A selection of engagements demonstrating BC programme design, technology platform resilience, operational DR, and cross-continental scenario exercising. Client details are anonymised or aggregated where necessary.
A multi-national, Cayman Island centred, fund administrator operating a legacy transfer agency system faced a choice between extending the existing platform or rebuilding it from the ground up. The decision to rebuild was not solely a technology decision. It was also a resilience decision: the legacy architecture could not be made reliably recoverable within the operational constraints of the business.
The rebuild delivered a fully operational replacement within seven months, with BC requirements embedded as design inputs rather than added post-deployment. The resulting platform — Avatar — became the operational core of the business through fifteen years of continuous development, acquisition, and platform evolution. The disaster recovery SLA of four hours was maintained without unplanned interruption from March 2009 to April 2024.
The case illustrates the central argument of Resilience as Life as Usual: when resilience is a design input rather than a compliance afterthought, the cost of maintaining it over time falls dramatically — and the capability under pressure is qualitatively different.
Read the full case study →A scenario exercise built around a major hurricane directly impacting the Cayman Islands, designed to test disaster recovery plans, BC communications protocols, and operational resource coordination simultaneously across the Cayman-based operation and its North American and European counterparties.
The exercise used the STORM module — built on Avatar's live CRM, HR, and transfer agency data — to demonstrate precision-filtered hurricane communications, staff intention surveying, and evacuation list management in near-real-time conditions. The scenario tested not only the technical DR arrangements but the human dimensions: decision-making under pressure, communication with staff and clients whose access to information was limited, and the coordination challenges that arise when a primary operational centre is simultaneously an emergency management challenge.
The scenario showed that the technical DR capability, in-system crisis communication tools, and the cross‑continental coordination performed effectively under real‑world conditions, with users across all offices operating normally from the DR environment. The success of the exercise provided the assurance needed to treat failover as a practical precautionary tool, rather than waiting for absolute certainty of need, and the resulting evidence directly informed enhancements to governance and the live BC programme.
Read the full case study →A growing fresh produce importer with no internal technology function required both bespoke software — a stock management and invoicing system tailored to the specific demands of perishable goods logistics — and the infrastructure to run it reliably. The engagement covered the full scope: requirements definition, software development, infrastructure specification and rollout, and ongoing fractional CTO and IT support.
The engagement illustrates the fractional model applied outside the financial services context: a business that needed senior technical leadership but could not justify a full-time hire, and that benefited from a practitioner who could operate across strategy, architecture, and delivery simultaneously.
The stock management system addressed the specific operational pressures of perishable goods: real-time inventory, short-shelf-life tracking, and invoicing workflows that reflected the actual cadence of the business rather than a generic retail model. The infrastructure rollout was designed with operational continuity in mind from the outset — a configuration that makes failure recoverable rather than catastrophic.
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