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Proposal
We build the scenario, put the people in the room and run the exercise. Each script is written for your environment, with injects that force decisions under pressure, and the value sits in what breaks there before it breaks for real. At the end you receive the exercise report and the improvement plan with what needs adjusting.
No price appears on this page. Scope does: what we do, how we run it, who runs it and what is not included. The people who read your request are the ones who will look after you, and they come back with the proposal and with time to talk it through.
An untested plan is an assumption.
A plan that looks good on paper fails on details that only surface when someone tries to follow it. We build the scenario, put the people in the room, and run the exercise, with a script written for your environment and injects that change the picture midway and force decisions under pressure. The goal is not to pass the test: it is to make the failures show up right there, before they get expensive.
The format determines what the exercise reveals. At the tabletop, leadership talks through the decisions out loud without executing anything, and that is where misalignment about who decides what shows up first. In the simulation with execution, parts of the plan actually run: the call tree fires, the restore is tested, and the measured time is compared with the promised time. The annual program chains exercises with varied scenarios, increasing difficulty, and progress indicators.
On your side, we need the plans that will be tested, the right people in the room, and, when there is real execution, formal authorizations and agreed windows before anything starts. In the end you receive the script that was used, the report on what worked and what got stuck, and the improvement plan with what needs fixing before the next exercise or the real incident.
Planning and authorisation
We agree the scope in writing and set the windows, the emergency contacts and the formal authorisations. No test starts without that.
Writing the plans
We write the plans in the format someone will use on the worst day of the year: direct, with steps and phone numbers.
Exercise
We put people in the situation and run it. What fails here is what would have failed for real.
Presentation
A meeting with leadership translating the technical result into business risk and investment decisions. We arrive with the answers to the questions the board always asks: what to attack first, how much effort it takes and what happens if nothing is done.
Usually comes together with
Not a bundle, and it changes nothing you have already chosen. It is what tends to come up next, in the experience of companies that have been through this.