In 2001, Larry recognized the need for business resiliency and infrastructure redundancy in the supply chain after 9/11 brought many supply chains to a halt for days, particularly if goods moved by air. As companies grow, supply chains become more complex and just in time. Many companies fail to realize that inventory carrying costs are inversely proportional to transportation costs. Lean inventories that are just- in- time require movement by air. In April 2010, global supply chain teams scrambled to find conveyance for their goods as the volcanic eruption in Iceland grounded flights throughout the northern hemisphere. Later as DDN’s COO, Larry recognized the critical need for a robust business continuity plan and tested disaster recovery. Larry designed and implemented DDN’s disaster recovery plan and tested the business continuity plan. As a military officer, Larry has written exercise plans, performed command and staff planning for operations and logistics activities, and participated in numerous command post and NATO exercises in which the plans were tested. Larry learned it is too late to prepare your plan when something bad has just happened. His goal is to help businesses be ready for the next unplanned event.COO DDN• Corporate Officer• P&L responsibility for 98% business (Operations, Logistics, Order to Cash)• Client base of 90+ clients• Responsible for 300+ employees at three locations (WI, TN and CA)• Developed and implemented business continuity plan and disaster recovery planManagement Consulting for Business Resiliency (2013). Business resiliency is planning for unseen events and having prepared plans for continuity of operations and systems disaster recovery.Education: BS Fairfield University