• Operational resilience is now a strategic priority, not just a compliance requirement
• Warren Higgins of Phoebus Software says institutions must embed resilience by design
• UK regulators are increasing pressure on financial services to protect ‘important business services’
• High-profile outages are driving demand for real-time monitoring and adaptive infrastructure
• Scenario-based testing and the DORA regulation are reshaping expectations
• AI offers both opportunity and risk for resilience planning
• ISO and SOC certifications need to be backed by daily operational rigor
• Technology vendors must collaborate closely with financial institutions
• The most effective firms anticipate failure and adapt in real time
• Long-term trust depends on constant service availability and proactive risk governance

For today’s financial institutions, even a brief outage can trigger chaos, lost revenue, and reputational damage.

Operational resilience, once a back-office concern, is now central to strategic planning and investor confidence.

Writing in a blog for Mortgage Finance Gazette, Warren Higgins, Chief Information Officer at Phoebus Software, made it clear: “This isn’t just about compliance. It’s about value, reputation, and trust.”

As Higgins noted, “The financial ecosystem has never been more interdependent.”

With digital infrastructure becoming more complex and reliance on third-party vendors growing, continuity is only one part of the equation.

The real test is maintaining service availability and consumer confidence amid mounting cyber threats and regulatory expectations.

A recent UK Finance briefing exposed the scale of the challenge. Regulators are no longer satisfied with traditional disaster recovery plans.

Instead, they're demanding rigorous, fail-proof operational frameworks, especially in light of the Financial Conduct Authority and Bank of England’s growing focus on protecting ‘important business services.’

Higgins warned, “The expectation is not just survival – it’s adaptability under stress, including degraded service states.”

Increased regulatory scrutiny comes as banks and payment providers have endured high-profile outages, placing resilience under the microscope.

Higgins pointed to “real-time monitoring, chaos engineering, and adaptive infrastructure” as critical investments for staying ahead. But he added that vendors and in-house teams must do more than just respond – they must lead.

This includes embracing scenario-based stress testing, such as that demanded by the EU’s Digital Operational Resilience Act (DORA).

Financial firms are shifting from reactive disaster recovery to a culture of continuous operational integrity. “Testing systems under realistic conditions and learning from near-misses across the sector is what defines real preparedness,” said Higgins.

Technology providers have an essential role. Higgins emphasized that industry standards like ISO 27001 and SOC 2 are only meaningful “if they reflect a living discipline embedded into daily operations.”

He argued that best practices must evolve from mere certification toward real-time collaboration between vendors and institutions.

Artificial Intelligence is both a tool and a risk multiplier. Higgins observed, “AI can supercharge threat detection – but it also introduces a new layer of risk.”

He cautioned that integrating AI into resilience plans must come with stringent governance and accountability structures, not just technical promises.

The overarching message is that operational resilience has graduated from a compliance checkbox to a cornerstone of strategic agility. The firms that excel will not be those that simply recover from outages but those that anticipate them, absorb the shocks, and emerge stronger.

“The confidence to innovate depends on the confidence to stay operational,” Higgins wrote. “In today’s always-on financial world, that’s what separates leaders from laggards.”