FOR IMMEDIATE RELEASE Riffle Resilience Launches CrMDB™, the Crisis Management Database Built to Make Enterprise AI Trustworthy New offering addresses the data foundation gap holding back AI adoption in operational resilience programs Boston, MA — July 16, 2026 — Riffle Resilience, an Atlassian Venture backed company, today announced the launch of its Crisis Management Database, CrMDB™, a purpose-built data foundation designed to solve one of the most persistent— barriers to

Most organizations don’t have 200 equally critical workflows. They have a critical few: the work that protects revenue, customers, patients, service delivery, regulatory obligations, and mission. This article explores why resilience planning should start with the workflows that carry the most consequence, then expand with purpose.

At Riffle Advisory, we are growing. As our work with healthcare clients continues to expand, we are seeking talented contractors who want to help organizations strengthen resilience, continuity, and operational preparedness in environments where the stakes are high and the work matters. Our projects support healthcare organizations as they prepare for disruption, improve operational readiness, and build practical programs that can stand up under real-world pressure. That mean

Resilience is no longer just about having a plan—it’s about how work actually continues under disruption. This article explores why that shift is happening and what it means for the future of operations.

I built a business continuity program exactly the way I was supposed to. And it still didn’t work. Doing It “The Right Way” When I stepped into a Business Continuity Manager role, I followed the standard approach. Start with a tool. Stand up the program. Conduct a Business Impact Analysis (BIA). Use the results to prioritize planning. It was structured. Proven. Widely accepted. And it made sense—at least on paper. So I got to work. The Timeline No One Talks About I started in

Most business continuity programs don’t fail because of a lack of planning. They fail because the business was never truly part of it. The Illusion of Engagement Ask most organizations if their business continuity program is “engaged,” and the answer is usually yes. They’ve conducted interviews. They’ve completed Business Impact Analyses (BIAs). They’ve held workshops and walkthroughs. On paper, the business has participated. But participation isn’t the same as engagement. Mo

Most business continuity programs don’t fail because of a lack of effort. They fail because they’re built around the wrong job. The Role I Thought I Had In 2015, I stepped into a Business Continuity Manager role at DaVita Rx. On my first day, I was introduced to the organization like this: “Here’s Shane—he’s going to make sure we don’t have any more disruptions.” It was well-intentioned. But it was also wrong. Not because disruptions aren’t important—but because eliminating t

Welcome to Riffle. This is where we talk about business continuity—what works, what doesn’t, and what needs to change. If you’ve spent any time in this space, you’ve likely seen the same patterns: Plans that sit unused. Exercises that don’t translate to real-world action. Programs that feel disconnected from how the business actually operates. This blog exists to address that gap. How I Got Here A while back, I was at a dinner with a group of business continuity professionals