They’re control freaks, but dealing with risk in business today is not simple!

We use this phrase loosely, but do we think about what it really means when we say it, and do we exhibit characteristics of being one – a person that needs to control everything - ourselves? How does early childhood experience inform the way we deal with risk in business today. Let's talk about it.

One of the biggest problems in relationships - business or personal - is ineffective communication; however, the invisible aspects of communication impact and constrain a large entity shifting to agile for digital transformation - the most!

What lies between going after our soul mission in life and staying with the tribe is the attitude around exerting the effort and time it takes to look inward at our complex software. This is also the case for transforming cultures of large entities transforming from cost accounting and EVM over to throughput when shifting to agile for digital.

CEO of mobileLACE Robin Gregory was referred by the team's attorney from MCI to owners of an eco-tourism dive resort in Belize, CA as an international broker in the early 2000's to dispose of and or create the highest and best use for their resort amidst partnership dissolution.

In the middle of marketing the tragic 9-11 and October 2001, Cat 5 hurricane debilitated both international business and the Placencia peninsula. Robin continued with her contract assisting the owners with rehab oversite and made a syndication proposal to (4) other dive resorts on the arm to attract large-scale investors for this ground floor Belize, CA development re-habilitation opportunity.

Belize is one of the top 25 places to retire. Its currency is pegged to the American dollar; there are minimal language barriers for visitors coming to the friendly country. The year-round Caribbean climate is a step up from a cold winter.

She developed a proposal that supported: residential retirement housing, specialty resorts (yoga and whale shark dive trips), spa vacations, and shrimp agriculture.

The transformation from a single investment analysis in the eco-tourism industry to syndication of five dive resorts with differing brands, revenue streams, and rehab budgets post-hurricane was daunting. An infrastructure review and a weather impact on tourism required additional skills to determine the best use change.

Four of the five resorts changed hands to investors that built residential units with resort amenities over two years.

Bert Roberts, CEO of MCI, hired Robin to present their in-use site (acquired in the RCA M&A) as available to WHOI for the proposed world-class oceanography school location, the Cape Cod Commission and Woods Hole Oceanographic Institute were scouting.

The Chatham site's functional obsolescence was becoming clear since the wireless boom and ship to shore was pulling on the balance sheet of MCI's core business.

Robin did many things to move forward with this unique MCI asset despite political and corporate constraints.

She helped list it on the National Historical Register and secured MCI approval for an archeological dig that recovered ancient Indian artifacts at the lakeside parcels.

Robin contracted with local engineers to remove poles from the ocean floor of this historic Guillermo Marconi oceanfront wireless site to detract any potential environmental impact to the Chatham, Massachusetts, wetlands, and marsh area.

Preserving the property that communicated the Andridoria, Hindenburg, and Titanic disasters with cutting-edge technology in the early 1900s was the most beneficial and rewarding aspect of this endeavor.