CEG Webinar Series, Part III: 3 Questions on COVID-19 for Larry Treen & Dan Yamin

CEG is hosting a free, six-part webinar series offering insight on the COVID-19 pandemic’s impact on business and how we can move past it.  To familiarize you with the presenters and their unique perspectives on the crisis, CEG has asked them to respond to three questions.

Webinar 3: Disaster and Business Continuity Planning

Wednesday, April 28 | 11:00am – 12:00pm | Larry Treen, Managing Partner, Relay Integrated Logistics & Solutions & Dan Yamin, Partner, Global Telecom Experts (GTE)

Q1. How much of a difference are you currently seeing among businesses that did have Business Continuity and Disaster Preparedness Plans and those that did not? Is the difference starker now, as compared to previous recessions?

1. A. Many companies are scrambling for remote workplace and notification to customers and vendors. Most offices are empty and communications back into the office through VP or Thin Client is non-existent. Companies with plans have a team that is well-rehearsed are now in a place where they can focus on executing business vs how to do business. Those companies that did not have a set rehearsed plan to execute and had not upgraded their technology to include cloud based services have had a difficult time in transitioning their workforce to adapt to this environment.

Q2. Can a business develop a Business Continuity and Disaster Preparedness Plan in the middle of a crisis?

1. A. A business can consider the later stage activities of a recovery plan. Items such as a communication plan to employees, customer and vendor notification, an organizational matrix of roles and responsibilities can all be activated and are highly recommended. A business can consider what other buildings in their footprint they have that can be leveraged to cover for another location’s need. When it comes to the data side of the house, a business can, although it is certainly not advised, to develop a Business Continuity and Disaster Preparedness Plan in the middle of a crisis. It’s like changing a tire on a moving car, it’s difficult, clumsy and dangerous and can lead to disastrous consequences.  

Q3. In the current crisis, what is the first type of risk businesses should focus on mitigating or eliminating?

1. A. Companies should be focusing on a solid communication plan to reduce or eliminate many identifiable risks in an organization. Employees want to know if they will continue to get paid, if so, for how long? Customers need to understand when their goods or services will be delivered, vendors need to understand the demand from a business in order to plan and execute their business. Silence is deafening in these times. Well-thought-out, proper communication will help ensure that the company message is scripted and agreed upon at the appropriate levels. Employees must be aware of and trained on the execution of the plan. Customers need reliable communication, you need to prove “you are OPEN for business.” It’s critically important for the existing customer base and new customer opportunities to know you are still able to provide your products and services during this time.  

About the CEG Webinar Series

The series runs from April 22 to May 6. Topics include supply chain (April 22), sales strategies (April 28), disaster and business continuity planning (April 29), strategic focus (April 30), alternative healthcare funding (May 5), and implicit bias (May 6). Participants include Mainfreight, Sandler Sales Training, Relay Integrated Logistics and Solutions, Stragility, Jaeger & Flynn Associates and Tangible Development. There is no cost to attend the CEG Webinar Series. Please RSVP for each webinar you are interested in attending. If you are unable to join, select webinars will be recorded and available on our website.

About Larry Treen

Larry Treen is a transformational senior executive with an entrepreneurial mindset and progressive leadership experience in launching, transforming and navigating both large and small, geographically dispersed businesses to growth and profitability. Known for building high-performing sales teams and powering operational excellence to improve value, efficiency, and financial results for privately held and publicly traded companies operating within international arenas.

About Dan Yamin

In 2001, Dan co-founded and was the CEO of CornerStone Telephone (CSTel), a technology based communications provider.  He grew the business from 5 employees, no clients and no revenue to 120 employees 12,000 clients and $40 million in annual recurring revenue.  In 2016 Dan sold CSTel, at which time he invested in United Concierge Medicine (UCM) where he is now a partner and board member. In 2018 Dan formed GTE Consulting to help businesses both large and small evaluate, select and implement their business communications needs.  Dan brings an extensive background in leadership, business development and strategic partnering.  Over the years, he has cultivated a unique insight into rapidly changing market needs of the ever-changing business environments we face.