Every emerging risk, seen while it is still a decision.
Know which risks are moving, how close each is to a threshold and who is dealing with it — from a register connected to the contracts, customers, cash and operations the risks live in.
The risk register is a spreadsheet. The warning signs are somewhere else.
Risks are listed in a document reviewed once a quarter. Customer payment behavior is in receivables, covenant terms are in the loan agreement, supplier performance is in purchasing and staffing gaps are in HR.
When the board or a lender asks what could go wrong, the challenge isn't listing risks. It's knowing which ones are moving right now, how close each is to a limit, who owns it and what has been done about it.
By the time a risk shows up in the financial results, the window to manage it cheaply has closed — and the quarterly review becomes a post-mortem.
The data behind it changes daily.
Risk Management, in practice.
Connected register
Risks are recorded with owners, scores, treatments and review dates — and linked to the contract, customer, employee or account that carries them.
Automated evaluation
Rules evaluate the underlying data continuously: covenant thresholds, concentration limits, ageing, deterioration in payment behavior, missed obligations.
Leading indicators
Signals are drawn from operations, workforce, suppliers and correspondence — not only from the ledger, where they appear last.
Covenant tracking
Loan covenants are held as structured tests, evaluated against actuals and forecast, with a breach fanned out to the register and the daily brief.
Investigation queue
Anything that needs a human becomes a queued item that can be grouped, assigned, bulk-dismissed and audited — so review is a workflow rather than an inbox.
Treatment and evidence
Mitigations, approvals and the evidence supporting them are retained with the risk, which is what an auditor asks for.
From your systems to a decision.
One customer becomes a third of receivables.
A large order ships and one customer’s share of open receivables rises past the limit the board set. Farsight DS evaluates the rule as the invoice posts, opens an investigation item with the evidence, and adds it to tomorrow’s daily brief.
- LedgerInvoice posted · $1.4MLargest customer
- Farsight DSConcentration rule evaluatedOn posting, not at quarter end
- RegisterShare of AR 24% → 33%Limit set at 30%
- QueueInvestigation item openedOwner: Controller
- BriefIn tomorrow’s daily briefEvidence retained with the risk
Want to see this against your own data?
What ships inside Risk Management.
From your systems to a working solution.
Farsight DS works on top of what you already run. Nothing is replaced.
Connect
Connect the systems, documents and information the business already uses.
Configure
Shape Farsight DS around your requirements, processes and data.
Validate
Review the data, assumptions, models and outputs before anyone relies on them.
Launch
Put it into production.
Need help redesigning the process itself? Farsight DS services can take it from process design through implementation, training and adoption.
Implementation servicesRisk Management on its own is useful. Connected, it is a different product.
Start with Risk Management and the systems you already run. Each module below adds context the others can use — none of them is a prerequisite.
Frequently asked questions.
How is this different from a risk register in a spreadsheet?
Each risk is linked to the contract, customer, employee or account that carries it, and rules evaluate the underlying data continuously — so a threshold is noticed when it is crossed, not at the next review.
Can it track loan covenants?
Yes. Covenants are held as structured tests, evaluated against actuals and the forecast, and a breach is raised in the risk register and the daily brief.
What happens when something needs a person?
It becomes an item in the investigation queue, where it can be grouped, assigned, dismissed and audited. Mitigations, approvals and supporting evidence stay with the risk.
Does Farsight DS replace our ERP, CRM or other systems?
No. Your ERP, CRM, HRIS, operational systems and document repositories stay where they are and remain where the work gets done. Farsight DS reads from them and connects the information across them.
Do we have to license the other products?
No. Every product is useful on its own, and none is a prerequisite for another. Each one you add gives the others more context, so start with the one you need and add more when they create value.
See Risk Management against your own data.
A 30-minute strategy session: we map how your systems connect and identify where this would pay for itself first.