This paper is a study of a special-purpose, disaster-recovery organisation called SCIRT set up in the aftermath of a major disaster in Christchurch, New Zealand. Data were collected through face-to-face interviews from 18 senior executives and 49 staff in focus groups. Using grounded theory methodology, the study identifies four design and management features that helped SCIRT adapt to a volatile, uncertain post-disaster environment. These were: (a) leadership, (b) collaborative culture, (c) learning, and (d) human resource – fit for purpose. These are discussed in detail. The paper contributes to the literatures on disaster recovery, organisational resilience and peak performance.