Management Supply Chain
Resume:
A Greig Fennell, FBCI
Leawood, KS 66211
*****@*******-****.*** Cell: 913-***-****
Operational Risk Management and Business Continuity Professional
SUMMARY
Internationally recognized leader in the development of enterprise-wide
operational risk management and business continuity management programs
within Fortune 100 companies, including disaster recovery, incident
management and crisis management. Strategic thinker with a solid experience
in creating management decision making frameworks to identify, assess and
prioritize company risks and supply chain vulnerabilities. Experienced in
developing cost effective risk reduction solutions designed to proactively
minimize adverse impacts to business operations and services. Effectively
works with all levels of management, including executive management and
board of directors. Exceptional leadership, coaching and mentoring skills
that creates highly effective teams. Additional expertise includes:
Crisis Communication Planning Analyzing and Quantifying
Operational Risks
Pandemic Planning Business Impact Analysis
Program and Project Business Process and Technology
Management Alignment
PROFESSIONAL EXPERIENCE
WEAKEST LINK, Leawood, KS 2009 - Present
President
Consults with companies to create management decision-making frameworks to
identify and assess business and operational risks, and strategically align
management teams around risks, their prioritization and implementation
strategies. Builds or enhances business continuity programs, identifies
and assesses risks that could negatively affect business operations and
services, develops and conducts exercises to validate business continuity,
incident management and crisis management plans and train teams at all
levels of the organization, including executive levels.
. Satellite communications - Designed and facilitated a Threat and Risk
Assessment that enabled the client to more fully understand the risks to
their business and customers. The results of the assessments enabled the
senior management team to make risk intelligent decisions on implementing
strategies to better protect the company, the revenue of their customers;
and created a competitive advantage over their competition.
. Healthcare - Designed and facilitated a BIA to strategically align
business requirements and technology requirements with the company's
transformation strategy. The project identified gaps within existing
disaster recovery capabilities and recommendations were developed for
closing critical gaps. The project aligned management around execution
strategies to close critical gaps and agreement on design criteria that
aligned technology requirements with business and transformation
strategies.
SPRINT, Overland Park, KS 2003 - 2009
Director, Enterprise Risk & Corporate Business Continuity Management
Established and integrated enterprise wide programs for Enterprise Risk
Management and Business Continuity Management for a $34 billion
telecommunications company supporting 12 business continuity teams
responsible for the implementation of business unit programs and responding
to incidents.
. Created and implemented Enterprise Risk Management program and conducted
4 enterprise wide risk assessments resulting in Board and Senior
Executives developing new strategic priorities and alignment of senior
management around new strategic plan.
. Established an enterprise risk governance committee consisting of senior
executives to oversee enterprise risk and business continuity
initiatives, prioritization of resources and development of
implementation strategies which minimized siloed risk decision-making.
A. Greig Fennell Page Two
SPRINT, continued
. Successfully integrated the business continuity programs of Sprint and
Nextel after their merger and within 14 days of hurricane Katrina's
landfall. As a result was awarded Sprint's highest leadership award for
the company's successful response and recovery efforts; including the
creation of a 7 by 24 command center and base camp in Baton Rouge, LA
within 36 hours of Katrina's landfall that supported 400 people.
. Designed and conducted exercises to validate plans and train people on a
variety of incidents, including work place recovery, work place violence,
and corporate jet crash. Largest exercise trained 200 people. An
executive level exercise led to the creation of an Executive Leadership
Plan in the absence of President and CEO.
. Featured in the May / June 2008 issue of "Continuity Insights" (cover and
article), a professional periodical, highlighting the unique team
approach to the program's successes and accomplishments.
. Recipient of 2007 Strohl's Annual National Business Continuity Program -
Individual Achievement Award for overall leadership in BCP at their
National Conference.
FENNELL & ASSOCIATES, Tiburon, CA 1999 - 2003
President
Consulted with companies identifying and assessing risks that could
negatively affect their business operations and services, and developing
business continuity initiatives.
. Apparel - Designed and facilitated the assessment of a major northwest
apparel company's Global Logistic Group to identify potential risks
within the supply chain. The assessment not only identified greater
efficiencies, but also identified 5 points of failure that could have
resulted in significant delays in getting products to market.
. Carpet manufacturing - Designed and facilitated the creation of a
business continuity program for the second largest carpet manufacturer
that resulted in a more cost effective, robust recovery solution for
their call centers that managed a 50% at once business.
LEVI STRAUSS & CO., San Francisco, CA 1981 - 1999
Director, Business Continuity
Created global department, provided leadership for Levi Strauss & Co.'s
North American, Asian and European business units in the development of
business continuity and disaster recovery plans. Managed 30 business
continuity teams around the world, provided consulting and training in
assessing supply chain risks, developing business process recovery plans,
emergency response plans and conducting exercises.
. Created an incident management structure to effectively manage
significant disruptions to the company's ability to manufacture and
distribute products; involved 60 manufacturing plants, 20 finishing
locations and 4 national distribution centers.
. Conducted risk assessment study which cost justified the need to move the
data center from San Francisco to Dallas due to San Francisco's
significant geological risks and other identified risks from the
analysis.
. Received Business Recovery Managers Association annual Award of
Excellence for business continuity planning in the San Francisco Bay Area
in 1998.
Senior Product Manager: Managed all aspects of product development,
production planning and product profitability of Jeans for Men, LSNA,
$100 million dollar brand and 501 and Red Tab Jeans, LSNA an $800
million dollar brand.
General Manager, Customer Service and Distribution Center: Managed U.S.
product order processing, call center, inventory management and shipping
functions; $900 million annual revenue with approximately 250 employees.
UNIVERSAL SCHEDULING COMPANY, Bala Cynwyd, PA
Senior Analyst: Analyzed, developed and implemented strategies that enable
a client company to manufacture or produce products more cost effectively.
EDUCATION: BA, Washington and Jefferson College, Washington, PA
CERTIFICATION: Fellow of the Business Continuity Institute (FBCI)
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