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This relatively new term, “Operational Resilience” has many asking, “is this the same as business recovery?”, or “what’s the difference?” While there are similarities, let me explain the differences. There are similarities but let me attempt to show how they’re different. Operational Resilience is an evolution from traditional business recovery (also called Business Continuity, IT Disaster Recovery) to, instead of focusing only on being able to recover the business when it’s disrupted, to making the business resilient so impacts from disruption are minimized and the organization can keep operating even when disruptions occur. Considering an average company can lose as much as 10% of its value by being disrupted, Operational Resilience focuses on preventive measures to reduce those potential impacts. Traditional Business Continuity For decades, organizations worldwide have had Business Continuity functions to help the business recover after a disruption. This entails documenting and testing recovery plans that are focused on the internal business processes, facilities, people, and IT systems. Business impact analyses (BIAs) identify which internal business processes or IT systems are most critical to the company. I want to emphasize that this approach is reactive (recovery) and focused inwardly (internal business processes, IT systems, etc.). Operational Resilience This concept originated from regulators in the financial services industry, primarily in the UK. Recent regulations have been implemented which are reverberating around the world as other global regulatory bodies follow suit. Unlike Business Continuity, Operational Resilience is more effective at preparing organizations for disruptions resulting from pandemics, supply chain shortages, geopolitical disruptions, and cyber-attacks. The main components of Operational Resilience are in the term itself. Operational (the way the company operates) Resilience (building measures in to reduce impact from disruption). It’s proactive versus reactive. Another distinction is the focus. Operational Resilience starts with identifying the most important products and services the company offers to its customers. This is outward-focused. Because of that focus the priorities and metrics can be very different. The most important metric is “Impact Tolerance”, or to what extent a customer or the company itself be impacted before the disruption is considered intolerable. For example, if our online banking portal is down and customers can’t get to their money, how long will it be tolerable to a customer? Or if the company is losing revenue because online banking is down, how much revenue can the company afford to lose? The metrics are in real impact – dollars and cents in this example. This analysis drives a different approach than just having recovery plans when online banking is down. The company is going to be much more proactive in their measures to make sure online banking isn’t down at all. I’ve talked about a few examples of the difference between Business Recovery and Operational Resilience. Here’s a table that highlights some of the differences. ​ Business/IT Recovery Operational Resilience Objectives Focused on recovery of what’s disrupted ​Focused on building resilience across the organization Business Impact Analysis Focused on determining criticality of internal business processes Focused on identifying important products and services offered to customers Metrics Recovery Time Objective and Recovery Point Objective Impact tolerances, such as: what can customers tolerate if our products and services to them are disrupted. how much revenue can we afford to lose if our products and services are disrupted Risk Management BCM team does cursory risk analysis ​Coordination with risk management function is vital so there is one risk approach across the company. Often called Integrated Risk Management Testing Typically consists of walkthroughs of recovery plans to see if they make sense ​Comprehensive scenario testing of what could go wrong and how do we react. What operational measures do we have or need in place. Dependencies Focus on a business process or an IT system or a facility. Sometimes considering the interdependencies ​Starting with the product/service offered to the customer, identify the business processes, systems, people, data, facilities and third parties that are involved in providing that product/service – then build resilience into this entire ‘value chain’ Third Parties Make sure they have their own recovery plans ​The third parties’ impact tolerances have to match ours. They’re part of the value chain mentioned above, and we have to make sure they’re as resilient as our company is. Some may say there isn’t much difference but having spent the last 30 years of my career in this field, I’m here to say this is an evolution. Even though, for now, it’s a topic stemming from regulation, it’s a best practice that should be adopted by every organization. For more information, look at resources posted at Archer Operational Resilience . Contact us to speak to an Archer expert.

Building an operationally resilient organization is more important than ever, in light of increasing global regulatory pressures and the constant barrage of potentially disruptive events. Your organization must be prepared to address changing business and competitive forces to ensure that the business stays operational, regardless of the obstacles. Did you know that building operational resilience not only considers disruptive factors on an organization like natural disasters, cyberattacks and geopolitical unrest, but also business impacts like talent shortages, remote work implications, and competition? With operational resilience proving to be an evolution for many organizations, there are a number of key lessons learned and emerging trends to consider that could impact your approach to operational resilience in the coming year. Interested in learning more? Register for our January 11 webinar, Operational Resilience: Lessons Learned & A Look Ahead , to learn about: Current regulatory guidance on operational resilience Where operational resilience has been adopted successfully Key considerations for operational resilience planning in 2023 Contact us to speak to an Archer expert.

When a single ship aground in the Suez Canal rattles financial markets, it's easy to attribute rising interest in third-party risk management to supply chain disruptions. And in the IT supply chain, It seems that the stakes in the battle for control of our information are ever higher. Ransomware is a seemingly unstoppable threat, and IT supply chain hacks are sponsored by advanced persistent threats (APTs), aka nation states. It’s no longer just criminal threats, many private enterprises find themselves caught in crossfire of cyberwar. These and other risks are driving corporate boards and government overseers to demand ever better third-party risk management . Despite the cyber threats and supply chain disruptions, many enterprises struggle with advancing their third-party risk management programs from basic due diligence to true risk management. So, what can be done? Here are three suggestions for alignment, monitoring, and optimization of the third-party risk management program . Alignment: Align third-party risk management governance to your strategic business objectives When it comes to third-party risk management governance, there are two goals: to improve business performance and to ensure compliance with regulations and standards. Alignment of customer and service provider goals is always an important element third party governance and is even more important when the vendor is more closely tied to the customer's strategic business objectives. The challenge for the customer is that the governance of the provided goods and services must be managed through the provider, and, therefore, it's doubly important for alignment to be maintained. Maintaining that alignment for strategic vendors essentially is the means available to ensure effective governance. The more strategic the provider, the closer the vendor management will resemble direct governance of the provider's services. Here's another way to look at this: the greater the chance that the provider could introduce risks into the customer's business goals and objectives, the more the vendor management office will need to control the governance and compliance of the provider's services. Monitoring: Continuously monitor third-party digital risks Not all vendors pose high risk, but those with both high business value and high switching cost are strategic and require more in-depth risk assessment and frequent updates. With respect to digital risks, with a short time to onset for risk events, continuous monitoring is required. Third-party risk management programs do some initial triage on vendor’s and categorize them into three risk tiers. The highest risk tier includes no more than 10% of vendors and usually much fewer than that. It may be further subdivided into levels of scrutiny required. For instance, a handful may require background checks of board members or executives to see if they are politically exposed persons (PEPs) or exposed to governmental sanctions. A significant number of vendors may require site audits. The second tier includes 20% or fewer and the bottom tier is where most of the third parties are. Essentially the second tier are vendors that could possibly move into the top tier and deserve more frequent assessment. The bottom tier must meet basic service agreement requirements. Optimize: Conduct assessments of and prioritize improvements to the third-party risk management program Enterprises with large numbers of vendors cannot advance quickly from due diligence to an advanced third-party risk management program. However, identifying segmenting vendors into tiers can be done relatively quickly. The basic segmentation above provides an excellent starting point for advancing the third-party risk management program. Tier 1 – High Value/High Switching Cost: These are strategic vendors. Comprehensive assessments should include vendor resilience and crisis management, the vendor's risk management program, and the risks the vendor presents to your strategic business objectives. High Value/Low Switching Cost: Although switching costs for a given vendor low, when considering the amount of business value that will be transferred to a new vendor, in aggregate switching costs may be higher. Assess the effectiveness of the vendor’s risk management and compliance practices. Tier 2 -- Low Value/High Switching Cost: Financial viability and qualifications that are suitable for purpose are key. Ensure there are contingency plans that can be executed in the event of disruption of the vendor’s goods and services. Frequently reassess vendor viability. Tier 3 -- Low Value/Low Switching Cost: These vendors offer commoditized goods and services and alternatives are plentiful. However, your enterprise could be subject to reputational risks, or the vendor may not maintain necessary qualifications. Conduct thorough background checks and validate the vendor's qualifications before onboarding and at contract renewal. To learn more, watch our on-demand webinar " Getting Started with Third Party Risk Management ," featuring Archer Chief Strategy Officer French Caldwell, who discusses: The importance of aligning third-party risk management with your organization's business objectives How to incorporate third-party risk management within enterprise and IT risk management programs Evaluating the capabilities of your current due diligence efforts to move towards an effective third-party risk management program W atch Replay Now Visit Archer Third Party Governance and Archer Engage for Vendors for more information. Contact us to speak to an Archer Expert.

Managing supply chain risk in an expanding threat landscape has become extremely complex, and events like the global pandemic and conflict in Ukraine have only exacerbated the issue. It has become necessary to go beyond a traditional risk management approach to understand supply chain risk. What can you do to manage your supply chain risks effectively? Set up a third-party risk management program that includes assessing and managing the cyber risk from your vendors to improve the efficiencies and ensure better risk outcomes for your organization from your supply chain management program. To develop an effective strategy, you must understand your supply chain risks and how to mitigate those risks. Some key supply chain risks to consider are cyberattacks, natural disasters, and supply chain disruptions. Cyberattacks When considering cyberattacks, it is critical to have a cyber risk management strategy in place. Think about catastrophic events like the SolarWinds breach and the Log4J vulnerability. Both events illustrate that cyber threats that impact nth parties can have a downstream effect on your business.. Your organization relies on your third, fourth and nth party vendors to do business, but that can also put your company’s sensitive data at risk. As part of your strategy, develop partnerships with your suppliers and understand the controls they have in place to mitigate cyber risk. You can then determine if your supplier’s cyber risk management strategies align with your standards. Natural Disasters Natural disasters are a supply chain risk that can impact multiple suppliers in a specific region. These disasters can have a global impact. You must develop a strategy to prepare for a natural disaster to minimize the disruption of your supply chain and the impact on your business. It’s important to understand not only the location of critical vendors and nth parties, but concentrations that may exist within a specific region. Supply Chain Disruptions Supply chain disruptions have become more common on a global scale. Covid, the Colonial Pipeline attack, and the conflict in Ukraine are just a few examples that have led to supply chain disruptions. Organizations can evaluate supply chain dependencies and identify regional dependencies to understand supply chain risk. This information can be beneficial to understand the risk level and how to mitigate those risks if an unforeseen event causes a supply chain disruption. Watch our on-demand webinar “ Monitor and Manage Your Supply Chain Risk ” featuring Archer’s Wes Loeffler and RiskRecon/Mastercard’s Mark Nafe to learn what steps you can take to better manage your supply chain risk. W atch Replay Now Visit Archer Third Party Governance for more information. Contact us to speak to an Archer Expert.

Given the extreme importance of every organization’s technology infrastructure, and the ongoing battle with security threats, cyber risk is an area of risk management that garners much attention. Quantifying cyber risk has been a challenge that many organizations have tackled. Dealing with the many inputs, nuances, shifts and scale of technology risk makes the calculation of cyber risk extremely demanding. The Open Group ’s Open FAIR™ model has been one of the leading approaches to apply quantitative methods to the calculation of cyber risk. Recently, the Open Group published “ The Mathematics of the Open FAIR™ Methodology ”. In this interview, Steve Schlarman sits down with David Vose, Archer Vice President of Risk Management and the lead author of this new standard, to discuss how this update to the mathematical underpinning of the Open Fair model unfolded and what it means to those organizations looking to implement quantification methods for cyber risk. Learn more on how Archer enables organization to manage IT and Security Risk Management and implement risk quantification . Contact us to speak to an Archer Expert.

“A perfect storm” is defined as a bad or critical situation that arises due to several negative and unpredictable factors occurring at once. That sounds a lot like the past few years, doesn’t it? The current storm of geopolitical upheaval, economic uncertainty, persistent cyberattacks, residual effects of the pandemic and more continue to impact most organizations. While you can’t control the storm, you can take steps to calm its impact on your organization. It’s imperative for organizations to not only be able to recover from disruptions but become resilient to them - so that the organization ‘bends but doesn’t break,’ so to speak. A critical aspect of building a resilient organization is anticipating and mitigating risks before they impact your organization and exceed your organization’s tolerance to impact or risk appetite. Measuring the quantifiable and qualitative impacts of these risks enables risk teams and executives to determine the best strategic and tactical actions needed to either mitigate the risks or take advantage of business opportunities that may arise. Ongoing measurement is also a vital part of building resilience because you need to define goals and know when they’re attained or when an adjusted approach is needed. The Archer Operational Resilience solution now offers new functionality enabling you to improve measurement and monitoring of the state of your organization’s resilience: The new Operational Resilience Assessment allows you to evaluate the resilience of business units across five resilience “pillars” -- Cyber, IT Infrastructure, Facilities, People, and Suppliers – as referenced in current regulatory guidance and used by top-tier consulting firms. A new Resilience Scorecard enables you to track scenario testing results, metrics, third-party metrics, resilience assessment results, and third-party resilience assessment results. The Archer Metrics application now features both quantitative and qualitative thresholds using red, amber, and green ratings to define quantitative and qualitative metrics thresholds and provide more granularity in measurement than traditional “pass/fail” criteria. Integration with Archer Engage for Business Users allows publication of Metrics Results to all your internal stakeholders. Weathering storms requires planning and preparation, testing your organization’s ability to be resilient, and measuring progress toward your resiliency goals. The new and updated capabilities for Archer Operational Resilience make it an ideal part of your “all hands on deck” approach to measuring and building a risk-resilient organization. To learn more, we invite you to register now for our webinar " Building Operational Resilience with Integrated Risk Management ." on August 16, 2022, at 11:00am Eastern Time. Visit Archer Operational Resilience for more information. Contact us to speak to an Archer Expert.

Risk management used to be a slow, laborious, disconnected process with spreadsheets and checklists circulated through an organization’s email system. It is no wonder that risk management was left to be managed independently by various departments, with the ways risks interact across domains often overlooked. The limits of the risk management toolset limited the reach of risk management. The risk management landscape has changed – and continues to morph - with organizations contending with more risk while trying to build greater operational resilience all at once. Luckily, as risk evolves, so do the tools used to manage risk. New tools allow live reporting from mobile devices, connecting front-line stakeholders to central risk management teams. Easy to use and automated visualization, prediction, and even machine learning software take the guesswork out of trying to anticipate future risk. Quantization allows different kinds of risk from all across an organization to be directly compared. These innovations come at a time when organizations are anticipating more disruptions. In 2020, we surveyed employees from all levels of a variety of leading organizations who not only survived but thrived during the last year of disruption in their risk management efforts. Nearly three out of four respondents felt that their organization’s risk profile would expand in the next two years. To get more information about current best practices in risk management , read our report “ The State of Integrated Risk Management .” New Risk Management Tools to Solve Old Problems Risk management that relies on qualitative risk assessments is outdated. Heatmaps simply put colors on words like “minimal” or “catastrophic” without offering any guidance on how to allocate resources toward risk mitigation. Qualitative assessments also cannot tell you the price of a “catastrophe”, what steps need to be taken to avoid fallout, and how to weather the proverbial storm to come out successfully on the other side. The limitations of qualitative assessments and the struggle to determine how expensive a given disruption could be has led to the creation of more rigorous quantitative methods. While it is easy to see that a “minimal” effect is better than a “highly adverse” one, there is no qualitative way to compare multiple small effects against one larger one. Quantitative risk assessment tools allow risk management teams to perform just such an analysis, as the universal language of numbers allows for apples-to-apples comparisons and aggregations. Organizations can now place hard numbers on how to allocate resources with the new tools of risk assessment and management. Smart Organizations Look to the Future An organization that makes sure its integrated risk management platform can incorporate future developments is making smart moves. As any organization that has had to transition legacy systems into digital tools knows, the task of incorporating new methods can generate a great deal of friction. Part of an organization being able to incorporate future risk management methods and developments is ensuring that stakeholders understand that integrated risk management is an ongoing and ever-evolving process. Today's challenges require managing a cultural shift from reactively checking the boxes for compliance to a proactive risk management model that necessitates participation across the organization. Tomorrow’s challenges will require as much, if not more, engagement. Operational Resilience Is More Critical than Ever The pandemic demonstrated just how important it is for organizations to be able to adapt quickly to rapid changes and sudden disruptions. Digital risk profiles expanded as much of the workforce began to work remotely, requiring critical information technology assets to be placed online. The struggle to achieve regulatory compliance grew as new mandates to limit the spread of the SARS-CoV-2 virus were put into place. Supply-chain disruptions limited inputs and choked the market for outputs of physical goods and services. The dense web of connections that form the global economy and the strong ties between adjacent organizations increase exposure to third-party risk and disruptions. The ease with which the internet makes it possible to find new vendors or service providers means that organizations that have operational resilience stand at an advantage over organizations that are unreliable or inconsistent. Maintaining Integrated Risk Management Momentum Integrated risk management is a journey - not a destination. Even organizations with well-structured programs continue to need to connect risk to the business with cross-functional processes. We have found that small, achievable steps that can be maintained over the long run are better for keeping momentum than large, all-hands-on-deck efforts. Integrated risk management should be as ingrained in the undertakings of an organization as the core mission is. After all, being able to increase operational resilience and mitigate disruptions allows for organizations to continue providing the services they provide. When risk management is deeply integrated into workplace decision-making and actions, organizations can do what they do best more effectively. Our 20+ years of industry leading experience along with the analysis of our current customer base and general risk management community gives us enormous insight into the way risk is being managed. We know that departments have different risk profiles and operational requirements, so we built a common platform called Archer that integrates risk from a variety of sources. Archer provides a central place for governance, risk, and compliance integration, automation, and reporting . The platform can be customized and even extended, offering OOB solutions and specialized use cases for managing an organization’s risk profile. We’ve distilled this industry knowledge into our new report, “ The State of Integrated Risk Management. ” Read the report today to see how top companies have worked to achieve operational resilience, and what steps can be taken to mitigate changing risk in the future .

Building a resilient organization has traditionally been done through the lens of “what do we do after a disaster strikes? How long can we be down? How do we recover?” These are all valid questions. However, if the recent pandemic, ongoing cyber attacks, and supply chain issues have taught us anything, it is that people and organizations everywhere must be prepared for what may come. Effective preparation not only includes what to do when (not if) a disruption occurs, but it starts earlier and often to identify potential disruptive scenarios and impacts and implement measures to proactively deal with them. Remember, disruption to your organization is not limited to natural disasters, pandemics, and cyber attacks. It can also come from your competition, outdated business models, and other places you may not be readily aware of. Building resilience has, of necessity, become more about proactive planning, understanding what could impact the business, adapting, preparing for the inevitable, and learning from it all. But have you considered that building resilience can be a positive thing? Have you ever thought about how disruptive forces, if managed well, can make your organization stronger? Let me give you an example. Wind plays a major role in a tree’s life. In fact, the presence of wind makes a tree stronger by constantly keeping the tree moving. This causes stress in the wood as the load bearing structure of the tree. To compensate, the tree grows what is called stress wood. This effect helps the tree grow stronger and position itself to get the best light. The tree grows in a more solid manner, thanks to the stress wood formed in response to the wind. Taking this example, the tree is your organization. The winds are disruptive forces coming at you every day – natural disasters, cyber attacks, supply chain issues and more. These factors -- no matter how you react or the impact of these factors -- is in effect creating stress wood, which is what you have learned and measures you have put in place to be prepared or react, that makes your organization stronger to not only survive but thrive. Building a resilient organization includes your people, processes, IT, third parties and more. Your organization becomes resilient by planning and preparing and by going through the experience of disruptions and mistakes made. It is all part of the process of learning and growing. I am of the opinion that business resilience is more than worth the effort and price paid. It can be a daunting undertaking, with many not knowing where or how to start building business resilience for their organization. Visit our website to learn more information on how Archer helps organizations build resilience .

In today’s world, all customers want the ability to store files in a location where they can be easily accessed and shared, and where they are safe from disasters and secure from unwanted eyes. Microsoft® 365 OneDrive and SharePoint have become two of the most commonly used platforms for file storage and sharing, making it very important to support customers’ ability to transfer files from these platforms. We’re pleased to announce our new integration with Microsoft 365 OneDrive and SharePoint significantly streamlines the ability to move and edit files without needing to re-upload them back into Archer once you are done. With the Microsoft 365 OneDrive and SharePoint integration, you can: Easily select files from your OneDrive or SharePoint with an enhanced External Links field within an Archer record View or edit attached Microsoft 365 documents within the confines of the Archer record layout Visit our website or contact us to speak to an Archer expert to learn more about Archer. If you are an existing customer watch an on-demand video for an overview and demo.

Have you been to an eye care professional for an eye exam? They use various instruments, shine bright lights at your eyes and have you look through a bunch of different lenses – all to evaluate aspects of your vision. An eye exam helps detect eye problems at their earliest stage — when they're most treatable. At the end of the exam, if eye correction is needed, you’re prescribed lenses to make your vision better. Risk management isn’t much different. As risk managers, we look at risks through many different lenses, but properly treating the most important risks depends on looking at them through the lens of the business. Have you ever talked to the CFO to understand their perspective on what’s important to the strategic objectives of the company, and what success metrics indicate the business is healthy or not? Key metrics could include customer acquisition, satisfaction, or attrition, earnings, gross or net profit, growth indicators, and more. Managing risk is critical to any company, but it must be done through the right lens - with the end goal of what’s important to the strategic objectives of the company and measured by the success metrics that indicate the business is healthy or not. Let’s take the example of a commercial property insurance carrier - FM Global. One of their most important strategic objectives is whether the company’s underlying insurance book of business is generating a profit. The market for commercial property insurance can turn on an insurer quickly. Natural disasters and other events (risks) can cause claims to soar. Other risks could also impact the business, such as cost of capital, impacts from a declining workforce and others. Regardless of the risk, in this example, the lens to view them through is impact to profit. “Our only ability to grow our capital is through our underwriting results…and our capital is what allows us to provide the large, stable underwriting capacity that our policyholders have come to expect,” explains their CFO, Kevin Ingram. There are many objectives for managing risks and impacts to the business. Understanding the strategic objectives of the company and how they’re measured and evaluated is integral to being a better risk manager. For more information on how to better manage risk using risk intelligence, visit Business Risk Quantification - Archer Insight.

Few topics elicit as much debate within a software company as discussion about the product roadmap, particularly features designed to help drive value for the customer in their use of the product. This discussion is active internally, but also extends to the customer base and the market. So when a leading analyst publishes an GRC/IRM market update on highest value future feature interest – such as the IDC Governance, Risk and Compliance Maturity Score Survey published in November – it warrants attention from vendors and practitioners alike. Several of the most interesting take-aways from the study regarding the most valued future features for GRC include: 1. The importance of a consumer-esque experience We are all going through the experience of what I call “app-overload” – service providers or vendors we work with nudging us into purpose-built apps. This experience is a strong positive when those apps bear in mind that use of the app may be fleeting and infrequent. In so doing, they create apps that don’t assume a high level of familiarity and present an overall intuitive experience. The IDC study provided strong reinforcement for this as it relates to risk management. More than 90% of leaders called out the “experience for first-line users” as one of the critical elements of a successful GRC platform and program. 2. Risk Casino Royale If you’ll pardon the play on Monte Carlo, another one of the study’s findings was a steep increase in planned use of Monte Carlo simulation as a means of assessing risk. The raw number of just over 9% currently using this method is notably expecting a nearly 3x jump over the next two years. Similarly, bow tie analysis currently comes in at single digit use but is expected to nearly double over the next two years. I would add that Archer’s experience with bow tie analysis has been that once it is seen and understood, interest and adoption is dramatic. As it turns out, first liners aren’t the only ones seeking a visually appealing way to work. 3. Dialing for dollars Far and away, the biggest takeaway from the study as it relates to shifts in how organizations analyze risk is the move from matrix-based, red/yellow/green heatmaps towards “Dollar Impact” through full quantitative risk analysis. The heatmaps ranked #1 with 43% current use, but then switched over the next year to quantitative financial impact, jumping from 35% to 44%. This desire for better quantitative financial analysis of risks also aligns with one of the study’s primary characteristics for more mature risk functions, specifically the increased participation of the C-suite and senior management in and around GRC and risk management. Studies like IDC’s play an important role in helping all participants in the risk management arena (practitioners and vendors) understand the direction of Archer’s peers and customers. This particular study aligns extremely well with several of Archer’s recent innovations. The launch of Archer Engage was a major shift in user experience, geared toward the less-frequent participant in risk management. The launch of Archer Insight brought a full suite of quantitative analysis tools into the portfolio, which we see customers rapidly embracing across the full range of risk domains. Risk quantification is no longer confined to the purposes of helping CISO’s determine their cyber insurance premiums. It is now a tool for better business impact articulation across stakeholders. We’ve partnered with IDC to deliver a snapshot of these three takeaways highlighted above, as well as other key findings from the study, combined with IDC’s assessment of some of Archer’s new capabilities that address growing and emerging demands. Read the IDC Spotlight paper – and continue to keep an eye on Archer !

Pack your sunscreen and get ready for some sunshine. Here are the top 10 things we are looking forward to seeing and experiencing at Archer Summit 2022. Magic City Welcome Reception We’re kicking off Archer Summit in style with a Magic City reception inspired by the glamour of the late 1950’s Rat Pack-era. The evening will be filled with amazing music, delicious food and Cuban-themed entertainment and surprises. Customer case studies make up 75% of the agenda! Listening to customer case studies is undoubtably one of the most fulfilling parts of attending any conference. At Archer Summit 2022, the case studies are abundant. Customers are excited to share their business challenges and share how they’re tackling complex compliance requirements, supply chain issues, third-party risk and achieving operational resilience. There’s something for everyone to attend at any point during the day. And if you can’t pick between two sessions… we’ve got you! All attendees will have access to the presentations after the event. If you haven’t signed up for Archer Summit , head on over to our registration page and sign up now ! Keynote Presentations Seeking inspiration and vision? Looking to learn how to tackle big challenges and risk management goals head on? Curious about the Archer product roadmap? In search of a good laugh? Our keynote speakers offer all of the above! You’ll hear from Archer executives, industry thought leaders and the Archer product team – who have a lot of exciting things to announce at Archer Summit. Archer Clubhouse – Our Social Hub & Product Pavilion The Archer Clubhouse is where everyone comes together to mingle. Featuring our social media hub and product pavilion, you’ll find yourself networking and learning at the Archer Clubhouse between sessions and events. Social networking extends and enhances your Archer Summit experience. Throughout the event, you’ll have chance to live tweet sessions, participate in our virtual, on-site social games and connect with attendees. If you’re new to social, visit the Archer clubhouse during the event and someone will show you how to get involved! Cuban coffee Let’s be honest, conferences can be tiring. Long days filled with great sessions, conversations and events is a big shift from the 9:00-5:00 workdays we are accustomed to. Especially if you’re used to working from home! So, for all the coffee enthusiasts attending Archer Summit, rest assured knowing there’s a delicious cup of Cuban Coffee ready and waiting to give you the extra boost of energy you need. Partner Pavilion and Expo There’s no better place to connect with Archer partners than Archer Summit . We have 10+ partners attending the event who are beyond excited to share their insights and vision for enhancing your risk management strategy with their technology and services. Attendees can enjoy light food and refreshments while learning more about our partners newest product innovations… and maybe snag a few swag pieces to bring back home! Subject Matter Expert 1:1’s If you’re struggling with challenges or have questions, be sure to schedule some time with the Archer’s subject matter experts during Archer Summit . This is the best way to get the information you are looking for straight from the source. They will be on site all week to answer questions, provide insights, offer strategy advice and share ways to better utilize your applications. Be sure to schedule your one-on-one time once you arrive to get the best experience from Archer Summit. Customer Awards You can’t be in the risk management business and not understand the importance of recognizing a job well done! We are thrilled to celebrate our customers’ success over the past year during the Archer Innovation Awards – more info to come! Archer Connect – Get Involved! The networking opportunities and relationships you build at Archer Summit don’t end when the conference is over. Archer Connect, our online customer community, is your one-stop resource center for information about Archer products and services. If you’re already involved in the community, stop by the Archer clubhouse to meet up with other members! If you’re not involved, get connected. Early Bird Discount Everyone likes a good discount! We’re offering an early bird discount of $995 for the conference until May 31, 2022. After May 31, the rate goes up to $1,295. Get the discount before it’s gone by registering today . We say this every year and we mean it – Archer Summit is going to be bigger and better than the year before. Join the conversation before the event by tweeting your excitement using the hashtag #ArcherSummit or leave a comment below. Let’s start connecting now so we can make the most out of the event this September. See you in Miami!