No invented recovery times
Recovery time and recovery point objectives are set with the people who run the function. A figure that looks ambitious on paper and impossible in the building is not used.
About
A continuity practice built around operational reality, not resilience slogans.
Globalstrandtres is the professional practice of ALLA KIRIUSHCHENKO. The work is business continuity planning: helping an organization decide what must continue during disruption, how long interruption can be tolerated, and who acts when ordinary management rhythms no longer apply.
The company
The practice is independent. There is no software platform to license, no hidden product funnel, and no claim that continuity can be bought as a certificate. Clients receive structured analysis and written plans they own. The registered address is in Bălți, Republic of Moldova. Engagements are conducted in English and can be delivered on-site or remotely, depending on the work.
The name Globalstrandtres reflects the way continuity actually holds: several operational strands — people, premises, technology, suppliers — have to remain connected when one of them is pulled. The plan is the record of those connections.
Professional approach
We start from evidence the organization already has: how work is done today, which customers would feel a stop first, which applications and rooms the work depends on, and which people are irreplaceable in the first 24 hours. Interviews are short and specific. Documents are written in the language of operations, not in generic governance phrasing that nobody can execute.
Where a client already has an IT recovery plan, insurance cover, or a crisis communications note, those materials are read and referenced. They are not rewritten unless that is commissioned. Continuity planning adds the operational layer those documents usually leave open.
Principles
The practice is held to a small set of working rules.
Owners before documents
A procedure without a named owner is a description, not a plan. Deputies are recorded. Contact paths are checked against how people actually reach each other.
Manual paths are first-class
If a function must continue while systems are down, the workaround is written with the same care as the system recovery path. “Wait for IT” is not a continuity strategy.
Residual risk is stated
Every plan leaves something uncovered: a single supplier, a scarce skill, a premises constraint. That remainder is written down so leadership is not surprised later.
The client owns the plan
Deliverables are provided in editable form. There is no lock-in to a proprietary format. Maintenance can continue internally or through a later engagement.
Methodology
The method follows the order that operations can absorb.
The sequence is stable across engagements. The depth changes with the size of the organization and the number of critical functions in scope.
Context
Products, sites, legal duties, and the interruption scenarios that matter to this organization — not a universal catalogue of disasters.
Impact
Business impact analysis: process mapping, dependency capture, downtime tolerance, and the point at which damage becomes unacceptable.
Strategy
For each critical function, a chosen way to continue or to pause in a controlled way, with resources that actually exist or that the client agrees to put in place.
Procedures
Activation, command, communications, recovery steps, and stand-down. Written so a deputy can act if the primary owner is unavailable.
Proof
A walkthrough or tabletop exercise, a list of findings, and a maintenance rhythm so the plan does not freeze on the delivery date.
The same method is described as a full program on the continuity program page and as a client path on engagement.
Values
What you can expect in the working relationship.
If the approach fits, the next step is a briefing, not a commitment to a full program.
Describe the organization and the interruption that concerns you. We will say what work is proportionate.