An interview with a business continuity manager
What does a typical day look like as a business continuity manager in the transport sector?
No day follows a script. First thing: check overnight incident logs, weather updates, and transport schedules for potential disruptions. On an ordinary day, I meet with operations, review risk reports, and update business continuity plans. When a crisis hits—like last month’s rail network outage—meetings go out the window. My focus becomes coordination: who needs to be where, what resources are available, and how quickly can we reroute services? The unexpected is the only routine.
What are the most rewarding and challenging aspects of your job?
The best moments come when a plan—drilled for months—holds up under pressure. During the 2025 Sydney floods, our rehearsed protocols meant we kept critical routes open. The greatest challenge is getting buy-in for rehearsals—no one loves extra drills, but they pay off. Complacency is always the enemy; staying sharp takes effort.
How does collaboration influence your approach to business continuity and crisis management?
Success depends on collaboration. In a major event, I coordinate with emergency services, internal teams, and even rival companies. For example, during a state-wide fuel shortage, sharing updates with other providers kept things moving for everyone. Crisis management isn’t about heroics—it’s about getting everyone rowing in the same direction, fast.
What advice would you offer to future business continuity leaders or crisis managers?
For those starting out: learn to listen first. Every crisis exposes hidden weak spots, and the best ideas often come from the front line, not the corner office. Build trust, document everything, and never skip a rehearsal. Mistakes will happen—what matters is how quickly the team can regroup and adapt.
What is a common myth about business continuity management?
A common misconception is that business continuity is just paperwork and checklists. In reality, it’s about building a system that works under stress. Plans are only as good as the people using them. The best continuity managers aren’t just planners—they’re facilitators who make sure everyone knows their role and feels ready to act.