ALIGN: Built on Doctrine. Calibrated to Reality.

We start with what is, not what is documented. The assessment works across two dimensions. First, we map the external threat landscape relevant to the organization's operating environment, identifying the hazards and risks that inform planning priorities. ALIGN draws on the same risk assessment frameworks used across government and industry, including THIRA/SPR, HIRA, and AWIA. Second, we go internal. ALIGN recognizes that part of what breaks down during an incident is not always the plan on paper, but the decision-making architecture of the organization itself. Sentinel conducts structured interviews with operational staff and executive leadership to surface where authority is clear or unclear, where escalation pathways hold under pressure, where stated systems and actual systems diverge, and where pain points or bottlenecks exist in the decision-making process. The output is a decision architecture map and a clear picture of how the organization's current resilience program maps to the threats and hazards it actually faces.

Examples may include:

With the organization's internal decision architecture and threat landscape understood, the Link phase connects organizational continuity planning to the government planning frameworks and entities relevant to that threat environment. Private sector continuity programs operate through BCMS frameworks and industry-specific standards such as ISO 22301, HIPAA, or FINRA. Government planning operates through ICS, NIMS, CPG 101, and the NRF. The Link phase maps how existing continuity programs align with government planning structures and identifies where government resources and processes can support BCMS objectives. Grounding a resilience plan in established standards improves audit compliance, increases planning efficiency and impact, and builds a continuity program designed to hold through high-impact, long-term incidents. The result is a program that serves business stakeholders and connects to the broader planning resources available in the sector and community.

Examples may include:

Findings are translated into operational redesign. Decision rights are clarified. Roles are aligned to actual operating conditions. Plans, playbooks, and procedures are rewritten to function under stress. Plans maintain focus on RTO/RPO targets and business continuity while remaining compatible with the government planning frameworks and community resources relevant to the organization. The output is a coherent operational architecture: what your organization will actually do when the situation requires it.

Examples may include:

Plans are evaluated by outcomes, not intentions. Scenario-based exercises put the redesigned system under controlled stress, observed, evaluated, and scored against a structured maturity framework. Scenarios are built to test organizational continuity performance in context: using publicly available government planning information to incorporate realistic incident considerations, including what resources are planned for power restoration, telecommunications, transportation, and other critical dependencies. This allows the organization to test its restoration planning against accurate assumptions about the external environment rather than planning in isolation. We do not facilitate exercises to make participants feel prepared. We design exercises to surface gaps before a real incident does.

Examples may include:

One engagement is a moment. Resilience is a practice. The final phase translates what was learned and built into sustained organizational capability, including clear corrective actions, prioritized improvements, training cadence, and benchmarks for tracking maturity over time. The organization sustains its continuity discipline while remaining integrated into government planning cycles and is better positioned to protect its employees, facilities, and the supply chains and community infrastructure its operations depend on. The work compounds; the organization performs.

Examples may include: