Melbourne-based graduate Priya Singh now works as a scenario planning specialist in
the infrastructure sector. In this interview, she reveals the reality behind the
role—adapting to shifting risks, building collaborative responses, and offering
pragmatic advice to anyone considering crisis management. Her story is a window into
both the unpredictability and teamwork that define this field.
Describe your typical day as a scenario planning specialist—what do you actually
do?
Mornings begin with a scan of overnight reports—weather alerts, regulatory
changes, global events that could ripple through local projects. Most days, the
agenda changes by 10am. On one occasion, a sudden industrial action meant the
team had to update all project timelines and resource allocations within hours.
My main job is developing scenario playbooks for different types of disruption,
from supply chain breakdowns to cyber incidents. Collaboration is key—regular
calls with engineers, finance leads, and operations teams mean no one is left
guessing when trouble hits. Every task is about staying one step ahead.
What are the most rewarding and most challenging aspects of your work?
The most rewarding part is the sense of impact. During the Melbourne storms last
year, the crisis room was alive with ideas. Colleagues brought practical
solutions to the table and everyone was quick to adapt. The challenge is the
unpredictability. Plans need to change in real time, and that can be stressful.
You learn quickly not to get attached to any single plan. Instead, you focus on
building flexible frameworks and keeping communication open.
How does teamwork shape scenario planning and crisis response in your
experience?
Collaboration means everything. For example, during the 2023 supply chain
interruptions, our team set up daily standups with suppliers and logistics
partners. By sharing early warning signs and real-time updates, we prevented
delays from spiraling. Every crisis response is a group effort, not a solo
performance. The best results come when people across functions share
information—fast.
What advice would you offer to those considering a career in scenario planning
or crisis management?
The biggest surprise for newcomers is how much scenario planning relies on
people skills, not just technical knowledge. Being able to communicate risks,
listen to concerns, and bring people together is vital. Flexibility and
curiosity are more valuable than perfection. When a plan falls apart, the teams
that recover fastest are those who keep talking and keep learning.
What is a common misconception about scenario planning?
Many people think scenario planning is just about predicting the future, but
it’s really about preparing for uncertainty and building organisational muscle
memory. The goal isn’t to forecast every detail, but to make sure everyone knows
what to do when the unexpected happens. If there’s one lesson: treat every
rehearsal like the real thing, because sooner or later, it will be.
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