Regulatory demands are growing, and businesses need to be ready. In this interview, Dave Wagner talks about how staying ahead of regulations like DORA isn’t just about compliance—it’s about protecting your business and building long-term resilience.

1. Why is regulatory resilience becoming such a key focus for organizations today?

Regulatory resilience has gained prominence because the risks organizations face today are more interconnected and unpredictable than ever. When a company experiences an operational disruption—whether it’s a cyberattack, a systems outage, or supply chain failure—the ripple effects can impact entire industries or economies. Regulations like the EU’s Digital Operational Resilience Act (DORA) aim to create a baseline for preparedness, ensuring organizations are equipped to handle disruptions without endangering their stakeholders.

For me, it’s about more than compliance. It’s about safeguarding trust. Regulations like DORA provide a structure to help companies build resilience not as a reaction to challenges but as a proactive strategy for sustainable operations. Businesses that embrace this mindset not only protect themselves but also contribute to the stability of the broader ecosystem.

2. What unique challenges do organizations face with regulatory frameworks like DORA?

One major challenge is understanding and interpreting the scope of the regulations. DORA, for example, covers not just financial institutions but also the third-party providers they rely on, such as cloud services or IT vendors. Mapping out these dependencies and ensuring compliance across the entire ecosystem can be overwhelming.

Another challenge is cultural. Too often, regulations are seen as a checklist rather than an opportunity for strategic growth. Leaders need to shift their perspective—resilience isn’t about avoiding penalties; it’s about creating an advantage. Finally, operationalizing resilience is complex. It requires collaboration across departments, from IT to risk management to the C-suite, and that’s not always easy to coordinate.

3. How can leaders create a culture of preparedness for regulatory challenges?

Creating a culture of preparedness starts with communication. Leaders need to articulate why resilience matters—not just to meet regulatory requirements but to protect the organization’s reputation, employees, and customers. When teams understand the “why,” they’re far more likely to invest in the “how.”

Leaders should also model resilience themselves. That means staying informed about emerging regulations, actively participating in resilience planning, and encouraging transparency. If something isn’t working, teams should feel empowered to raise concerns and find solutions. Preparedness thrives in a culture where adaptability and learning are celebrated.

Finally, leaders need to make resilience accessible. Provide the tools, training, and resources employees need to understand their role in the bigger picture. Resilience isn’t a one-person job—it’s a collective effort.

4. How does regulatory resilience tie into broader business resilience?

Regulatory resilience and business resilience are deeply interconnected. Both are about anticipating risks, mitigating disruptions, and ensuring continuity. A strong regulatory framework supports business resilience by establishing protocols for crisis management, incident reporting, and system recovery—all of which are critical in today’s unpredictable landscape.

For example, a company that’s prepared to comply with DORA’s requirements for operational resilience is also likely better equipped to handle a cyberattack or supply chain disruption. The overlap is significant because regulatory frameworks often reflect best practices for broader resilience.

5. Can you share an example of resilience helping a company navigate a regulatory challenge?

One example that stands out is a financial institution preparing for DORA’s implementation. They conducted a series of crisis simulations to test their systems against potential IT outages and third-party vendor failures. These exercises revealed gaps in their processes, but they also sparked innovation.

By the time they aligned with DORA’s requirements, they had not only strengthened their compliance posture but also streamlined their operations and reduced their downtime during incidents. What started as a regulatory requirement became a catalyst for operational excellence.

6. How do global trends in regulation impact organizations operating across borders?

Global organizations often face overlapping or even conflicting regulatory requirements. For example, a company operating in the U.S. might need to comply with cybersecurity reporting laws under the Cyber Incident Reporting for Critical Infrastructure Act (CIRCIA) while also meeting DORA’s standards in the EU.

This complexity requires a unified resilience framework that can adapt to different regional requirements without creating inefficiencies. It’s also a reminder that resilience is a shared responsibility. Organizations need to stay engaged with regulators, industry groups, and peers to navigate these challenges effectively.

7. What role does technology play in regulatory resilience

Technology is an enabler of resilience. It helps organizations automate compliance processes, monitor risks in real time, and generate insights that guide decision-making. For instance, advanced risk analytics can identify vulnerabilities in an organization’s supply chain, while automation can streamline incident reporting.

That said, technology isn’t a silver bullet. It must be paired with the right governance frameworks and skilled teams who know how to interpret and act on the data. The most effective technology solutions are those that integrate seamlessly into an organization’s existing workflows, enhancing—not complicating—operations.

8. What’s your advice for organizations just starting their journey toward regulatory resilience?

Start with a gap analysis. Take stock of where your organization currently stands in terms of resilience—what’s working, what’s missing, and what needs improvement. From there, develop a roadmap with clear priorities and timelines.

It’s also important to engage your entire organization in the process. Regulatory resilience isn’t just an IT or compliance issue—it’s an enterprise-wide priority. Finally, don’t try to go it alone. There’s a wealth of expertise available, whether through industry forums, consultants, or peer networks. Leverage those resources to accelerate your progress.

9. How should organizations prepare for future regulatory changes?

Future-proofing your organization means building flexibility into your resilience frameworks. Regulations will continue to evolve as new risks emerge, and organizations need to be able to adapt quickly. This requires staying informed, maintaining open lines of communication with regulators, and regularly testing your systems and processes against potential scenarios.

It’s also helpful to take a proactive approach. Don’t wait for regulations to mandate resilience—start building it into your operations now. Organizations that stay ahead of regulatory trends are better positioned to lead in their industries.

10. What’s the biggest opportunity that regulatory resilience offers organizations?

The biggest opportunity is trust. When customers, employees, and stakeholders see that an organization is prepared for disruptions, it builds confidence. Trust is a competitive advantage in today’s world, where uncertainty is the norm.

Regulatory resilience also drives innovation. When organizations embrace resilience as a strategic priority, they often uncover new ways to streamline operations, improve customer experiences, and even reduce costs. Ultimately, resilience isn’t just about surviving—it’s about thriving in a rapidly changing world.

Summary

Regulatory resilience is more than meeting requirements—it’s about safeguarding your future. Dave’s advice makes it clear: proactive planning and a culture of accountability put your organization in the best position to adapt and thrive. Start reviewing your compliance approach today.

Digital Operations underpin the resilience of contemporary businesses. Esteemed Chief Marketing Officer at Everbridge, David Alexander, delves into the crux of this concept in this video. He discusses the role of automation, AI, and cross-disciplinary teamwork in equipping organizations to minimize downtime, optimize responses, and maintain seamless operations. David underscores the fact that Digital Operations transcends mere IT functionalities—it is indeed a pivotal strategy for securing long-term business success.

The safety arena is undergoing swift changes, and it’s crucial for leaders to remain one step ahead of the forthcoming risks. In this Perspective in Resilience, our Global Chief Security Officer, Tracy Reinhold, imparts valuable knowledge on how to fortify your organization’s security resilience, adjust to novel dangers, and cultivate a forward-thinking culture of readiness. Tracy provides concrete advice for leaders traversing the unpredictable environment of today, tackling both virtual threats and physical security hurdles.

Security is no longer just about guards and gates—it’s digital, physical, and constantly evolving. Pamela Larson talks about the biggest changes she’s seen, and what leaders need to do to stay resilient.

1. What do you see as the biggest security challenges organizations face today?

Security threats have grown more complex, requiring organizations to protect both physical and digital assets. The rise of cyberattacks, supply chain vulnerabilities, and insider threats means security leaders can no longer rely on traditional methods alone. Organizations must take a holistic approach to security, integrating cybersecurity, physical security, and crisis management into one cohesive strategy. One of the biggest challenges is ensuring that security remains proactive rather than reactive. According to IBM’s 2024 Cost of a Data Breach Report, the average data breach costs companies $4.88 million globally, underscoring the need for organizations to anticipate and mitigate risks before they escalate. Companies that fail to anticipate threats may find themselves scrambling when an incident occurs, rather than having a well-prepared plan in place.

2. How has the role of security leaders changed in recent years?

Security leaders are no longer just focused on risk mitigation—they play a critical role in business strategy. Security has become a board-level priority, and executives expect security teams to provide insights that align with broader business objectives. Today, security leaders must be fluent in technology, data analytics, regulatory compliance, and crisis management. They must also be effective communicators, bridging the gap between security teams and other business units. A recent Deloitte survey found that 82% of executives believe cybersecurity is directly tied to business success. Our job is not just to protect assets but to enable the organization to operate safely and efficiently, even in times of disruption, while ensuring compliance with evolving regulatory requirements like GDPR and the SEC’s cybersecurity disclosure rules.

3. What role does technology play in strengthening security resilience?

Technology has transformed how organizations approach security. AI-driven threat intelligence, real-time monitoring systems, and automation tools now allow organizations to detect and respond to threats faster than ever. For example, predictive analytics can help organizations identify patterns that signal potential cyberattacks before they occur. Additionally, the integration of IoT and smart security systems enhances physical security by providing real-time data on facility access, asset tracking, and personnel safety. However, technology alone isn’t enough—organizations need skilled teams and strong leadership to implement these tools effectively. According to Gartner, by 2027, AI-driven security solutions will reduce the time it takes to exploit account exposures by 50%, making it a crucial investment for organizations aiming to stay ahead of evolving threats.

4. How can organizations build a security-first culture?

Security is not just an IT or security department concern—it’s a shared responsibility across the entire organization. The best way to build a security-first culture is through continuous education and clear communication. Employees should understand the importance of security and how their actions contribute to overall safety. Regular training on cybersecurity threats, phishing awareness, and physical security best practices can help employees become proactive participants in security resilience. Additionally, leadership must set the tone by prioritizing security in decision-making and resource allocation. Studies by the Ponemon Institute show that companies with regular cybersecurity training experience 30% fewer security incidents, reinforcing the importance of an informed and engaged workforce.

5. What is the role of collaboration in security resilience?

Security cannot be managed in isolation. It requires collaboration across departments—HR, IT, legal, and operations—to ensure that security policies and procedures are effective. External collaboration is also crucial. Partnering with government agencies, industry groups, and security networks provides organizations with valuable threat intelligence and best practices. For example, by participating in industry-wide information-sharing initiatives such as the Cybersecurity and Infrastructure Security Agency’s (CISA) threat intelligence sharing programs, organizations can stay ahead of emerging threats and improve their response strategies. A report from the World Economic Forum emphasized that 85% of cybersecurity professionals believe that cross-sector collaboration is critical to improving overall security resilience.

6. What advice do you have for organizations looking to strengthen their crisis preparedness?

Every organization should have a well-defined crisis management plan that outlines clear roles, communication protocols, and response procedures. Regular simulations and tabletop exercises ensure that teams are prepared to act quickly when a crisis occurs. Organizations should also invest in mass notification systems to keep employees and stakeholders informed during emergencies. The key is to test these plans regularly—an untested plan is no plan at all. Research from Forrester indicates that companies with active crisis management programs recover from incidents 40% faster than those without.

7. How can businesses balance security investments with other priorities?

Security should never be viewed as just a cost center; it’s an investment in operational continuity and brand trust. The best approach is to align security investments with business goals. For example, if a company is expanding its supply chain, investing in third-party risk management tools makes strategic sense. When security leaders can demonstrate how security investments reduce business risks and improve efficiency, securing executive buy-in becomes much easier. According to PwC’s Global Digital Trust Insights Survey, 68% of executives believe that strong cybersecurity programs enhance customer trust, making security investments a competitive differentiator rather than just an operational necessity.

8. What security trends should organizations be preparing for in the coming years?

Security threats are evolving, and organizations must stay ahead of trends like AI-driven cyberattacks, the expansion of zero-trust security frameworks, and the increasing use of biometric security measures. Additionally, as hybrid work models become the norm, organizations must rethink how they secure remote work environments, personal devices, and cloud infrastructure. We’re also seeing a rise in nation-state cyber threats, making it even more important for businesses to strengthen their cybersecurity posture. The IBM X-Force Threat Intelligence Index reported a 200% increase in supply chain attacks in the past year, highlighting the need for organizations to reassess vendor security and third-party risk management.

9. What lessons have you learned from major security incidents?

One of the biggest lessons is that preparation is everything. Organizations that have well-tested incident response plans are always in a better position to recover from security events. Another lesson is the importance of communication—both internally and externally. Employees need clear guidance on how to respond to incidents, and customers need transparent updates to maintain trust. Finally, adaptability is critical. No two incidents are the same, and organizations must be able to pivot quickly as new information emerges. A study by the Ponemon Institute found that organizations with a robust incident response plan save an average of $2.66 million per breach compared to those without one, reinforcing the importance of preparation and adaptability.

10. What final advice would you give to security leaders today?

Security leaders must take a proactive stance—waiting until an incident happens is no longer an option. Investing in people, processes, and technology now will pay dividends when the unexpected occurs. Focus on fostering collaboration, aligning security with business objectives, and staying informed about emerging threats. Most importantly, never underestimate the human factor—people are the first and last line of defense in any security strategy. Continuous learning and adaptability are key; security leaders must remain vigilant and prepared to pivot as the landscape evolves.

Summary

Security resilience comes from preparation and teamwork. Pamela’s insight shows that when leaders break down silos and build trust across their teams, they strengthen their defenses. Take the first step by reviewing your organization’s security strategy today.

At Everbridge, we understand that trust forms the bedrock of a robust and agile organization. In our latest Perspective in Resilience, esteemed Chief Trust Officer, Jeremy Capell, discusses the importance of maintaining transparency for nurturing potent bonds with employees, customers, and stakeholders. He dives into explaining how to cultivate an environment of candor within an organization, manage emergencies with honesty, and importantly, keep trust as the guiding principle in all operations.

What makes a workplace resilient? In this interview, Everbridge Chief People Officer Cara Antonacci shares her perspective on how leaders can strengthen team resilience, adapt to change, and foster a culture of trust and collaboration. She discusses the role of communication, leadership, and the importance of supporting employees in a constantly evolving work environment.

What does resilience mean in the workplace?

Resilience is about how teams handle tough times. It’s not just bouncing back after something goes wrong, it’s how we adapt, stay productive, and support each other when things are uncertain. When change happens—and it always will—a resilient team can push through without losing momentum. Resilient teams trust each other, communicate well, and know leadership has their back.

How do you build resilience in a global, digital-first workplace?

Workplaces today are more connected, but also more spread out. We have people working across countries, time zones, and cultures. That can be a strength, but it can also lead to gaps in communication or people feeling isolated.

We need to be intentional. Leaders should check in regularly with teams, especially remote ones. Clear communication is key—whether it’s daily stand-ups, video calls, or quick updates in a chat. We need to create a culture where everyone feels included and valued, no matter where they are. That kind of environment builds trust and makes teams more resilient when the pressure is on.

How do Everbridge’s CLIP values shape workplace culture?

CLIP stands for Customer First, Learning, Integrity, and People. Those values show up in how we work every day. Customer First reminds us that everything we do impacts the people we serve. Learning keeps us improving, even when we face setbacks. Integrity pushes us to do the right thing, even when it’s hard. And People—well, that’s the heart of it all. We look out for each other, and that builds trust and resilience.

When these values guide decision-making, teams know what’s expected. They know leadership will support them. That creates a culture where people can adapt, step up, and face challenges together.

How can leaders help teams stay strong during times of change?

Change is part of work. Teams grow, companies restructure, priorities shift. Leaders need to be open and honest about what’s happening. People handle change better when they understand why it’s happening and what the plan is.

We also need to listen. Ask how people are doing. Sometimes it’s a quick chat, other times it’s making sure someone gets the support they need. Flexibility helps, too. Maybe someone needs to adjust their schedule or take time to regroup. Little things like that show people they’re valued and supported.

What advice would you give to someone trying to strengthen their workplace culture?

Start small. You don’t need to overhaul everything overnight. Focus on building trust –  listen, communicate often, and follow through on promises. Show people you value their work and their well-being.

Culture isn’t built by policies, it’s built by actions. When teams see leaders putting customers first, learning from mistakes, acting with integrity, and looking out for people, they’ll do the same. That’s how you get a culture that holds up during tough times.

Summary

As Cara’s insights make it clear: when leaders prioritize communication, trust, and adaptability, they strengthen both their teams and their business. Take the next step in building a more resilient workplace today.

Workplace culture isn’t just about perks or policies—it’s what determines how teams handle change, pressure, and challenges. In this blog, Everbridge Chief People Officer Cara Antonacci explores how organizations can build resilience by fostering a strong, connected culture, especially in today’s global and digital-first work environment. She shares insights on leadership, communication, and creating a culture that supports people through uncertainty.

Culture holds everything together

Workplace culture is the glue that holds everything together. It shapes how teams work, how they handle pressure, and how they push through challenges. When culture is strong, businesses adapt better, recover faster, and stay focused even when things get tough.

Today’s workplaces are global and digital-first. Teams are spread across different countries and time zones. People work remotely, across cultures, and rely on technology to stay connected. This brings new opportunities but also new challenges. The way companies build resilience has to evolve.

Why culture matters for resilience

When a crisis hits, a resilient culture keeps things moving. It’s not just about having a crisis plan—it’s about how people react when the plan gets tested. If teams trust each other, communicate openly, and stay flexible, they get through tough moments together. If they don’t, things fall apart fast.

Culture is built every day in the way leaders act and the way teams work together. Everbridge talks a lot about our CLIP values: Customer First, Learning, Integrity, and People. Those values aren’t just slogans—they shape how teams tackle challenges. Putting customers first means teams pull together when there’s pressure. Learning means adapting when things go wrong. Integrity keeps teams honest when the easy way out looks tempting. And valuing people means leaders listen when teams need support.

Building resilience in a global, digital workplace

Remote work, global teams, constant change—these are the realities now. Building a culture of resilience starts with accepting that work doesn’t look like it used to. Leaders need to be intentional about keeping people connected. That means regular check-ins, clear communication, and making sure everyone feels part of the same mission, whether they’re in the office or halfway across the world.

Technology helps, but culture makes it work. Teams need to know they can rely on each other, even if they’ve never met in person. Leaders should encourage open dialogue across regions and time zones. When teams feel included and trusted, they perform better and recover faster when things get tough.

Supporting people through change

Change is hard. Markets shift, companies reorganize, teams grow or shrink. That’s when culture is tested. The best leaders face change head-on. They explain why it’s happening, what it means, and what the plan is. Direct and regular communication builds trust. People don’t need sugarcoating—they need honesty and a path forward.

Resilience also means supporting people when the pressure is high. That might mean more flexible work options during tough times or simply checking in and asking, “How are you doing?” Small actions show people they’re valued. When employees feel supported, they’re more likely to push through challenges and stay engaged.

Culture is a long game

Building a resilient culture doesn’t happen overnight. It’s about showing up every day, being consistent, and leading by example. When teams see that leadership lives the values—Customer First, Learning, Integrity, People—they follow. Over time, that culture becomes the company’s strongest safety net during uncertainty.

Summary

Resilient workplaces don’t just survive tough times—they come out stronger. It starts with culture.

Trust builds strong teams, protects reputations, and keeps businesses moving forward. In this interview, Jeremy Capell breaks down how transparency drives trust and what leaders can do to foster both.

1. Why is trust so critical for organizations in today’s environment?

Trust is the glue that holds relationships together, and in today’s volatile environment, it has never been more critical. When disruptions occur—whether it’s a supply chain delay, a data breach, or a public relations crisis—trust is what ensures stakeholders stick with you instead of looking for alternatives. Crises will happen, but it’s when you are in those circumstances that it becomes clear who you can trust. 

For example, during the COVID-19 pandemic, many companies faced unprecedented challenges. Organizations that had built strong trust with their employees and customers were able to navigate this uncertainty more effectively. Employees stayed engaged even as roles shifted, and customers remained loyal even when delays or disruptions occurred.

Trust allows organizations to maintain continuity, protect their reputation, and foster long-term loyalty, even in difficult circumstances. It’s not just an asset—it’s a lifeline.

2. What role does transparency play in building trust?

Transparency is the foundation of trust. It shows stakeholders—whether they’re employees, customers, or partners—that you have nothing to hide. In today’s fast-paced digital world, where misinformation spreads quickly, transparency demonstrates accountability and integrity. Speak first – speak the truth – speak fast. Negative perceptions are hard to change once established. 

Take the example of a company experiencing a data breach. Organizations that openly communicate what happened, how it’s being addressed, and what measures are being implemented to prevent future issues often see less reputational damage. Compare that to companies that try to downplay or cover up the issue—it’s the difference between rebuilding trust and losing it entirely.

Transparency fosters understanding and builds confidence that the organization is reliable and capable of handling challenges head-on.

3. Can you share an example of transparency helping an organization navigate a crisis?

I worked with a logistics company during a global supply chain crisis. Delays and disruptions were unavoidable, but instead of keeping customers in the dark, the company took a proactive approach. They issued regular updates about delays, provided clear timelines for resolution, and communicated the steps they were taking to ensure future reliability.

Customers appreciated the honesty and were willing to adjust their expectations. By the end of the crisis, the company’s customer satisfaction scores were actually higher than before the disruptions began. Transparency didn’t just help them navigate the crisis—it strengthened their relationships and reputation.

4. How can organizations create a culture of transparency?

Creating a culture of transparency starts with the tone at the top. Leaders need to model transparent behavior, both with employees and customers, by being honest about challenges, openly discussing decisions, and sharing information across teams. For example, if a company is going through a restructuring, leaders who communicate the reasons behind it, the expected outcomes, and how it will affect employees can reduce uncertainty and foster trust.

I have heard different CEOs deal with situations very differently. I have heard good CEOs in a crisis say, “What would I want to know if I was the customer?” – that’s what we should be sharing with customers.  

Transparency also requires systems that encourage open communication. This could include regular town hall meetings, anonymous feedback channels, or clear communication protocols during crises. When employees see that transparency is a priority, it becomes ingrained in the culture.

5. What advice would you give to leaders looking to strengthen trust with their stakeholders?

My advice is to focus on listening and engaging. Trust isn’t built through one-way communication—it requires dialogue. Take the time to understand the concerns and priorities of your stakeholders, whether they’re employees, customers, or partners.

Once you have that understanding, communicate consistently and authentically. Don’t shy away from sharing challenges or setbacks—stakeholders value honesty, even when the message is difficult. Remember, trust is built through actions as much as words, so follow through on your commitments.

6. What trends are shaping how organizations approach transparency?

One major trend is the demand for greater accountability around social and environmental issues. Stakeholders—especially younger consumers and employees—want to know where companies stand on issues like sustainability, diversity, and ethics. Companies that fail to be transparent about these topics risk losing trust and relevance.

Another trend is the rise of digital transparency. In an era where information spreads instantly, organizations must be proactive about communicating in real time. Social media, for example, is a powerful tool for transparency, but it also requires agility and authenticity to use effectively.

7. How can transparency drive resilience during times of change?

During times of change, transparency provides clarity and stability. When stakeholders understand why changes are happening and how they’ll be affected, they’re more likely to support the organization’s efforts.

For example, during a merger, clear communication about the timeline, goals, and benefits can alleviate uncertainty and maintain morale. Conversely, a lack of transparency can lead to confusion, resistance, and even attrition. Transparency builds alignment and trust, which are essential for navigating change successfully

8. What’s the connection between transparency and innovation?

Transparency fosters collaboration, which is essential for innovation. When teams are open about their challenges and ideas, they’re more likely to develop creative solutions. Similarly, transparent partnerships with suppliers or collaborators often lead to stronger, more innovative relationships.

For example, an organization that shares its innovation goals and challenges with its partners can work together to co-create solutions. Transparency removes barriers and builds the trust needed for meaningful collaboration.

9. How do you measure trust and transparency in an organization?

Trust and transparency can be measured through stakeholder feedback. Surveys, focus groups, and net promoter scores (NPS) are useful tools for gauging trust among employees, customers, and partners.

It’s also important to monitor metrics like employee engagement, customer retention, and public sentiment. These indicators can provide valuable insights into how your transparency efforts are resonating and where improvements are needed.

10. What’s your vision for the future of trust and transparency in organizations?

The future is one where trust and transparency are integral to every aspect of business. Organizations that embrace openness will not only earn loyalty but also drive innovation, attract top talent, and set themselves apart as leaders.

In the long run, trust and transparency aren’t just strategies—they’re the foundation for resilience and sustainable growth in a complex world.

Summary

Building trust takes work—but the payoff is resilience. As Jeremy explains, leading with openness and accountability strengthens relationships with employees, customers, and partners. Start making trust a daily practice in your organization today.

Downtime isn’t an option. In this blog, David Alexander explains why Digital Operations is now the backbone of business resilience, and how organizations can stay up and running—even when the unexpected hits.

In today’s always-on world, the ability to quickly respond to incidents, optimize workflows, and ensure seamless customer experiences has become a competitive differentiator. Digital operations (Digital Ops) are no longer just a back-office function—they are central to how businesses engage with customers, maintain uptime, and deliver on their brand promise.

As Chief Marketing Officer and General Manager of Digital Operations at Everbridge, I’ve seen firsthand how leading enterprises are leveraging automation, AI, and real-time collaboration tools to drive business resilience. But beyond technology, marketing leaders have a unique opportunity to shape the way companies communicate their operational excellence and build trust with customers in an always-on world.

The changing landscape: Why digital operations matter more than ever

Every organization, regardless of industry, faces the challenge of delivering seamless experiences while managing an increasingly complex digital ecosystem. Consider these key trends:

• Customer Expectations Are Higher Than Ever – According to a PwC study, 73% of customers say that a positive experience is a key factor in their brand loyalty. In a digital world, even a minor outage, security breach, or service disruption can erode trust.
• Downtime Is Costlier Than Ever – A Gartner report found that the average cost of IT downtime is $5,600 per minute. For industries like e-commerce, financial services, and SaaS, these numbers skyrocket.
• AI and Automation Are Redefining Incident Management – Organizations are moving from reactive to proactive strategies, using AI-driven automation to anticipate and prevent disruptions before they impact customers.

Digital Ops has become the backbone of business continuity and brand reputation—but it’s not just a technology issue. It’s a marketing and customer trust issue as well.

Marketing’s role in digital resilience

While Digital Ops is often seen as an IT function, marketing leaders have an equally important role to play in ensuring operational resilience:

1. Communicating operational excellence as a competitive advantage

Customers expect reliable, always-on digital experiences—but many businesses struggle to translate their operational excellence into a compelling brand narrative. Marketing must help bridge the gap, positioning resilience, security, and uptime as differentiators.

For example, SaaS companies that highlight their 99.99% uptime, rapid incident response, and AI-driven automation in their messaging build greater trust with prospects and customers.

2. Aligning marketing and digital ops for seamless customer experience

Marketing and Digital Ops teams often operate in silos—but they shouldn’t. A well-coordinated strategy ensures that service disruptions, incidents, or updates are communicated transparently and effectively.

• When a major e-commerce platform experienced a brief system outage during peak holiday shopping, the marketing team worked with Digital Ops to proactively communicate real-time updates via email, SMS, and social channels—ensuring customers stayed informed and minimizing frustration.

3. Leveraging digital ops insights for smarter customer engagement

Incident data, response times, and system reliability metrics aren’t just for IT teams—they can fuel smarter marketing strategies. By integrating Digital Ops insights into marketing analytics, businesses can:

• Understand how outages impact customer retention and adjust strategies accordingly.
• Personalize communications based on historical engagement and incident history.
• Optimize campaigns by ensuring they align with peak system performance.

Best practices for driving digital resilience and customer trust

Organizations that successfully integrate Digital Ops with marketing and customer experience (CX) efforts follow these key principles:

1. Automate incident response to minimize customer impact

A fast, automated response to disruptions prevents minor issues from becoming major customer experience failures. AI-driven automation platforms like xMatters help teams detect, triage, and resolve incidents before they affect end users.

Best Practice: Leading SaaS providers use automated escalation workflows to route critical incidents to the right teams in seconds—reducing downtime and improving response times by up to 70%.

2. Develop a customer-centric incident communication strategy

When issues occur, transparency is key. Customers appreciate real-time updates and clear expectations.

• Do: Use proactive multi-channel communication (email, SMS, social, in-app messaging) to keep customers informed.
• Don’t: Wait until customers complain before acknowledging an issue—own the narrative early.

3. Use AI and analytics to predict and prevent issues

Predictive analytics can help identify potential disruptions before they impact customers. Organizations leveraging AI-powered monitoring tools can:

• Analyze historical data to anticipate system failures.
• Detect anomalies and trigger automated responses.
• Improve decision-making for both IT and marketing teams.

Case study: How a global tech company optimized digital ops to enhance CX

A major SaaS provider faced customer churn due to service outages. By implementing xMatters for automated incident response and aligning marketing with Digital Ops, they achieved:

• 50% faster incident resolution, reducing service disruptions.
• Proactive customer communication, improving brand trust.
• AI-driven insights, helping both IT and marketing teams optimize performance.

The result? A 20% increase in customer retention and a stronger competitive position.

The future of digital operations and marketing

As businesses continue to digitize, the role of Digital Ops in shaping brand trust and customer loyalty will only grow. Forward-thinking companies will:

• Embrace automation and AI to make Digital Ops more intelligent and responsive.
• Align marketing and operational teams to deliver seamless experiences.
• Leverage predictive analytics to anticipate disruptions and enhance decision-making.

The convergence of Digital Ops, marketing, and CX is no longer optional—it’s the future of business resilience. Organizations that proactively integrate these functions will not only mitigate risks but also create lasting competitive advantages in the digital economy.

In today’s digital-first world, Digital Ops is about more than just keeping systems running—it’s about ensuring every customer interaction is seamless, reliable, and frustration-free. Marketing leaders must take an active role in shaping this narrative, turning operational excellence into a brand asset.

The question for marketing and business leaders isn’t whether Digital Ops matters—it’s how they will leverage it to create a more resilient, customer-focused future.

Summary

Digital resilience is the key to business stability. David’s advice shows that automation, speed, and cross-team collaboration are what keep businesses agile and customers happy. Take stock of your digital operations today and see where you can improve.