Case 1 

A major property management firm was looking to optimize facility and security risk management capabilities for their marquee high-rise to help avoid negative consequences of socio-political land development changes in the surrounding urban area. 

The head of our Resilience Practice, Ilya Umanskiy, helped the client team by conducting a gap analysis for facility and security operations at the high-rise with the focus on intelligence gathering, internal capability building, and use of existing technologies.  This assistance enabled the client’s team as follows: 

  • Expansion of formal and informal human intelligence capabilities as part of the early warning platform 
  • Changes in daily routines for facilities and security teams to incorporate more proactive observation and prevention of potential operational issues 
  • Improved use of the Systems Monitoring Center based on classification of mission-critical assets 

Since the completion of the project, the property had only one major incident which was handled quickly and without serious disruption to operations, financial performance, and reputation. 


Case 2 

A financial institution was subject to repeated attempts to retrieve sensitive information from the CEO’s office.  The client’s team asked our Resilience practice head to review its overall asset protection capability and C-level information protection specifically.  The request also included an assessment of possible threat actors, their capabilities, and methods for future attacks. 

The gap analysis identified several opportunities for improvement, including but not limited to implementation of deception techniques, moving from paper-based to actionable incident management, and adjusting available technical protection measures for more proactive monitoring and notification. 

Since the completion of the project, the organization has had only one incident related to information protection with no significant impact on its operations, financial status, and reputation. 


Case 3 

An entertainment organization was in the process of improving its crisis management plan and asked our Resilience practice head to assess it for gaps and assumptions. 

The assessment uncovered several critical assumptions related to process design, logistics, and decision making.  For example, while a crisis team venue was determined in the plan, the client’s team did not consider simple logistical obstructions for crisis leaders to reach it.  Therefore, the plan was lacking clarity in terms of alternative arrangements for crisis team leadership to communicate and facilitate thoughtful collective decisions during various incidents. 

This organization has successfully implemented our recommendations and has not had any major incidents to date. 

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