Fusion Risk Management makes the next failure easier to see

The first thing to become unmanageable at Aureon was the paperwork. The telecommunications business had more than 100 locations to consider. Assessments recorded in paper notes and spreadsheets became cumbersome as the program expanded. The problem was ordinary enough to escape a dramatic headline: collecting information was easier than making it comparable.

The spreadsheet reaches its limit

With Fusion, Aureon’s Vicky McKim could enter observations on a tablet during site visits and reuse information where locations shared characteristics. The company’s published case study reports 47 assessments in three months, compared with 21 assessments plus subsequent reporting under the previous approach. The significant change was a repeatable measurement process.

“We cannot identify and address our largest risk exposures unless we measure and score all locations equally.”

Vicky McKim · Aureon

That sentence captures Fusion’s appeal. An enterprise cannot sensibly prioritize problems that different departments describe in different languages. A polished report arrives too late if the underlying observations require weeks of reconciliation. The software gives practitioners a common place to do the work; the organization still has to agree what the measurements mean.

The business hiding between departments

Fusion Risk Management began in 2006. Its own history places David Nolan and John Jackson sketching a business plan on an Italian restaurant tablecloth. One hopes the restaurant had already cleared the pasta. Alongside co-founders Victor Fricas and Bob Sibik, they built a business around continuity expertise; investor Level Equity describes the founders as having turned their consulting practice into software.

The Fusion Framework System launched in 2010. Its underlying Salesforce platform is a consequential choice: customers get a configurable cloud environment, while Fusion concentrates on the relationships that make a business function. A service needs people, processes, technology, locations and third parties. Looking at those items separately can conceal their combined importance.

Business continuity tools help teams analyze impacts and prepare plans. Operational risk tools connect assessments and controls. IT disaster recovery deals with restoring technology; crisis and incident management supports coordinated response. Third-party risk brings suppliers into the same conversation. Fusion’s proposition is that these activities should share information rather than repeatedly reconstruct it.

Consider a hypothetical payment service. Restoring its application achieves little if the supporting database remains unavailable. Nor does a recovered database settle a missing vendor connection. Mapping those relationships changes the question from “Is my department ready?” to “Can the customer’s service actually run?” That is a more demanding examination.

A supplier is part of the product

Boston Scientific gives the argument a physical setting. The medical-device manufacturer’s earlier continuity work was decentralized, with information in documents and spreadsheets. Its Fusion case study describes bringing that work together and configuring the platform for its needs. Supplier risk becomes connected to the products and operations that depend on those suppliers.

This is where enterprise resilience acquires some substance. A procurement record describes a vendor. A continuity program needs to understand what happens if that vendor cannot deliver. For a manufacturer, connecting those perspectives can expose a weakness that each department’s separate records leave obscure. The product offers visibility; mitigation still requires decisions about resources and alternatives.

AI meets the filing cabinet

Fusion’s February 2025 launch of BC Plan inFusion addressed an especially unglamorous obstacle: moving existing plans into a usable system. The AI capability converts uploaded documents and spreadsheets into structured platform data. The attraction is less typing and an earlier opportunity to analyze what the organization already knows.

Recovery Optimization, introduced in November 2025, tackles a different problem. When several systems are down, their restoration order affects the return of business services. Fusion uses dependencies and business context to calculate recovery sequences. A task list can tell everyone what to do; sequencing asks which action makes the next useful action possible.

Fusion also announced ISO 42001 certification in January 2025 following an A-LIGN audit of its AI management controls. That is evidence about governance. It does not make an imported plan correct by decree. The sensible reading of these tools is that they reduce preparation work and support analysis, with practitioners responsible for checking the information and assumptions.

The price includes organizational work

Fusion sells enterprise cloud software alongside implementation, consulting, training and ongoing support. Its customer services offering acknowledges that a working program takes more than access to an application. Buyers should evaluate configuration, integrations and the people required to maintain the program alongside the subscription proposal.

The competitive field is populated. Archer, Riskonnect and ServiceNow also offer continuity and resilience capabilities. Fusion’s distinctive pitch combines its Salesforce foundation, practitioner history and a shared dependency model. That gives buyers something specific to evaluate, without proving that one platform wins every comparison. Existing systems and the scope of the resilience program matter.

Its investors have financed that enterprise ambition. A $41 million round led by Catalyst Investors was announced in 2017. Great Hill Partners took a majority position in April 2023, with existing investors retaining stakes. Fusion said that transaction would support product innovation and commercial expansion. The company reports serving more than 400 organizations globally.

Four questions for the first hour

In August 2026, Fusion introduced its Enterprise Resilience Decision System positioning: identify impact, examine what follows, assess financial exposure and choose priorities. The announcement included an anonymous insurer that discovered 48 processes dependent on one vendor. It is a telling company-reported example of concentration risk hidden behind separate records.

The practical lesson travels well beyond software selection. Start with a critical service, map its dependencies, name the owners and test an interruption. Keep the model current. This approach depends on disciplined data maintenance and participation across teams; otherwise, scenario calculations inherit yesterday’s assumptions. The useful achievement is a clearer decision while there is still time to make it.