conversation to understand the work, assess fit and define the next step.