The pandemic really demonstrated how valuable operating reserves can be when circumstances suddenly change. The stories shared here show that reserves are not only for emergencies; they can give organisations the flexibility to invest in staff, adapt programmes, and make thoughtful decisions under pressure. Using reserves to raise minimum wages is an interesting example because it can address an immediate need while supporting longer-term retention. The wider lesson is that reserves are best built during good times. Having that cushion gives leadership more room to make decisions based on mission rather than simply survival.