Kaufman Hall and BSWH jointly embarked on an eight‑month journey to deep-dive all the underlying workflows, systems and vendor relationships that directly and indirectly impact cash flows (both inbound and outbound). This comprehensive analysis involved cataloguing the operational and technical elements of each facet of the cash flow cycle and challenged senior leaders across the organisation to rethink how they approach their core competencies. Through tabletop exercises and outlining the practical implications of potential disruptions, the organisation was able to effectively measure bottom-line cash flow impacts to 100+ vendors, systems and workflows.

90 team members participated in interactive workshop sessions to develop the outputs of this exercise. A key outcome of this phase was detailing the ‘gross risk’ associated with workflows, systems and vendors to then further quantify the impact of contingency planning and business resiliency. This allowed the group to discount the gross risk figure, giving a true ‘net risk’ value that required action. BSWH documented a go-forward Counterparty Risk Framework and thresholds were established to group risks into tiers to assist with the prioritisation of the required remediation efforts. BSWH established a Bank Counterparty Risk Dashboard to be reviewed quarterly to confirm alignment to the organisation’s overall risk framework. Lastly, a roadmap was established for executing tactical activities to further enhance business continuity and mitigate risk.

This process captured the vulnerabilities that the organisation faced in its operations and enabled BSWH to ensure the ongoing success of the business through potential disruption.