Irene Rozansky
Irene Rozansky is the founder and CEO of R&A Crisis Management Services. Irene is an international speaker, consultant and author with an extensive background in business resiliency, project management and organizational change and communications. For the past 20 years, Irene has assisted organizations prepare for, mitigate, and successfully avoid or recover from all types of critical incidents. Prior to R&A, Irene developed, implemented and managed business continuity consulting services for Digital Equipment Corp., Compaq Corp. and Comdisco, Inc. Irene has been a member of the WINGS Board of Directors since 2002 and has chaired the Domestic Violence Safe House Advisory since 2003. The Chicago Chapter of the National Association of Women Business Owners awarded Irene the President’s Award in 2003. Irene holds a MBA form the University of Massachusetts.
1. How did I get from where I started to own a successful crisis management consulting firm?
The simple answer is that for much of my life, I traveled using someone else’s map and loved the adventure. Then, one day, I decided to make my own map and see where that would lead me. I’ll try to make this brief: I, like many women of my age (60+), started out in teaching. I taught speech (public speaking, interpersonal communications, debate, etc.) for a progressive eastern public school for 12 years before I went for an advanced degree. Instead of continuing in education, I switched to business and received a MBA. At the time, I lived in Massachusetts and the main employer was Digital Equipment Corporation (DEC), and they had a position open in a community not far from where I lived with my husband and 10-year old child. I started out in the HR department, managing the employee and organizational development group, mostly engaged in process reengineering projects and employee development. After moving to Arizona (husband took position at U-AZ), I was promoted to HR manager (still for DEC) and then moved from there to managing plant-wide strategic programs, mostly coming from technology changes. At the same time that I was “excelling” at work, my home-life fell apart and I divorced my husband and moved from Tucson to Phoenix with my daughter. The plant manager asked me to head up a project that completely reengineered both what we were doing and how we would do it. It was a fantastic project and toward the end of it I was asked by “Corporate” to help make similar changes in 35 manufacturing sites world-wide. My daughter and I moved back to Massachusetts (HQ) and I became a road-warrior, jetting off to the Pacific Rim, South America and Europe. Then one day, an executive sought me out to create a badly needed Information Security Program for his division. This was in the mid 80’s and “information security” was in its infancy, and I was a pioneer (at least in DEC). I had a difficult time deciding to do this, as I knew nothing about the field, though it had never stopped me before! Anyway, I became immersed in the work and loved how we took a division from zero information security to zero tolerance for lax security (“loose lips sink ships”). What I realized was that I just needed to learn new terminology, get chummy with the techno-geeks, and treat this new “project” like the other process reengineering gigs I had completed. One tiny element of the work included ensuring that our dozens of data centers were well protected and that whatever data was stored could be retrieved or recreated, and not stolen. This meant we needed to create contingency plans (a.k.a., business continuity and disaster recovery plans). Right around this time, I came back to Chicago (where I grew up) for my 25th high school reunion. I met up with a fellow I had dated back then. We started a long-distance relationship and he convinced me to move back to Chicago. (Still using someone else’s map!) I did, but the only job transfer I could get was to become an external consultant for DEC in the area of disaster recovery. That was in 1991 and I’ve been here since! The relationship didn’t last (history DOES repeat itself if you aren’t careful). I ended my long career with DEC in 1998 because it was now under new rule (Compaq Computer) and Comdisco had an offer I couldn’t refuse (still using someone else’s map). Then, in May, 2001 I was laid off. Ouch! But now, I could create my own map – because only I knew where I wanted to go! I decided I wanted to be the creator of my own destiny. I could take all those varied skills (communications, HR, training, project management, disaster recovery, etc.) and experiences over the last 25 years and make my own way. That is precisely what I have done. And, I am proud of it!
2. What is my business and how is it unique?
First of all, it is not “my” business anymore, as I have taken on a partner, Kim Matlon, so it is “our” business. In a nutshell, R&A Crisis Management Services builds stronger, smarter organizations that rebound quickly and effectively from any crisis, in any industry, ensuring business resilience. The speed at which one responds to a critical incident determines its outcome - and we are very good at helping an organization uncover its real risks and the impacts that will surely follow, strategize how to prevent or mitigate the likelihood of occurrence or negative impacts, develop action plans to get back on ones’ feet, train employees on “working the plan” and facilitate fun, action-packed scenario-based exercises to ensure the viability of the plans. I think what makes us truly unique are our skills and experiences; not just in technology (companies that are heavy in technology disaster solutions are a dime a dozen), but also in process reengineering, training, law (partner is an attorney), communications, and the fact that we are women, who are not afraid to show our compassion for others. One of our clients said this recently: “There are many traits and skills that contributed to Irene's successful design and implementation of a Business Continuity & Disaster Recovery plan for the Daily Herald. At the top of our list is her ability to navigate through complex, multi-channeled processes, isolate the critical pieces and guide others (at all levels of the organization) to formulate a financially feasible and reliable plan. She has what I would call business savvy. Why hire an entire team when you can get a dynamo? Irene took time to learn about our business, kept everyone focused on the end-game, offered a variety of options for consideration throughout the process, cared enough to coach and guide others from start to finish; and, she ultimately delivered thoughtful, thorough and creative solutions for our BCDR planning. If your company is considering BCDR planning, consider her qualifications and give her a call...today. Barb Jenkins” Lastly, there are very few women owned businesses in my field, so I guess that makes us a bit unique, too.
3. Who are some of your clients; what do you especially appreciate about them and how have they reacted to your service or product?
Our clients encompass large and small businesses, government agencies and not-for-profits throughout the U.S. Our clients have included entities in a wide variety of industries affected by serious:
• Life-threatening high-rise fires • Hurricanes
• Massive floods • Earthquakes
• Electrical utility outages • Terrorism in NYC, Okalahoma, Peru & Colombia
• Workplace violence • IT hardware/software outages
What I appreciate most about them is how they are all so different, yet face many of the same issues. I absolutely love learning about others’ businesses – how they function. The quotation in question #2 from a satisfied client is typical of how they react to our services.
4. What do you like best about what you do?
Though I certainly enjoy working “in” the business, particularly understanding the ins & outs of the business, and then strategizing solutions with the client, I like working “on” the business best. Being the head of a small company, I too often need to work “in” the business.
5. What role does passion have in my work?
It is the passion for the outcome, for helping others “sleep better at night”, that allows me to stick with the business through thick and thin. And, believe me, there have been too many thin times! I’d say that passion has everything to do with ensuring success. Nothing is handed to us on a silver platter. We need to work very, very hard – and you can’t sustain that without passion!
6. When you first started were you able to visualize your expected final outcome?
I was able to visualize the final outcome, as I spent a good deal of time researching and then writing my first business plan before I “opened the door”. I STILL have the same visualization, as we have not yet met our final outcome! When we do, we have an exit plan ready!!
7. Can you tell us about that final outcome – what will your business look like then?
In a nutshell (you must be getting tired of reading this!): Annual revenue $10M, international clients, 10 full-time consultants and ?? (as needed) part-timers, back-office staff of 5 (includes sales and admin). We will be the boutique crisis management consulting firm of choice – meaning we will have 6-12 months contracted pipeline. Our consultants will all be sought-after authors and speakers. We will have fulfilled dreams of all who have worked with us.
8. What are your top three obstacles/challenges?
The biggest challenge is cash flow. In the consulting world, there are ways to deal with this, as long as there are always active projects/engagements. One way is to invoice monthly, whether or not a milestone has been reached. This is sometimes a tough sell, but necessary to stay in business. The top second challenge is winning large engagements in sufficient numbers to be able to justify hiring full-time employees. Without full-time employees, one can be in trouble when there is a low unemployment rate or when you can’t convince your retired friends to come back to work. In order to entice the best full-time employees, you need to provide benefits. It is a bit of a vicious cycle, but I am confident it will work itself out for us. The third challenge for us is choosing the right strategic partners. We have been establishing relationships with potential strategic partners for the last several months and have talked with very interesting folks in Europe, Canada and Asia as well as other parts of the USA. The greatest challenge is keeping the relationships fresh and exciting and profitable for all concerned.
9. How do you deal with doubt, fear, and self recrimination?
I don’t do “self-recrimination”, but I’ve seen doubt and fear aplenty – mine and others. Being in HR, I had the opportunity to work with others who had doubts and fears, so I’ve seen it from all sides. I’m pretty comfortable with whom I am, and some would say that I’m a risk-seeker (meaning looking for opportunities – not riding on a motorcycle without a helmet!). But, I am human, and I’ve had my share of fears/doubts. The best way for me to handle it is to talk about it … with good colleagues, friends and family. Optimal Level certainly fits in here! I am blessed with many people whom I trust and who care about my successes.
10. If you had the opportunity to get the best advice from a business guru, and could ask only question, what would your question be?
I’d want to know what the one question should be – so I could ask that question of the next best business guru. It’s kind of like being pregnant for the first time – you have questions, you read about it and get solicited and unsolicited advice – but you don’t know what you don’t know! It’s nice to have someone guide you … someone who understands what you are trying to accomplish and can give you objective guidance. I don’t think there are any simple questions or simple answers that by themselves can create success. I’m not good at asking just one question. :o)
11. As you look back, what is the one thing you wish you knew when you started?
Well, I’m glad I didn’t know how much hard work this would be, or I might not have chosen this path. Actually, I kind of liked the discovery process because I’m a lifetime learner. I think I wish I knew more about how to hire the RIGHT adjunct people to help build the firm … the business development person, the sales guy, the administrative assistant. I think I just didn’t think about how important these positions would be to the bottom line.
12. Any regrets? A few, I suppose, but not big hairy ones. I wish I had saved more money when I was working for big corporations so that it would have been easier to get through the financially rough times. I wish I had worked harder at getting a business loan and not used my personal credit card. And, finally, I wish I had kept the discipline I used to have for exercising. Once off the wagon, it is so hard to get back on!! If I were in better shape, I would exude more confidence and youthfulness … both great assets in business!
13. Do you believe luck has something to do with you getting to where you are now?
Not sure if it is luck or fate … following others’ leads, others’ maps. But, I believe very strongly that it is my experience and my skills and my passion that allows me to take advantage of the opportunities that come to me, as well as allowing me to create my own opportunities. Sorry, this is not a black or white answer.
14. What is the best piece of advice you have for other women on their way to their Optimal Level?
Listen. Then, take what you’ve heard and allow yourself to stretch beyond what you thought you were capable of achieving.
15. Any additional comments you would like to make?
Other bits of advice: “Promise only what you can deliver” and “The work will teach you what to do – trust it!”
