For a private equity firm we coordinated enterprise business continuity planning including prepared formal reports detailing cost-effective solutions. Our objective was to integrate a business continuity program into the corporate culture. We relied on our experience in determining and guiding the selection of alternative business recovery operating strategies Based on risk assessments, we developed contingency plans that would allow the organization to continue operations.

For an international publishing company we identified alternative continuity strategies including the option to do nothing, defer action, explored manual procedures and reciprocal agreements for an alternative site facility.  We identified alternatives for business process recovery for 13 business units. Through business unit consensus we achieved agreements for workload sharing and giving up workspace to more critical processes.

For organizations ranging from payment systems, insurance companies and state government agencies we coached business unit managers in out-of-the-box thinking of continuity strategies. Concerning supply chain disruption issues, we explored alternate sources and out-sourcers and compared internal and external solutions and assessed risk associated with each optional continuity strategy.  We updated a Y2K contingency plan to a full business continuity plan by contacting landlords to arrange for contractual contingency leases on vacant property in their inventory. The plan included inventory lists of supplies and equipment for off-site storage.

For a private outsourcing contractor of U.S. Treasury defaulted loan collections we identified enterprise-wide continuity strategic requirements with multiple time frames, options, location and personnel. We reviewed technology continuity issues for each support service and compared internal and outsourced solutions and assessed the suitability of alternative strategies against the results of the Business Impact Analysis.

For a global payments processor we reviewed hundreds of project plans for new services and major system revisions to perform a business impact analysis (BIA). The BIA Recovery Time Objective (RTO) determined the business continuity management strategy would be for duplicate systems and replicated data. We developed a strategy that the service could have multiple components based on the R.T.O s for user data entry access, batch processes and end user reporting. These different components could have different continuity management strategies.  This approach enabled a more cost effective approach to covering multiple time critical applications within a component that was separate from a component with less critical end of perio