Print Page | Contact Us | Sign In | Join AIRIP
Blog
Blog Home All Blogs

A Next Era in AIRIP Leadership

Posted By Rachel Bode, Wednesday, June 7, 2017

The Association of International Risk Intelligence is excited to announce that the Board has named a new President and Vice President of the organization.

Ryan Long, Intelligence Manager at McDonald’s will serve as AIRIP’s President. Ryan began his corporate career at McDonald’s in 2011 as the company’s first intelligence analyst where he helped architect and launch the Risk Intelligence function. He currently serves as the Director of Global Risk Intelligence which provides strategic decision support, issue and crisis management expertise, and threat and risk analysis on issues and incidents of potential impact to the organization's people, operations, strategy, and brand. Before arriving at McDonald's, Ryan was an Army intelligence officer focused on counterinsurgency and counterterrorism operations, serving in both active and reserve capacities including multiple combat deployments to Afghanistan and Iraq. Ryan currently serves in the Army Reserves where he leads a group focused on analytic support to European counterterrorism efforts. A Veteran advocate, Ryan is the Chair of the McDonald’s Veteran Employee Resource Network and a board member of the Veterans Leadership Council, the nation's premier business network for the current generation of Veterans. He also serves as an associate board member for the Greater Chicago Food Depository. Ryan has a bachelor’s degree with Honors in Political Science from the University of Illinois at Urbana-Champaign and a law degree from The John Marshall Law School in Chicago.

Elena Carrington, Intelligence Manager at Square will serve as AIRIP’s Vice President. Elena Carrington manages the travel security and geopolitical intelligence portfolio for Square, a mobile payments company based in San Francisco.  Prior to this role, Elena provided strategic and tactical analysis during tenures with United Airlines, the U.S. Department of State's Overseas Security Advisory Council (OSAC), and the International Monetary Fund. She has a bachelor's degree in history and a master's degree in international affairs. 

AIRIP has also added three new board members, and Rachel Bode – President of AIRIP from 2015 to 2017 – will also roll onto the board to continue her role in leadership. Joining Rachel and the current board members are:

John Goldener: John Goldener is Director of Client Engagement for Crumpton Group, LLC, where he leads efforts to design intelligence-led engagements for private sector Clients in international markets. He was previously Director of Research and Analysis for the company, where he ran a team of analysts and global collectors that produced comprehensive, customized assessments and intelligence services, created in-house and embedded intelligence programs, and designed training and tradecraft curricula for analysts.

Marissa Michel: Marissa serves as the US Territory Crisis Lead for PwC's Global Crisis Center – a global virtual hub of excellence for all aspects of risk and crisis response; a team of crisis experts who access and convene the best skills, experience and knowledge from across our worldwide network of member firms in 157 countries to help organizations prepare for, respond to, and recover from the crises they face. She operates within PwC's Forensics Services/Strategic Threat Management Group, where she is also the operations director, and this vantage point gives her a view across the firm's broad capabilities that can be brought to bear on their clients in crisis.

DeNeige Watson: DeNeige (Denny) Watson spent most of her career as an intelligence analyst at the CIA. Denny has been the Executive Director of the RiskDesk at RANE (Risk Assistance Network + Exchange) since February 2015 where she leads a team of analysts who provide integrated global risk analysis and services to clients. Denny also is currently an adjunct faculty member at Georgetown University, where she teaches a course in critical thinking in analysis, as well as George Washington University where she taught a course in data analysis and cyber security.

The board is excited for this next chapter in growth for the organization. Ryan and Elena have many ideas for events, member engagement, opportunities for members to serve on potential committees and more. Please join us in welcoming them!

AIRIP’s entire leadership team can be found on our website at www.airip.org/leadership.

Tags:  AIRIP News; AIRIP Board; Risk Intelligence; Risk I 

Share |
PermalinkComments (0)
 

Member Highlight: Operational Intelligence—Shifting the Mindset of Operations Support

Posted By Rachel Bode, Thursday, April 20, 2017

AIRIP member, Joseph Slattery, is an embedded contractor for a leading technology company where he manages the Executive Security Operations Support program. The program consists of real-time intelligence monitoring and operational support for the executive protection and event risk management teams. Previously, he served 6 years in the United States Navy as an Operational Intelligence Specialist, where his role ranged from Maritime Interdiction and Security Operations to Cyber Intelligence. Further, after his military service, Joseph worked in law enforcement and casino surveillance.

Throughout the Close Protection Community there has been growing interest and discussion in the value of using Intelligence. While the ongoing focus has centered around Strategic and Protective elements of Intelligence, an equally important element is Operational Intel. Operational Intel (OPINTEL) is the continuous monitoring and gathering of information from multiple sources to create intelligence that is directly related and impactful to an ongoing operation occurring in real time. A dedicated OPINTEL team serves as a single entity for real time operations support which bridges the existing gap between a problem and the solution.

When employing OPINTEL it is imperative to shift the mindset of what the Operations Center’s function should involve. Traditionally, the focus has been on access control, dispatching, and acting as a liaison to Law Enforcement. These functions remain an integral part of operations, however, to properly utilize the OPINTEL functions the following responsibilities must be incorporated:

  1. Maintaining Operational and Situational Awareness

  2. Operational Intelligence Monitoring

  3. Reach Back Availability

Maintaining Operational and Situational Awareness is critical for OPINTEL as it serves the function as being the all-knowing team in relation to time and space for assets, events, and details. Operational Intelligence Monitoring should provide real-time monitoring of media reports that occur in the areas of operation. This should entail a continuous, collaborative effort to search for any reporting that may negatively impact an ongoing or future operation. OPINTEL should be a trusted source for all agents acting as a single point-of-contact to directly resolve issues. In the event that an issue needs to be escalated to other groups, OPINTEL ensures follow through, tracking the outcome, and reporting back to necessary parties. Reach Back Availability allows access to all levels of resources, efforts, and solutions in a streamlined and timely manner.

To successfully implement an OPINTEL program, consistent training including OPINTEL Analysts and Agents would be highly recommended. Training would allow for the opportunity to establish trust, have parties become cross-trained for a better understanding of individual roles, and to allow for context and communication.

It is the hope that this piece will be able to serve as a conversation starter, how can OPINTEL serve your team? The goal is for OPINTEL to be the single escalation point for Agents or Analysts to turn to when they need information, answers, and real time reporting.

Tags:  IntelligenceCareers  Risk Intelligence  WhatDoesARiskIntelligenceAnalystDo 

Share |
PermalinkComments (0)
 

Mentoring Program Perspective - from an AIRIP member

Posted By Rachel Bode, Sunday, March 26, 2017

This is a guest post from AIRIP member, Teyloure Ring. Teyloure is an embedded contractor at a leading technology company where she is the strategic planner for the executive protection, event risk management and intelligence teams. She holds a Master’s degree in International Studies: Russia, East Europe and Central Asia and a certificate in International Development Policy and Management from the University of Washington. Her graduate research detailed the integration of cyber tools in Russian information operations and the value of cybersecurity public-private partnerships in emerging markets.

 

Teyloure was a mentee in AIRIP's first mentor program session in Summer-Fall 2016. AIRIP will be starting up another round of mentoring in April 2017, so start to consider if you would like to be matched as a mentor or mentee. Hear what Teyloure had to say about it...

 

First, thank you to everyone involved in making the AIRIP mentor program a success! I found my participation in the program to be extremely valuable. Fresh out of college and new to risk intelligence, I entered the program wildly passionate about research and utterly lost in corporate America. Utterly lost may be an exaggeration, but the transition from academia to private-sector intelligence proved challenging.

Discussion around careers in risk intelligence is limited in the academic community, particularly regarding private-sector employment. I expected my post-graduation career path to follow a handful of trajectories. Nobody tells you, or perhaps I lacked the intuitiveness to discern, that in reality – picking a career in risk intelligence is much like a hyperbolic version of Frost’s “The Road Not Taken.” Rather than two, it feels as if 47 roads diverged in a wood, and each is equally as enticing – bringing the esoteric security concepts of academia to the boardroom. Going into the mentorship program, I knew I wanted to continue my career in risk intelligence, but I was entirely unsure how or what direction I wanted to go.

I had the opportunity to meet with my mentor, Jessica, in person on several occasions in addition to our regular phone and email exchanges. Hearing about her experiences and the uncertainties she felt throughout the course of her career was not only insightful but comforting as well. She offered a wealth of information and advice that only someone in her position could, advice from someone who had done precisely what I hope to do.

In our first conversation, I detailed my personal and professional interests as well as my job description. While these topics consumed my daily life, I had compartmentalized my interests so that mentally I had a box for personal cybersecurity research, a box for personal Russian studies, a box for work strategic planning and so forth. Jessica pointed out that my current job responsibilities did not reflect my passions in risk intelligence. This truth was something that I had either unknowingly or subconsciously been avoiding. However, Jessica quickly followed-up with advice. She explained that a lot of us are in new positions, positions that nobody has held before and that there are positions yet to be created – particularly in cybersecurity. My dream job, applying my background in post-Soviet studies to understand cybersecurity threats, is not a current position at my place of employment - because of funding constraints and current institutional organization. The need for similar positions is agreed upon by a growing number of professionals. Jessica put me in contact with a gentleman who started and runs one of the only private-sector fusion centers bringing together cybersecurity experts and intelligence analysts to address cyber threats. Conversations with him were extremely helpful and I was able to take back what I learned to my home organization.

Luckily for me, I work under a boss who is supportive of my cybersecurity interests, and we have been working with other teams in the enterprise to bring together cybersecurity experts with our team’s intelligence analysts. While progress is slow, we have established working relationships and have identified future areas of collaboration. Jessica’s advice was reassuring in that while the job I want may not be a current position, there is support work I can do in the meantime. I have since met with individuals working on cyber threat intelligence issues and am confident that soon we will produce joint intelligence products.

These are simply a few highlights of my experience with the AIRIP mentor program. The program’s short duration forced me to articulate my career objectives, aspirations and concerns. This simultaneous retrospective and forward-looking evaluation of my career in risk intelligence is precisely what I needed to reorient, re-energize and confidently move forward. I highly recommend the program for anyone working in risk intelligence!

 

This post has not been tagged.

Share |
PermalinkComments (0)
 

Moving toward an intelligence credentials program

Posted By Rachel M. Bode, Thursday, December 8, 2016

This post was written by AIRIP Board Member Jessica Hern, Risk Intelligence Manager at 3M, and AIRIP Member Eric Boger, Vice President of Global Intelligence at iJET.

First Steps toward a Risk Intelligence Credentials Program:

Over a two-day period in mid-September 2016, a working group of industry professionals came together to discuss the feasibility and desirability of establishing a credentialing program for risk intelligence professionals. While all agreed it would be a challenging endeavor, it was unanimously decided that such a program would advance and elevate the risk intelligence analysis profession and it should be a priority for AIRIP.

Why?

The working group assessed that a credentialing program could help establish a common vernacular, a collective and acknowledged set of standards and processes, and serve as a milestone to enhance the legitimacy of the risk intelligence analysis profession. Further, a credentialing program would give hiring managers additional confidence in the skills of credentialed applicants and career development opportunities for new analysts.

What Will It Look Like?

The working group began the process of identifying key skills, knowledge, and competencies a professional risk intelligence analyst should possess. To guide the sessions, the working group used the intelligence cycle as a framework. The brainstorming session highlighted substantive differences in how the intelligence cycle is used (or not used) in various industries that employ risk intelligence professions. For example, military and governmental risk intelligence professionals’ processes can be very different than academic, private sector, or NGO processes. These differences, and the fact that many risk intelligence professionals move between sectors at various times in their careers, highlight the need for any truly valuable credentialing program to be inclusive of differences in industries.

Next Steps

The working group concluded that AIRIP would serve as a credible and appropriate body to develop and administer a professional credentialing program for risk intelligence analysts. AIRIP’s members come from many industries and AIRIP is prepared to develop a well-respected, meaningful credentialing program that will elevate the risk intelligence profession.

This program is a high priority for AIRIP and our board, but it will take time, support, and involvement from our members. The working group focused on the end of 2018 as a target date for our first test – we believe this timeline is achievable based on other credentialing programs with whom we benchmarked. To be successful in this effort, AIRIP requires time, assistance from interested members, and funding that AIRIP has not yet identified.

How Can You Get Involved?

  • Are you passionate about career development in the risk intelligence profession? Do you have time to devote to a credentialing project?
  • What ideas do you have? Are there credentialing programs that you have enjoyed or disliked that could assist us in developing this program? Even if you don’t have time to devote to assisting us, we’d love to hear your suggestions.
  • Do you know people who would like to get involved? Does your university or professor have an interest in this topic and might be interested in partnering with AIRIP?
  • Would you or your company like to donate funds to support the development of a credentialing program?
  • What key performance areas would you consider essential to the trade of being a risk intelligence analyst?

Reach out to AIRIP via our contact us form with your ideas or to learn more about participating or donating.

Tags:  #credentials #training #riskintelligence #professi 

Share |
PermalinkComments (0)
 

What does a Risk Intelligence Analyst do in a non-profit organization?

Posted By Rachel Bode, Monday, October 10, 2016

This is a guest post by AIRIP member Shana Tarbell. Ms. Tarbell is the Deputy Director for Risk and Threat Analysis within the Global Security Team at the Bill and Melinda Gates Foundation. She has 18 years of experience in the federal government crafting and overseeing intelligence analysis on a range of issues and countries, and has been in the non-profit sector for a year and a half.

The Bill & Melinda Gates Foundation is the largest private foundation in the world with roughly 1500 employees and an endowment of over $40 billion. Guided by the belief that all lives have equal value, the Foundation works in developing countries to improve health and give people a chance to lift themselves out of hunger and extreme poverty. In the United States, we seek to ensure that all people—especially those with the fewest resources—have access to the opportunities they need to succeed in school and life. To accomplish these goals, we fund about $4 billion in grants and innovative partnerships per year, often taking financial risks that governments and the private sector will not or cannot take. The Foundation’s headquarters are in Seattle, and it has offices in Washington, DC, London, Beijing, Abuja, Addis Ababa, Johannesburg, and New Delhi and Patna, India.

I came to the Foundation last summer after 18 years producing and overseeing intelligence analysis on a range of issues in the federal government, and now serve as the Deputy Director for Risk and Threat Analysis within the Global Security Team. I was drawn to the non-profit sector by the prospect of being able to bring my analytic skills and management experience to bear on a different, but equally compelling mission. There are many similarities between the analytic work in the government and the non-profit sector, to include a need to develop a solid understanding of the needs of your audience, to craft clear intelligence questions, to ensure that analytic judgments are well supported and to write in a clear and concise manner. The team I lead has a brought set of responsibilities and a diverse customer set, ranging from working-level colleagues in the Foundation’s support units to the senior leadership of the programs that are directly engaged in carrying out the Foundation’s mission around the world. 

Our analytic work covers six areas:

Risk to Overseas Travelers and Offices. Foundation personnel travel to and in some cases live in far-flung regions of the world, where they gather information to best target resources, oversee grants, and consult with partners. Often the locations with the greatest need are in countries facing the greatest security challenges. Our job is to produce assessments of the risks to Foundation travelers and local operations, which can trigger additional security protocols, or potentially lead to a decision by Foundation leaders that the risks outweigh the benefits of travel to a particular destination. Our analysts scour open-source information, consult with Foundation personnel in our regional offices, and compare notes with counterparts in other organizations and with other experts.

Political and Security Challenges. In addition to assessment immediate threats to Foundation personnel traveling to or living in an area, our analysts work to identify relevant political and security developments and emerging threats in a country or region that may have an impact on Foundation staff, operations, or grantees working there. For example, we recently produced a piece highlighting the implications for Foundation operations of the leadership split in Boko Haram. Our flagship product is an annual assessment of the anticipated security challenges over the next year in each of the countries in which the Foundation is operating or considering operating. Its publication is timed to support the program offices’ annual strategy development process.

Persons of Interest. Our team assesses the risk from individuals who have demonstrated a potentially threatening interest in or attitude toward the Foundation and its staff. We track and review their correspondence and communication with the Foundation, looking for indicators that the latest research in this field tells us might show signs of escalation toward an imminent violent act. When a potential threat is identified, we work closely with our partners in the Security Team and our legal department, and with local and Federal law enforcement to take appropriate steps to mitigate any threat. We produce a monthly summary of the most important cases to enhance the situational awareness of the Foundation’s Chief Operating Officer and the General Counsel, as well as other members of the legal and Security Team.

Opposing Voices. The Foundation’s humanitarian efforts have earned it widespread respect and support, but some groups oppose various aspects of its work or investments. Most often these views are expressed peacefully, but it is our team’s job to look for signs that a group or members of it might be planning to commit violence or to physically disrupt Foundation offices or operations. When such signs emerge, we alert Foundation leaders and we work with our guard force, other security elements, and law enforcement to ensure that appropriate security measures are put in place.  

Due Diligence. As part of the Foundation’s processes for choosing grantees and making other investments, we look for reputational concerns or violations of US international sanctions and corruption regulations.

New Hires. In collaboration with human resources, we manage the Foundation’s background screening process. We verify that candidates have represented themselves honestly and assess whether an applicant might pose a security, behavioral, or financial risk.

Legal Disclaimer

This material is provided for information purposes only and does not represent professional advice. We make no representation or warranty as to the accuracy or completeness of the material and do not undertake to keep recipients advised of relevant developments. This material should not be relied upon to validate, endorse, or recommend any particular data, product, service, methodology, or organization, whether named or not. Accordingly, we expect you will consult competent professional advisors, as you deem necessary, when evaluating and utilizing this material. The Bill & Melinda Gates Foundation shall not be held responsible for any claims or losses that may arise from any error or omission herein.

Tags:  Intelligence Outreach  IntelligenceCareers  Risk Intelligence  Risk Intelligence Organization  travel  WhatDoesARiskIntelligenceAnalystDo 

Share |
PermalinkComments (0)
 

What does a Risk Intelligence Analyst do?

Posted By Rachel Bode, Tuesday, August 30, 2016

This is the first in a series of blogs exploring the varied careers and positions that a risk intelligence analyst can hold, jobs they can do, and impact they can have on different types of organizations... 

When people ask me what I do, my reply -- “I work in global security intelligence for a major medical device manufacturer” --is often met with a nod and an “OK… what does that mean?” Fair question. In my previous job in national-security intelligence, people usually assumed I was a spy. Or they feigned understanding when I told them that I analyzed political and military developments in South Asia and the Middle East. At the federal level, intelligence analysis typically focuses on a particular geographic, functional, or technical topic. Federal analysts will zero in on a small slice—national governance, security ministries, or orders of battle—of a larger problem set, such as a country or region. In the private sector, the role of the risk intelligence analyst may vary, but the analyst is likely to have broad responsibilities, ranging across all aspects of a corporation’s interests.  In my job at SJM, one day may resemble another but rarely are those days consecutive. In just the last several months I have written products on security and business implications of impeachment proceedings in Brazil; assessed the Brexit; researched potential physical and data/IP implications of Pokemon GO™; crafted due diligence and country risk assessments; consulted with travelers heading to volatile areas; prepared incident notifications to our Crisis Management Team, and, from my dining room table, supported travelers in emergency situations. And these are just a few of the varied tasks that fall to our team.

Small Size, Broad Mandate

 The small intelligence staffs of the private sector account for the broad range of their responsibilities. In government, I was one of several thousand analysts at my agency, in an intelligence community of 18 member agencies. Now, I am one of two with intelligence responsibilities in a global security unit that totals fewer than 20 and supports an organization of over 18,000 employees. At its core, the role of the risk intelligence analyst in the private sector is to enable the conduct of business, through proactive identification, assessment, and mitigation, of risks facing company personnel, facilities, and operations around the globe. Daily duties include supporting travel security and assessing geopolitical and security risks facing the company, as well as tasks from other segments of the business, with a healthy dose of responding to emerging events or terrorist attacks. Questions that don’t have a clear answer wind up on our desks. A major challenge for the private sector analyst is providing solutions that enable business to be conducted. Some risks could be easily eliminated or mitigated by simply declaring an area off-limits, but the requirements of business—or research, or international aid—rarely allow for such a simple solution. Instead, we strive to offer solutions that allows operations to continue without exposing the organization or its people to undue risk.

Sources – Your Network is Invaluable

One constant from government to the private sector is reading and writing. Another is the value of a network of contacts.  Despite what the movies depict, most intelligence analysts are keyboard warriors, spending large chunks of their days researching  and writing assessments and briefs. Risk intelligence analysts largely consume open source information, news media, and vendor curated information. Just as important, they interact with counterparts across industry, government personnel, and, when appropriate, leaders within the business. In my experience,  these relationships are invaluable.  Although vendors or government sources often have excellent information, even richer information will come from people on the ground or from talking through a difficult situation with someone who has faced similar challenges. Distilling this information into a written product that adds value or raises awareness of potential risks—before they become real problems—is a core mission of the risk intelligence analyst. Written products can vary greatly by organization. Some teams may have a regular recurring product line supplemented by special requests while others may purely react to questions from the business. Perhaps the greatest opportunity for a risk intelligence team is to anticipate questions and have a written product available for leaders before they can ask for it.

BLUF is Essential

Like government and military leaders, senior executives do not have time to read 30-page reports on the latest developments in a country or region. Providing the bottom line, up front (BLUF)—why does this matter to me or to the business?—is key. At SJM, our written products have ranged from 12-15 page comprehensive risk assessments on priority countries to short, one-paragraph assessments on a developing incident. Most of our products -- on topics such as Brexit or the security environment following a major attack -- will be two to three pages at most. Incident notifications and post-event assessments will also be posted on our internal travel security pages for use by future travelers. For executive, high-risk, or complicated travel, we prepare tailored travel briefs with safety and security information, specific guidance, and practical travel information. But whatever the format, providing answers to the ‘so what?’ questions the CEO or business units may have allows them to make strategic decisions. Additionally, in crisis events, being able to quickly provide insight and nuanced assessment of impacts to the business can provide leaders with a major advantage as they consider employee and company safety and shape the company’s response to disruptive, dynamic global events.

Sam Talbott is a Global Intelligence Analyst for St. Jude Medical, in St. Paul, Minnesota. Prior to joining St. Jude in May of 2015, he spent nearly four years as a political/military intelligence analyst with the Defense Intelligence Agency at US Central Command. While at CENTCOM he deployed to Afghanistan in support of Operation Enduring Freedom and served on the command briefing team, presenting daily intelligence and operational updates to the CENTCOM command staff. Before working in intelligence, Sam traveled widely while working in business development for a major educational assessment organization. He is Vice Chair of the Midwest Regional Analyst Roundtable (MRAR) and an AIRIP member.

 

Tags:  AIRIP  AIRIP News  Information Sharing  IntelligenceCareers  Networking  Risk Intelligence  WhatDoesARiskIntelligenceAnalystDo 

Share |
PermalinkComments (0)
 

#TBT :: Board Member and Intelligence Professional Charles Randolph on Things You Need to Tell Your Boss

Posted By Administration, Thursday, August 4, 2016

Charles Randolph, Senior Director of Executive Protection, Event Security and Intelligence at Microsoft, and AIRIP Board Member shared the following on his personal blog in September 2015, but it remains relevant, so we're sharing today for a little #TBT.

A huge thank you to Charles for his insights and for his leadership on our board, and to Microsoft for their partnership and membership in AIRIP!
*****

Intelligence Analyst – Five things your boss is thinking but may not tell you: TWO is surprising and FIVE is vital

1 – I’m also a critical thinker, I just may not use the same vocabulary as you: Hey, I may not use the same language, but I’m also analytical (I may just not realize it). By doing operational analysis, I’m developing courses of action (COAs) and making mission assumptions based on the facts in front of me. When on an operation or in an emergency, I’ll be using what I have gathered and developing COAs based on pre-thought scenarios and trends that are manifesting. Just like you, I’m a critical thinker; please, remind me of that from time-to-time.

2 – I need you to help me, help you, to help me: Your request for information (RFI) process may not be the same one that I am familiar with. I also may not fully understand how to ask for what I need or am unsure of what you can do. Therefore, I need you to take the lead in this dance. Show me what you’ve got and suggest we walk through the operations plan (OPLAN) together. When we do that, listen and ask questions. As an operator, I may not care about the form you need filled out, I do need your insight and keen eye towards pattern analysis to see something I don’t. Honestly, I need you to be my partner and educate to develop me.

3 – Sometimes, I need you to slow down: You can get excited, I get it (and I like that about you). But, if I’m excited and you're excited and we are all excited….well, I need you to be the one to slow down and make sure we are paying attention to detail and managing the little things which always come up in the form of Mr. Murphy – and his damnable law. Offer up some advice, ensure you stuff is double-checked before you hit send and be that calming voice. I’ve got a lot going on and sometimes I may just need to see someone being outwardly steadfast.

4 – You don’t have a crystal ball, I know that… let me know what you think anyway: I get it, you’re not 100%. Guess what, neither am I. I don’t need you to be all knowing (although, secretly I wish you were). I just need you to give me the best understanding you have and say the same. If it doesn’t go down the way you describe, I may get cranky…but I don’t blame you (I’m probably blaming myself). No one expects the black swan’s arrival, but I need you to tell me when you think conditions may be right for impending issues.

Finally, and most important…

5 – I trust you: From the mundane to the insane, you’re my go-to! I may always not say it, but you are.  I have a healthy trust in your abilities. This is why I ask you to brief first, set the tone and put a ‘realistic’ filter on what’s happening. The interwebs opened up a whole new meaning to the concept of ‘breaking news' and I can’t always be sure it affects our situation. I know you have my back, you understand my needs, and will tell me what’s important in the din.  Because you’re intelligent, professional, curious and thoughtful… I trust you.

this is dedicated to all my favorite analysts…

****

Tags:  AIRIP  AIRIP Board  AIRIPMentoring  code of conduct  Information Sharing  Intelligence Outreach  IntelligenceCareers  Networking  Professional Development  Professional Standard  Risk Intelligence  Risk Intelligence Organization 

Share |
PermalinkComments (0)
 

AIRIP Welcomes Three New Board Members

Posted By Rachel Bode, Thursday, July 21, 2016

The Association of International Risk Intelligence Professionals (AIRIP) is pleased to welcome Alan Orlob, Charles Randolph and Dawn Scalici to AIRIP’s board. They join our current board members, Paul Florence, Jessica Hern, Linda Millis and Meredith Wilson. As a group, the board oversees AIRIP’s finances, sets strategic direction, consults on new and on-going initiatives, sets organization governance plans, and act as ambassadors for the organization.

 

Serving on a non-profit board is a time commitment, and we are thankful for their support as we move into AIRIP’s second year. These board members, elected by the current AIRIP board, will serve AIRIP at a time of growth and change for the organization. They will attend their first board meeting in August, and we use that time to begin planning the next stages of growth for the organization, as well as check-in on some current initiatives. They will get the opportunity to see these initiatives into fruition as they serve a three-year term.

 

We are excited for the possibilities that leadership growth can bring to AIRIP, including membership growth, increased visibility, online community engagement, event attendance, and more.

 

Full board member bios are available on our new AIRIP Leadership page!

 

AIRIP Board Members:

Paul Florence, Vice President, Concentric Advisors

Jessica Hern, Global Intelligence Manager, St. Jude Medical

Linda Millis, Executive Director, The Daniel Morgan Academy

Alan Orlob, Vice President Global Safety and Security, Marriott International

Charles Randolph, Senior Director Executive Protection, Event  Security and Intelligence, Microsoft

Dawn Scalici, Government Global Business Director, Thomson Reuters

Meredith Wilson, Founder and CEO, Emergent Risk International

Tags:  AIRIP  AIRIP Board  AIRIP News  mission  Risk Intelligence  Risk Intelligence Organization 

Share |
PermalinkComments (0)
 

To Share or Not to Share

Posted By Rachel Bode, Wednesday, July 6, 2016

Information Sharing as a Force Multiplier in Risk Intelligence Programs

Intelligence analysts in the private sector often function as a team of one. Information sharing groups have been a tremendous force multiplier for single analysts and small teams in the industry. So while teams of one intelligence analyst are less and less common, the need for information sharing and benchmarking remains. Governments have teams across agencies focusing on issues and sub-sets of issues, or whole countries down to very specific geographic areas. But an analyst in a private sector organization could be expected to produce analysis on macroeconomic impact of the Brexit one day, security conditions affecting facilities in a high threat security environment the next, and the reputation impact of a cyber breach the third.

Arian Avila, Director of Intelligence and Analysis for Bank of America’s Global Security team, and Corey Vitello, Senior Director of Global Safety and Security at Visa, explore Information Sharing in AIRIP’s first white paper.

  • Did you know there are example charters, and multiple group protocols to choose from?
  • What internal stakeholders should sign off on participation? Will you need to clear each information sharing exchange, or does clearance for participation in a group mean that any information can be shared over a period of time?
  • What will happen to information you share with other organizations? Will they protect your information?
  • What does the information sharing process look like?
  • How do you know what you can share outside your organization?
  • How do you, or can you, share with competitors?

Ms. Avila and Mr. Vitello outline these and other potential concerns for you to consider as you look at joining an information sharing group.


To Share or Not to Share      

 

AIRIP’s member portal has great information sharing capabilities, with discussion forums and common interest groups, as well as a knowledge library. There are also many informal information sharing groups within the private sector intelligence space. As a current and alumni member of these organizations, I can vouch for their trust and authenticity, as well as the value they have provided to my intelligence practice. I encourage you to read our white paper, and then consider using AIRIP as your information sharing platform, joining one of the other information sharing networks already in place, or starting your own. 

This White Paper is available to AIRIP Members via our member portal. To view the white paper, we invite you to Join AIRIP!

Tags:  AIRIP  AIRIP News  Information  Information Sharing  mission  Networking  Professional Standard  Risk Intelligence  White Paper 

Share |
PermalinkComments (0)
 

An AIRIP Member on Mentoring

Posted By Rachel Bode, Sunday, June 12, 2016

AIRIP launched a mentor program for our members in May 2016 and we are actively seeking mentors and mentees for great mentoring relationships. Learn more about the program, and apply. The following post is from Kristin Lendardson with some thoughts and tips on seeking out mentors and making the most of a mentoring relationship. 

Kristin Lenardson is a Senior Intelligence Analyst with AS Solutions for Nike. She has 15 years of experience in the intelligence field, spanning government and private sector positions. In 2013, she was chosen as a participant in the Intelligence Community/Department of Homeland Security’s Public – Private Sector partnership program to work on a one year project to produce an open source product on Identity Theft. She is an AIRIP member, and has been a primary creator and organizer of AIRIP’s mentor program. She is also a co-founder of The International Protective Security Board, an organization focused on training and career development in the protective security field.

Irish writer Oliver Goldsmith once said, "... people seldom improve when they have no other model but themselves to copy." Having the right mentor can help you see yourself, steer you towards goals (often in spite of yourself), and provide another 'model to copy' for success. They are more than a colleague or a friend - they are a professional confidant who believes in you and gives time to help guide and refine your career and professional life.

Finding the right mentor, however, can be tricky; some mentors can be longer term, and yet others can advise on specific issues. In a perfect world, a long-term mentor is someone in a position or career you aspire to achieve. In the shorter term, this could also be someone with more experience to guide you through a specific professional issue or help with a career transition. 

I had the pleasure of having a very strong mentor who provided me with knowledge and support when I transitioned from the government into the private sector. I learned a lot through my experience, both positive and negative.

After ten years in the government, I left the FBI and moved to the corporate world into the position of Intelligence Analyst with a Fortune 500 company. The transition was slightly more difficult than I originally anticipated. It was a small team with few resources, and I had to build the Intelligence program from the ground up. My first supervisor was a good person, but at times, our professional relationship was uncomfortable for various reasons. A few months into the position, my supervisor suggested I get a mentor within the company’s official mentor program and, subsequently, chose a mentor for me.

It turned out the mentor was the VP of Human Resources. She had been with the company for 20+ years and had worked her way up from an administrative position to an executive. My mentor knew everyone in the company and was very knowledgeable about the business. She taught me the intricacies of the business, which helped me become more comfortable with my transition. She recommended several internal classes offered by the company in business acumen and human resources related issues. While I would not have ordinarily taken these courses, I was glad I did at her suggestion. I was able to learn about what drove the business and what was important to the C-suite. I learned a lot from my mentor and the classes she recommended.

However, due to the close relationship between my mentor and my supervisor I never felt comfortable having candid discussions with her. They often had lunch and had social interactions outside of work. Because of this, I did not feel I could not discuss all my professional issues, and this perhaps held me back from properly using our relationship to the fullest. Although your mentor should not be your professional counselor, they can be a great sounding board regarding corporate politics.

  learned from my mentor. The experience changed how I chose future mentors and how I mentor people now. The four key takeaways from my experience include:

1.      You should choose your mentor. Since I did not choose my mentor, at times it was uncomfortable. As a result, our mentorship suffered. If you get into a mentorship situation, and you do not trust your mentor or mentee, end the relationship quickly and professionally. 

2.     Your mentor does not have to be in a similar profession or level. My mentor was in HR, not security or intelligence. She was also several professional levels up from my position; I was a manager, and she was a VP. I learned quite a bit about the company which ultimately increased my professionalism and business acumen. 

3.     Think about what type of mentor relationship you would like to have. At the time, I did not actively plan what I wanted to get out of the relationship. In the future experiences, I have put more time and thought into my career goals and either look for a mentor who followed a similarly successful career path, or sought someone with a skill set I want to learn. 

4.     Understand your mentor relationship and when there is a natural end. Some mentoring relationships go for years and end up as lifelong colleagues or friends. While friendships are an excellent thing, you should go into a mentoring program (especially an official one) with an understanding of the lifecycle and when the ‘professional’ relationship should be closing.

Ultimately, your mentor relationship should be with someone you respect and trust. With a bit of foresight and planning, you can have a very successful experience in which both people feel their time is beneficial to personal and professional growth. 

Tags:  AIRIP  AIRIPMentoring  IntelligenceCareers  Risk Intelligence  WhatDoesARiskIntelligenceAnalystDo 

Share |
PermalinkComments (0)
 
Page 1 of 2
1  |  2
Thank you to our Business Partners
Emergent Risk International Logo   Microsoft