Client stories
Specific accounts of continuity reviews, workshops, and drills — including where the work felt demanding.
Short reflections
“They sat with our warehouse supervisors, not only the directors. The continuity pack finally named who opens the alternate depot and who calls the freight broker.”
Marae Hutchins, Operations Manager — Otago logistics firm · Continuity Readiness Review
“The tabletop felt awkward at first — which was the point. We discovered our backup site needed keys we did not hold. Fixed before winter floods returned.”
Eli Paterson, Practice Manager — Dunedin allied health clinic · Continuity Readiness Review
“Useful workshop, though we needed a longer lunch break; the risk scoring ran hot and people got tired. Still, we left with five treatments and clear owners, which our previous consultant never delivered.”
Grant Llewelyn, General Manager — Southland food processor · Operational Risk Workshop
“Our spokesperson kept wanting to apologise for facts we did not yet know. The drill caught that habit early. I would schedule a refresh annually.”
Ana Cotter, Director — regional professional services firm · Crisis Communications Drill
Extended story: clinic premises closure
An allied health clinic in central Dunedin asked for a Continuity Readiness Review after a neighbouring building fire forced a short evacuation and revealed that client contact lists lived mainly on one desktop. Over five weeks we mapped which appointments could move to telehealth, which required in-room equipment, and which clinicians held shared caseloads.
The tabletop used a 36-hour premises loss scenario. The team found that their alternate room booking relied on a personal credit card belonging to a staff member on leave. That dependency is now written into the plan with a practice-held payment method and a named deputy.
Extended story: cold-chain supplier shock
A food processor near Invercargill commissioned an Operational Risk Workshop after a key packaging supplier missed two deliveries during road closures. Participants ranked supplier concentration higher than plant equipment failure — a reversal of their prior informal assumptions. Follow-up work included dual-sourcing for two SKUs and a phone tree for night-shift supervisors.
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