Succession Plan

What happens in the event of a planned change in key roles within our organisation.

Why we have this policy

We have a business continuity plan that covers all of the unforeseen 'What if' scenarios and ensure that we maintain delivery of key functions of our service to our clients. Alternatively, our succession planning goes the extra mile to ensure there is an experienced incomer for key leadership roles in our organisation when a planned transition takes place. This is to make sure that our clients will always have a pleasant business experience working with us.

Key roles

Business Strategy | Client Relations | Technical Leadership | Product Development | Financial Management | Operations | Product Design | Usability Research

You can also view key individuals outlined in our organisation structure:

Planning for succession

Every role within the organisation, if not properly planned for, can contribute to business continuity risk. Below outlines plans for current roles and how they are managed for succession in the future.

Business Strategy: This role is split across the entire leadership team and advisory board. Based on our access to a pool of talented advisors. We can resource up our business strategy role any time. Client Relations: At this moment, client relations are always managed by at minimum two individuals within our organisation. This means that we usually always have two people in a meeting with a client, so both people can maintain the client relationship.

Client relationship succession represents a huge risk to our organisation. It is extremely important to us that our clients like the people they are working with. Technical Leadership: Software is one of our core offerings. It is our goal that through documentation of our applications that anyone within the organisation can take control of the deployment environment to provide business continuity in the event of an emergency. Technical leadership succession follows the chain of command based on skillset and experience within our organisation first. Second, we will bring in outside technical consultants to bridge any gaps if necessary. Product Development: A key area of responsibility for technical leadership is training new hires. We have a documented on-boarding and training process for all developers joining our organisation. All software is maintained offsite using version control, history can be reviewed for clarity and insight. Financial Management: Our finances are managed by Deloitte Private. They have control over our banking, payroll, and financial strategy. Succession strategy for financial management is managed by Deloitte, that being said, there are at minimum three individuals from Deloitte who maintain relationships with our organisation and understand our business context. Operations: The operations role within our organisation also represents a key role for leadership succession. It is expected that the operations personnel will step in to client relations and business strategy roles along with customer support. Product Design: All content produced by the product design role is held in sketch files automatically backed-up to google drive. Hand over of work to design successor is documented and will be a straight forward process.

Usability Research: All usability research has been documented, raw data is stored in google drive. We've made a shift to publishing all of our research and processes to make succession easier. For example, you can find everything you need to know about Accreditron research at:

Bringing in outside manager

In the very unlikely event of being unable to execute our succession plan with personnel within our organisation, we will bring in outside resources. We have negotiated relationships with more than one software service organisation to be able to provide:

  1. Management and client relations support

  2. Technical and development support

This process will require a short handover period over a minimum period of 24 - 48 hours.