A new leader for the Australasian Chapter: Briony Morgan MBCI
The BCI is pleased to welcome Briony Morgan MBCI as the new Australasian Chapter Leader.
Briony began her career in the resilience industry in 2018, after a decade serving as an Officer in the Australian Army. She is currently a business continuity professional at Energy Queensland.
What motivated you to take on the leadership role for this Chapter?
Having previously served as the Chapter Leader for BCI Australasia, I’ve seen firsthand how a strong professional network can elevate business continuity and resilience practices. I’m excited to take the Chapter forward through new challenges, evolving our operating model to meet contemporary needs. Business continuity and resilience are rapidly changing fields, and I want to ensure that professionals across Australia and New Zealand have access to the best knowledge, connections, and opportunities to strengthen their expertise.
How will the Chapter enhance the resilience and business continuity community in your area?
Our primary focus is on fostering a thriving, engaged community where professionals can connect, share insights, and advance resilience practices. We’re developing a five-year strategic plan that will shape how we enhance business continuity and resilience in the region. This includes strengthening local networking opportunities and responding to the growing demand for in-person engagement, and expanding professional development offerings, events, and initiatives that cater to members across Australia and New Zealand despite the vast geographic spread. We also want to encourage greater participating in thought leadership and specialist discussion panels giving members a platform to share expertise and drive industry conversations.
In your opinion, what are the key challenges facing your region today and how might the Chapter address them?
One of the biggest challenges is the sheer geographic diversity of Australia and New Zealand, which together cover over 8 million square km and up to seven different time zones. This presents logistical difficulties in ensuring that all members, regardless of location, have access to networking and professional development opportunities.
We’re addressing this by offering a hybrid approach – balancing local, in-person networking with virtual events that allow broader participation across different time zones. Additionally, we recognise that all committee members are volunteers, which means we must be strategic in how we allocate resources and time to maximise the Chapter’s impact.
What are your long-term goals for the Chapter?
My long-term goal is to create a sustainable and dynamic Chapter that continuously adapts to the evolving needs of our members. Over the next five years we aim to establish a clear strategic direction that strengthens the role of business continuity and resilience across the region, expand our reach by increasing participation, particularly in thought leadership and expert discussions, and build a strong, engaged community where members feel supported, connected, and empowered to contribute.
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