Premises
The usual workplace is unavailable. The question is which functions can relocate, which must pause, and who authorizes the move.
Operational brief
When ordinary operations stop, the organization still has work that cannot stop.
Globalstrandtres is the business continuity planning practice of ALLA KIRIUSHCHENKO. We identify the functions that must continue, the time they can be down, the people who own them, and the procedures that bring them back in a controlled sequence.
This is not generic risk commentary and it is not an IT disaster-recovery product. The work produces a usable continuity plan: named owners, recovery time objectives, manual workarounds, supplier fallback, and a tested order of restart.
- Practice
- Business Continuity Planning
- Organization
- ALLA KIRIUSHCHENKO
- Location
- Stefan cel Mare St 70, MD-3100, Bălți, Republica Moldova
- Contact
- info@globalstrandtres.com
What the plan must hold
Continuity is a relationship between time, function, and ownership.
Critical functionsWhat must continue
×
Tolerable downtimeHow long it may pause
×
Named ownersWho acts first
If any of those three is vague, the plan will look complete and still fail under pressure. The engagement starts by making that relationship explicit, then writes procedures that operations can actually follow.
Where operations usually break
Disruption is specific. The plan has to be equally specific.
A continuity plan that lists “all hazards” without naming the actual interruption paths leaves teams improvising. The work below is how we look at the organization before writing procedures.
People
Key staff are absent at the same time. The plan records deputies, minimum staffing, and what can be deferred without compounding damage.
Technology
Core systems or communications drop. Continuity work defines the manual path and the order of restoration, not the server rebuild itself.
Suppliers
A critical vendor cannot deliver. The plan states the fallback, the trigger for switching, and the person who makes that call.
Utilities
Power, water, or connectivity fail. Functions are sorted by what they need, not by department name on an organization chart.
BIA
Business impact analysis
Map products, processes, and dependencies. Set recovery time and recovery point objectives that managers can defend, not figures copied from a template.
Strategy
Continuity strategy
Choose how each critical function will continue: relocation, remote work, manual workaround, alternative supplier, or controlled pause.
Plan
Business continuity plan
Write activation criteria, roles, contact trees, restart sequences, and resource lists in language the duty team can follow at speed.
Playbooks
Crisis and incident playbooks
Separate the continuity plan from the first-hour response. Who convenes, who speaks, and what is recorded before the longer recovery begins.
Exercise
Exercises and validation
Run a tabletop or limited operational test so gaps appear on a working day, not during a real interruption.
Cadence
Maintenance and governance
Keep owners current, review after change, and give leadership a clear picture of what is covered and what remains exposed.
How the work moves
An engagement follows a single spine, from first conversation to a plan the organization can own.
Briefing
You describe the organization, the sites, and the interruption that would hurt most. We say whether a focused BIA, a full plan, or an exercise is the right next piece of work.
Discovery
Interviews and document review establish products, processes, applications, premises, and the people without whom those processes stall.
Design and drafting
Objectives, strategies, and procedures are written with the function owners, then assembled into a plan the organization can maintain.
Handover
You receive the agreed documents, a walkthrough with owners, and a short list of residual risks that the plan does not remove.
Read the full engagement path, including communication during the work and what happens after delivery.
This work is for organizations that already know interruption would be expensive.
- Operations and general managers who need a plan staff can use, not a policy on a shelf
- Risk and compliance leads who must show that critical functions have owners and recovery times
- Owners of growing companies that have outgrown informal “we will figure it out” arrangements
- Teams preparing for customer, insurer, or partner questions about continuity
It is not a substitute for other specialised work.
Globalstrandtres does not sell insurance, legal advice, penetration testing, or data-centre rebuild services. Those remain with the specialists you already use. Continuity planning sits beside them: it says what the organization does while those other responses run.
The disclaimer states the boundary in writing. The about page explains the working principles behind that boundary.
Before you write
Questions that usually appear in the first conversation
Both, in a defined mix. Function owners supply facts that only they have. Globalstrandtres structures the analysis, drafts the documents, and keeps the language operational. You do not receive a blank template to complete alone, and we do not invent recovery times without your people.
No. Disaster recovery restores systems. Business continuity decides which activities continue, in what order, with which people and workarounds, including when systems are still down. The two should connect; they are not the same document.
Yes, for most discovery and drafting. Interviews and workshops can be held online. Site walkthroughs are used when premises and physical fallback are material. The office in Bălți is the registered location of the practice.
Open the full question set covering timescales, deliverables, and how fees are scoped.
If a critical function failed this week, would anyone know the agreed order of action?
Send a short description of the organization and the interruption that concerns you. You will receive a clear view of whether a briefing, a BIA, or a full plan is the right next step.