The RAPID-T™ executive programme
A scalable, repeatable way to make better decisions under pressure.
A governance architecture for senior leaders operating where cyber risk, operational resilience, law, regulation and business judgement intersect. Participants learn a structured decision method, apply it to realistic scenarios, and then use it against live organisational problems.
The framework
Six pillars. Six questions that have to be answered.
Each pillar answers a question that a regulator, an insurer, a litigator, a court or a board may later ask. The value is not in knowing the questions. It is in being able to evidence the answer at the moment the decision was taken.
Responsibility
Who owns the decision, and what authority do they hold?
Assessment
What is known, material and uncertain?
Provisions
What constrains, governs or informs the decision?
Independence
Has appropriate challenge taken place?
Discipline
Is the rationale, escalation and evidential trail complete?
Tools and Technology
Is the response proportionate to the risk?
Decision governance for leaders.
RAPID-T™ helps leaders understand the decision in front of them, the universe in which it must be made, what constrains and governs it, who and what must inform it, and how to make and preserve a decision that stands up to scrutiny.
Most cyber frameworks begin with the cyber function and work outward. RAPID-T begins with responsibility for the decision and works through the organisation.
It identifies everything that bears upon the decision, distinguishes its source and authority, assesses its relevance and potential consequence, and helps leaders reconcile competing considerations before making and evidencing a defensible decision.
What actually happens
Capability is developed, not ticked on an attendance sheet.
Attendance at a training session is not a governance record. The programme is built to produce demonstrable capability and a preserved evidential trail, through stages that can be taken together or entered at the point that suits the organisation.
Prepare
We establish the organisation’s regulatory environment, risk profile and decision context before anything is delivered. This is what makes the scenarios recognisable rather than generic, and it is where the obligations that matter to this organisation are identified.
Train
Executives are given the RAPID-T decision architecture and, importantly, a common language. Command, legal, risk and operational functions leave able to describe the same decision in the same terms, which is usually the first time that has been true.
Exercise
The method is applied under realistic pressure, in desktop and scenario practice built around the organisation’s own risk profile. Capability that has never been tested under time constraint is an assumption, not a capability.
Apply
The architecture is used against live organisational decisions rather than hypotheticals. This is the point at which the programme stops being training and starts producing governance the organisation actually relies on.
Assure
CONTROL™ gives the board a structured way to oversee and challenge what executives are doing, and to test whether the capability is genuinely operating rather than merely documented.
Evidence
Responsibility, assessment, challenge, escalation and follow through are preserved as a structured record, so that the organisation can produce it later without reconstructing it from memory and inboxes.
Ways to engage
Start where it makes sense for your organisation.
The executive intensive
A focused one or two day engagement delivering the RAPID-T decision architecture and the shared governance language across the leadership group.
It stands on its own. Organisations frequently begin here, use the method internally, and extend later once they have seen it work against their own decisions.
The capability programme
The complete arc: preparation, training, exercise under pressure, application to live decisions, board assurance through CONTROL™, and a preserved evidential record.
Appropriate where an organisation needs demonstrable capability rather than attendance, particularly where a board has to form a view on whether its controls are operating effectively.
Applied practice
Real cases. Real scrutiny.
Abstract governance is easy to agree with and harder to apply. We work through real cases examined by courts, regulators and investigators to see what held up, what failed and what the record showed after the event.
SolarWinds
A supply chain compromise that raised difficult questions about what leadership knew, when it knew it and what was disclosed. It shows how responsibility, assessment and decision making are reconstructed afterwards from the record that remains.
Equifax
A breach where questions of ownership, escalation, remediation and follow through became central to the scrutiny that followed. It shows what happens when responsibility on paper and action in practice do not match.
These are not cases lifted from a slide deck. RT Consulting’s expert team includes practitioners who worked directly on these matters, including as lead specialist witness in the SolarWinds class action and chief technical forensic expert in the Equifax case. The programme draws on the questions that actually get asked when decisions and governance records are examined after the event.
Where we work
Defence and allied organisations
The methodology does not change. The doctrine, the operating context and the consequences do.
NATO doctrine is vast, technical and critical. The challenge is not understanding that it matters. It is translating thousands of pages of Allied Joint Publications into practical actions that commanders, legal advisers and civilian partners can execute and evidence.
RAPID-T™ distils that doctrine into six governance anchors: one common language across command, legal, operations, risk and allied partners, without loss of fidelity to the underlying doctrine.
Board assurance
CONTROL™ gives the board a structured way to exercise oversight.
The board does not need to make the operational decisions. It needs to know that executives are capable of making them, and to be able to say so with confidence.
CONTROL provides directors with a structured way to oversee and challenge executive decision making across seven pillars of accountability, and to distinguish between a control that is documented and a control that is operating.
Available to clients and partners as part of a RAPID-T™ engagement. Further detail on request.
The evidence layer
Record decisions as you make them. Don’t reconstruct them in a crisis.
The RAPID-T™ Platform is designed to preserve responsibility, assessment, challenge, decisions and follow-through over time, rather than leaving them scattered across minutes and inboxes.
It provides structured digital continuity between a decision and the evidence an organisation may later need to produce. Governance activity is recorded against the RAPID-T architecture, giving executives and boards a clear view of what was known, considered, challenged, decided and followed through.
The programme does not depend on the platform. The technology extends the governance architecture; it does not replace it.
The full methodology, sub models, templates, evidence structures, playbooks and scoring logic are not published openly. They are made available to qualified clients and partners under NDA, through licensed training, advisory engagement and authorised platform access.
Start a conversation
Regulation set the obligation.
It did not set the method.
If your executives have to make decisions that will later be examined, or your board has to form a view on whether its controls are operating, this is the right place to start. No obligation.