Risk & Resilience Operations.
Enterprise risk, operational resilience, and business continuity. Operationalized as a portfolio input, not compliance overhead.
Some organizations have outgrown a compliance-led approach to risk. They need to operationalize it, to turn risk into a portfolio input that informs capital allocation, program prioritization, and board-level decisions in real time. We build the operating model that lets enterprise risk management run, rather than producing a document that sits on a shelf.
This practice covers the full enterprise risk surface: traditional ERM design and operationalization, operational resilience under regulatory pressure, business continuity and disaster recovery, and third-party and concentration risk. It also covers regulatory framework readiness, preparing organizations to pass against frameworks like NIST CSF and 800-53/171, CMMC, ISO 27001, HITRUST, NY DFS Part 500, and GLBA. Where executive readiness is the question rather than compliance, we run senior-facilitated tabletop exercises and wargames.
This practice draws on deep credentials across insurance and risk, cyber and information security, and program execution. Every practitioner holds the relevant professional certifications in their domain. It also draws on something less common in this category: senior practitioners with direct experience designing and operating risk functions inside live, high-stakes environments. That perspective informs how we design programs that have to perform when tested, not just programs that look defensible on paper.
The full enterprise risk surface, operationalized, each domain mapped to what it covers, the regulatory pressure driving it, and the role we play.
| Domain | What it covers | Regulatory drivers | Our role |
|---|---|---|---|
| Enterprise risk management | Risk identification, appetite, prioritization, and the governance that feeds the board. | Board governance expectations; rating-agency and lender scrutiny. | Design and operationalize the function; produce decision-grade inputs. |
| Operational resilience | Impact tolerances, severe-but-plausible scenario testing, recovery posture. | Sector regulators; operational-resilience regimes. | Design, test, and operationalize the program against current expectations. |
| Business continuity & DR | Continuity planning and disaster recovery aligned to the real technology estate. | ISO 22301; audit and customer assurance requirements. | Modernize programs that have drifted out of sync with operations. |
| Third-party & concentration | Vendor concentration, critical-supplier exposure, outsourced-enterprise resilience. | Third-party risk regulation; contractual assurance. | Assess and operationalize the controls that contain it. |
| Regulatory framework readiness | Gap assessment, control design, remediation, and audit preparation against major cybersecurity, information-security, and financial-services frameworks. | NIST CSF, NIST 800-53, NIST 800-171; CMMC; ISO 27001; HITRUST; NY DFS Part 500; GLBA. | We prepare clients to pass. We do not provide attestation or assurance. |
- ERM design & operationalization. Build or rebuild the enterprise risk management function so it produces decision-grade inputs to leadership and the board, not after-the-fact reporting.
- Operational resilience. Design, test, and operationalize resilience programs against current regulatory expectations, including impact tolerance setting and severe-but-plausible scenario testing.
- Business continuity & DR. Modernize BCM and DR programs that have drifted out of sync with the actual technology and operating estate they're meant to protect.
- Third-party & concentration risk. Assess and operationalize controls around vendor concentration, critical-supplier exposure, and the resilience implications of an increasingly outsourced enterprise.
- Regulatory framework readiness. Gap assessment, control design, remediation planning, and audit preparation across major frameworks, NIST CSF, NIST 800-53, NIST 800-171, CMMC, ISO 27001, HITRUST, NY DFS Part 500, GLBA. We prepare; we do not attest. Where attestation is required, we hand off to the appropriate audit firm and remain on the engagement to manage remediation.
- Executive tabletop exercises. Senior-facilitated scenario walkthroughs for boards, C-suite, and crisis leadership. Built to expose decision gaps, role clarity, escalation paths, and playbook readiness, designed to produce decisions, not status updates.
- Wargaming. Multi-round adversarial simulations for strategic scenarios, incident response, M&A integration risk, regulatory events, crisis communications. Longer engagement, deeper preparation, structured red-team/blue-team mechanics. For the situations executive readiness matters.
Standing Enterprise Risk Advisor.
Not a one-time assessment. An embedded enterprise risk function that operates alongside your leadership team, quarter after quarter.
Most risk consulting ends with a report. The differentiated work begins where that report would stop, operating as the ongoing enterprise risk function for organizations that need the capability but aren't ready to build it in-house. Our practitioners have served as the primary enterprise risk advisor to PE firms managing 30+ portfolio companies, running multi-line risk programs across the portfolio through hard-market conditions, adverse claims activity, and active M&A including carve-outs, divestitures, and bolt-on acquisitions.
For a PE-backed or publicly traded organization, that means quarterly governance reporting the board can act on, carrier and broker relationship management, emerging-risk monitoring, and the board-level risk communication that keeps risk a live input to capital and operating decisions, not an annual compliance exercise. Where we earn it, the work develops into a firm-level mandate: standing engagement across every portfolio company under a sponsor, reflecting multi-year credibility with senior finance and operating leadership.
| Cadence | What we run |
|---|---|
| Quarterly | Governance reporting, risk register review, and board-level risk communication. |
| Ongoing | Carrier and broker relationship management; emerging-risk monitoring across the portfolio. |
| Event-driven | Risk integration for active M&A, carve-outs, divestitures, and bolt-on acquisitions. |