Four phases,
four gates
No phase starts until the previous one has cleared its gate. We would rather extend a phase than carry an unresolved assumption into the next one.
Exposure
What you depend on, who controls it, and how quickly it can be taken away.
- Dependency teardown to tier three
- Site autonomy measurement, on foot
- Existing document audit against scenario
- Interviews at board, crisis cell and shift level
A written exposure position the board can disagree with in specifics rather than in general.
Design
Command structure, thresholds, degraded-mode runbooks, delegated authority.
- One incident command model, group-wide
- Numeric escalation thresholds per function
- Degraded-mode runbooks per site and shift
- Delegation schedule drafted for signature
Documents that a duty manager can execute unaided, and a board resolution ready to sign.
Test
Wargame against a live adversary. Everything that fails is rewritten.
- Two-day executive wargame, control cell of three
- Live shift teams executing in degraded mode
- Timed failure record, attributed to document
- Cold debrief and agreed rewrite list
Every failure named, timed and attributed. No softening.
Embed
Drills, paper copies on site, annual re-test, standing government channel.
- Quarterly drill calendar with independent scoring
- Paper distribution and revision control
- Standing liaison channel with state counterparties
- Annual re-test under changed scenario
Recall measured, not attendance. The plan stays current without us in the room.
Direct work with a senior adviser
The core work is carried out directly by a senior adviser, who is accountable for the findings, recommendations and quality of the work from start to finish.
Grounded in operational reality
We start from how the organisation actually runs — its dependencies, decisions, people, systems and constraints — rather than from an abstract model.
Usable in degraded conditions
Critical decisions and instructions must stay accessible and executable when some of the usual systems, communications or resources are unavailable.
Clear findings
Findings are stated directly and specifically, tied to the decision, process or dependency that needs strengthening.
- 01Where does an engagement start?
- With exposure: what your critical operations depend on, who controls each dependency, and how quickly it can be lost. Everything later depends on getting that right.
- 02Do we need all four phases?
- No. Work can be scoped to a single service line or phase. The one sequencing rule is that exposure comes first, because every later decision depends on it.
- 03How is the work priced?
- Per engagement, not per day or per seat, and only once the scope is clear from the first conversation.
- 04Can you work with our existing plans?
- Yes. The usual starting point is to test them against a severe but credible scenario. Sometimes the right conclusion is that a plan is sound and needs testing rather than rewriting, and we will say so.
- 05Will this satisfy our regulator?
- The work can be mapped to the regulatory instruments that apply to you. Meeting a requirement is an outcome of the work rather than its purpose.
- 06Is this relevant outside Ukraine?
- Yes. The dependencies exposed by sustained disruption in Ukraine exist in any organisation that relies on infrastructure it does not control. For European organisations, the work is to find them before they are tested in reality.
Written, tested,and left readyto execute
Not advice and not a document. The plan is installed, rehearsed on shift, and handed over in a state it can be run in.