Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk...

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Correla’on of Enterprise Risk Management on Performance Presented By: Timothy J. Corbe=, BSRM, MSM, CERG, LEED GA SmartRisk, Founder and President [email protected]

Transcript of Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk...

Page 1: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Correla'on  of  Enterprise  Risk  Management  on  Performance    

 

Presented  By:    

Timothy  J.  Corbe=,  BSRM,  MSM,  CERG,  LEED  GA  SmartRisk,  Founder  and  President  

 [email protected]  

       

Page 2: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

   

 improve  performance  and  profitability  through  firm  

specific  risk  management  solu5ons      

         

 

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Agenda  

•  Defining  Risk  Management  •  Claim  Trends  &  Causes  •  Impacts  on  Performance  •  Claim  Data  •  Enterprise  Risk  Management  Categories  •  SR  Risk  Profile  –  CharacterisLcs  of  Higher  Performers  

•  Premium,  Claims  &  Profitability  

Page 4: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Purpose  of  Risk  Management  

•  What  is  its  purpose?  •  MiLgate  claims,  liLgaLon  •  Broader  purpose?    •  Improve  overall  performance  for  an  organizaLon,  projects  

•  Can  risk  management  efforts  be  quan5fied?        

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Risk,  Performance  &  Profitability  

•  Is  there  a  correla'on  between  performance,    profitability  and  risk?    

 •  Is  all  depends  on  how  risk  management  is  defined,  and  implemented  within  an  organizaLon.      

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Risk  Management  ResponsibiliLes  

 •  Who  has  responsibility  for  Risk  Management  in  your  firm?    

•  84%  CEO,  President,  Principal,  COO,  CFO  

•  9%  In-­‐house  Counsel  •  5%  Risk  Manager  Consultant  

•  2%  Other     ACEC  Member  Firm  Survey  

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Risk  Management      Common  Responses:      

–  “We  use  contracts  and  have  insurance,  that’s  all  we  need.”    

–  “We  haven’t  had  a  claim,  so  why  do  we  need  to  make  any  changes?”  

–  “We  did  nothing  wrong,  and  we  are  involved  in  a  lawsuit”    

•  Only  taken  seriously  aZer  they  run  into  trouble  

•  Not  something  learned  in  school  •  What  I  call  -­‐  Bap5sm  by  fire  

Page 8: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Limited  Risk  Management    When  risk  manage  focuses  primarily  on:      •  Contracts  •  Insurance  

Similar  to  a  physical  examinaLon  only  checking:    •  Heart  rate    •  Blood  pressure  

Page 9: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  -­‐  Impact  on  Project  &  Firm  Performance    

•  Disputes  •  Claims  and  li<ga<on  •  Project  delays  •  Cost  overruns  •  Change  orders  •  Scope  creep  •  Loss  revenue  •  Reputa<on  •  Future  business  opportuni<es  

•  BoCom  line  

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Industry  Analysis,    Trends  and  Data  

•  30  years  -­‐  design,  construcLon,  insurance    

•  250,000  claims  and  growing  •  Architect,  engineers,  construcLon  

professional  surveys  •  Professional  associa<ons  •  Law  firms  surveys  •  Insurance  carriers  surveys  •  Project  Owners  •  White  Papers    •  Best  PracLces  •  SR  Risk  Profiles  (risk  assessments)  

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Root  Causes  of  Claims  75%:  Project  Owners  75  -­‐  80%:  Non-­‐technical,  business  pracLces                                      But...has  changed  in  recent  years    Root  Causes    •  33%    

•  CommunicaLon/documentaLon  •  Reviews,  approvals,  progress,  changes  

•  29%  •  Project  Team  CapabiliLes  •  Project  manager  •  Schedule  •  Work  quality  

•  22%  •  Contract  terms  •  AdministraLon,  billing,  invoicing  •  Poor  scope  of  services  

•  16%  •  Project  &  Client  SelecLon  •  Project  knowledge,  service  •  Claim  history;  claims,  payment  of  services    

NOTE:  Technical  claims  on  the  rise:  lack  of  technical  qualified  peer  reviews/approvals    

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ConstrucLon  Spending  

Troubled  Period    

2018  -­‐  5%  overall  outlook  Residen5al  -­‐  6%  Single-­‐family  –  9%    Ins5tu5onal  Educa5on  –  6%  Commercial/Office  –  6%  Non-­‐residen5al  –  4%  Non-­‐building  –  4%  

Page 13: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

 Rise  in  Technical  Errors  and    

Omission  Claims?      

81%  -­‐  Yes  Causes:    24%  -­‐    Reduced  scope  and  compressed  schedules  14%  -­‐  Inexperienced  project  managers  (PM)    14%  -­‐  Lack  of  risk  management  practices,            training  

11%  -­‐  Lack  of  adequate  staff    9%  -­‐        Lack  of  senior  management  staff    

   Source:  SmartRisk  Law  Firm  Survey    

Page 14: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

ACEC  Member  Firm  Survey    Causes  of  Claims  Comparison  

2016  57%  Technical  error  or  omission  42%  Communica5on  15%  Contract  16%  Project  management  13%  Client  selecLon  15%  Scope  of  work    

2008  25%  Technical  error  or  omission  32%  Communica5on  15%  Contract  14%  Project  management  13%  Client  selecLon  

 

Source:  ACEC  Member  Firm  Surveys   325  -­‐  390  firms    

Page 15: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Major  Causes  of  Professional  Claims  57%  -­‐  Technical  Claim  –  technical  error  or  omission                              when  rendering  professional  services,  QA/QC,  staffing,                            inexperience,  peer  reviews    42%  -­‐  Incomplete  communica5on  &  documenta5on  -­‐                                          changes,  unanLcipated  site  condiLons,  conflicts,  team                              not  aware  of  scope,  reviews,  approvals,  status  reports    15%  -­‐  Contract/Scope  -­‐  incomplete  scope,  changes  and  reduced                            scope,  poorly  wri8en,  no  signed  contract  16%  -­‐  Project  Management  –  inexperience,  training,                                inadequate  human,  technical  resources,  budget,  schedule  13%  -­‐  Client/Project  Selec5on  –  QBS  vs  cost  proposal,                            project  knowledge,  knowledge  of  service,  financial    

                     capability  Note:  More  than  one  cause  is  idenLfied          

Page 16: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Difficulty  Finding  Qualified  Staff?    

87%  -­‐  Difficult  <me  filling  posi<ons  

Page 17: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Employment  –  Uphill  Climb  •  Lowest  unemployment  

rate  in  17  years  •  80%  of  companies  will  

hire  college  grads.    –  40%  increase  starLng  salaries.    

–  13%  offer  signing  bonuses  

–  21%  performance  bonuses  

•  Average  Salary  –  $66.5  K  bachelors  –  $75.5  K  masters    

Source:  NaLonal  AssociaLon  of  Colleges  and  Employers  

Becomes  Even  More  Challenging  

Page 18: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Increase  in  Construction    Defect  Claims?      

82%  -­‐  Yes  Causes  20%    Contractors  selected  driven  by  fees,  lack  of  QBS  12%  Lack  of  qualiBied  subcontractors  10%  InsufBicient  number  of  staff,  qualiBied  skilled  labor  10%    Shortcuts  made  by  contractors  to  the  construction                    process,  and/or  product  installation  

10%    Low  bid  to  obtain  work  7%            Inexperience  of  contractors  for  project  type  5%              Submit  change  orders  to  obtain  additional                              revenue    

Source:  SmartRisk  Law  Firm  Survey    

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Top  Business  Concerns  

1.  Profitability  2.  Qualified  Staff,  PM  Skills  3.  NegoLaLng  Fees  4.  CompeLng  EffecLvely  5.  Managing  Rising  Costs  6.  IdenLfying  New  Clients  7.  Ownership  transiLon  8.  Unpredictable  Economy  9.  Building  Material  Costs  10. Finding  Qualify  

Contractors        

Page 20: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Profitability for A/E Firms

50% 12%

50%:<10%  28%:10-­‐14%  12%:  15-­‐24%  7%:  >25%  

Page 21: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

   

Enterprise  Risk    Management  Categories  

Project  Team  

SelecLon  

Insurance  

Experience    Staffing  

Billing  and  Invoicing  

Project  &  Client  SelecLon  

Risk  Management  

Culture  

Project  Closeout  

Contract  Agreements  

Quality  Assurance  Quality  Control  

CommunicaLon  DocumentaLon  

Training  

Enterprise  Wide  Risk  Management  

Page 22: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Enterprise  Risk  Assessment  -­‐      SR  Risk  Profile        

     Risk  &  Prac'ce  Management  Analysis        

–  Experience  &  Staffing  –  Training  –  Project  &  Client  –  Project  Team  –  Instruments  of  Service  –  CommunicaLon  and  DocumentaLon  –  Contracts  –  Billing  &  Invoicing  –  Project  Closeout  –  Risk  Management  Culture  –  Claims  –  Profitability      

Firm  Specific  Report  &  Risk  Profile      

•  Firm  Specific  SR  Risk  Profile  Report  •  Performance  and  Risk  RecommendaLons  •  Risk  Management  AcLon  Plan  •  CerLficate  of  CompleLon      

 

Page 23: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Lower  Risk  Higher  Performers  

•  Experience  &  Staffing.........  •  Training..............................  •  Project  &  Client..................  •  Project  Team......................  •  Instruments  of  Service.......  •  CommunicaLon  and  

DocumentaLon..................  •  Contracts............................  •  Billing  &  Invoicing...............  •  Project  Closeout.................  •  Risk  Management  Culture..  

•  Profitability?  •  Claims?......in  a  moment    

80-­‐100%  

Page 24: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Lower  Risk  Higher  Performers  

Today  Leaders    •  Past  -­‐  Principals,  Project  Managers  (PM)  -­‐  selected  based  

predominately  on  technical  skills      •  Today’s  liLgious  climate  -­‐  Clients  demand  higher  levels  of  

responsibility,  firms  forced  to  take  on  more  risk  

•  Constant  pressures  on  quality,  scope,  schedule  and  fees  

•  PotenLal  for  error  or  claim  dramaLcally  increased  –  placing  addiLonal  focus  on  risk  vs.  reward  strategy    

Page 25: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Skill  Set  Needed  Today    •  Effec5ve  business,  risk  management  skills  are  required  to  

successful  in  today’s  environment.  

•  Increasing  li5ga5on,  cost  overruns,  disputes  between  parLes  creates  a  climate  of  poor  coordina5on  resulLng  in  weak  project  performance.    

•  Strong  management  with  effecLve  skill  set  increase  project  performance,  profitability,  client  sa5sfac5on,  and  reduced  risk.    

•  Two  (2)  Prime  ObjecLves:  –  1.  MeeLng  client  objec5ves  –  2.  Making  a  profit  for  the  firm    

Page 26: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Staffing  Matching  Values  and  Culture    

•  Maintain  core  intelligence  •  Compensate  performance,  not  just  

seniority  •  Casual  employment  for  reLrees  •  Paid  Interns  –  Junior  Senior  year  •  Technical  and  emoLonal  intelligence    

 Staffing  Levels  

•  12%:  Principals/Partners  •  27%:  Technical  Management  Staff  •  33%:  Technical  Staff  •  15%:  AdministraLon  •  13%:  Other      

 New  Segments  

•  New  services/project  segments,  hired  talent  

•  Increase  bench  strength,  opportuniLes  •  Target  key  players,  (underperforming  

firms),  improving  market  posiLon    

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Risk  Profile  -­‐  Projects  &  Clients  SelecLon  Fits  Business  Model  &  Exper'se  

•  Client  Upfront  Due  Diligence  –  Project  Complexity  –  Client  Experience/Knowledge  –  Budget/Schedule  –  Claim  History  –  Financial  Capability  –  Project  Team  SelecLon  (QBS)  

•  Market  &  Sell  Your  Sweet  Spot  –  Research  and  Target  

 •  Expanding  New  Regions/Markets  

–  Acquire  the  exper'se  –  Requirements  to  be  successful  –  Resources,  challenges,  risk  

•  Know  the  Compe''on  –  Changes  to  obtain  work,  upfront  costs  

NOTE:  Up-­‐front  analysis  is  essen'al    

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 Proposal  &  Contract  

Risk  Profile      

Objec've:      We  are  the  Firm  for  You!  This  is  Why    

–  Value  we  Bring  –  Understand  Obstacles,  Challenges,  Risks    –  Personnel,  Processes,  Management  

Segng  &  Managing  Expecta'ons  –  Fair  and  Balanced  Contract  –  Push-­‐back  on  Unfavorable,  Uninsurable  Provisions  

 Cri'cal:    

Do  not  Use  Template  Scopes  –  Accurate  DefiniLon  of  Scope,  ObjecLves,  Services  &  Fees  –  Clearly  Defined  Budget  &  Schedule    –  Project  Management  Processes  –  Outlined  Account  Receivable  Process  

 Key  Areas:    •  Project  Manager  (PM)  Involvement  •  Warranty  &  Guarantees  •  LimitaLon  of  Liability  (LOL)  •  IndemnificaLon  •  TerminaLon  and  Suspension  •  Dispute  ResoluLon  –  Nego5a5on  First  Step    

Page 29: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Client  CommunicaLon  Plan  

•  Client  relaLonships  will  thrive  or  die  based  on  project  communica'on  (don’t  let  them  feel  ignored)  

•  Develop  Client  CommunicaLon  Plan  with  Client,  Senior  Management,  Project  PM  and  project  team  

 –  CommunicaLon  Element  (kickoff,  project  phase,  change  in  condi<ons,  

scope,  errors,  senior  management  involvement,  etc.)  –  ParLcipants  –  Frequency  –  Media  –  Sexng  

 •  Adjust  based  on  client  preferences  (wri8en,  face-­‐to-­‐face,  email,  website  

management  program,  etc.)      

Page 30: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Instruments  of  Service  Quality  Management  

•  Experience  &  Resources:  ü Sufficient  staffing/right  personnel,  team  of  consultants  

•  Clear  Objec'ves  ü Specific  tasks,  deliverables  at  each  phase  

•  Standardized  Process  (QA/QC  Plan)  ü CoordinaLon  &  review  of  design  documents  

•  On-­‐Going  Peer  Reviews  ü Daily  by  team  leaders  and  weekly  team  meeLngs  

•  Produc'vity  increases  as  Quality  improves  ü Less  rework  

•  Increases  project  success  and  client  sa'sfac'on    

Page 31: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Training  Programs  Well  Beyond  Technical  Topics  •  Investment,  topics  solving  key  business  issues,  

ideas,  growth  •  Market  Changes  –  Challenges,  Rethinking,  

Behavior  ModificaLon,  Structure  •  Technical,  Non-­‐technical  topics  Essen'al      

ü Business  Prac5ces  ü Risk  Management  ü Project  Management  (PM)  

•  Analysis  of  Industry,  Claims,  LiLgaLon  •  Mentor  Programs  •  Upon  Comple'on  of  Training:    

ü  Implement  Learned  Skills  into  Firm’s  PracLces,  Procedures  and  Culture      

 

Page 32: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Client  SaLsfacLon  &    Close  Out  

 Client  and  Team  Mee'ngs:    •  Contract  Terms:  Scope,  Services,  Schedule,  Budget  •  Challenges,  Obstacles  &  SoluLons  

Client  Sa'sfac'on  Survey  (50%  &  Comple<on):    

•  Integrity        •  Technical  Ability    •  Value                    •  Project  Team        •  Budget        •  Work  Quality          •  CommunicaLon      •  Schedule      •  Project  Manager        •  AdministraLon      •  Project  Management        

Project  Team  Post  Mee'ng  •  Lessons  Learned      •  Project  File  

•  Last  Impression  on  Project  -­‐  Finish  Strong      

Future  Project  Opportuni'es?    

Page 33: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  -­‐  Premium  and  Claims  Premium  as  a  Percentage  of  Gross  Annual  Revenue      

 

•  1.72%  for  all  firm  *      

•  .75%  for  higher  performers  

Number  of  Claims  Made  Against  the  Firm  

•  34%  with  1  or  more  claims  filed*  

•  18%  with  1  or  more  for  higher  performers  

Page 34: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Risk  Profile  –  Enterprise  Wide  Risk  Management  and  profitability    

 

High  Performers   All  Other  Firms  

30%    25%    20%    15%    10%    5%    0%        

 12-­‐  15%  15-­‐25%  or  greater  

 

     50%  Avg  8.7%  

Effec5ve  Enterprise  Risk  Management  

Programs    Profitability    15%  -­‐  >25%  

 Average  

Profitability  20%              

Page 35: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Profitability  vs.  Losses      

Performance   Profitability  

Risk  Management  

You  Cannot  Have  Strong  Performance  &  Profitability  Without  Solid  Risk  Management  Prac'ces  

Every  Decision  -­‐  Poten'al  Risk.    Decisions  Impacts  Performance  &    Profitability    Effects  Financial  Health  &  Viability    Professional  Reputa'on  

Page 36: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Closing  Statements    

 Enterprise  Risk  Management    

–  Risk  Management  –  much  more  than  contracts  and  insurance  

•  Impacts  every  business  unit,  opera5on  •  EssenLal  firms  implement  methods,  

processes,  prac5ces  for  effecLve  risk  management  strategies.  

•  Natural  fallout  –  Improved  performance  –  Profitability  –  Client  sa<sfac<on  –  Fewer  claims  –  Lower  insurance  costs  

Look  Closer  at  Your  Program  

Page 37: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

Copyrights  &  Legal  Disclaimer  This   PresentaLon   is   a   protected   by   U.S.   and  InternaLonal   Copyright   laws.   The   reuse,   duplicaLon  or   reproducLon   in   part,   or   in   whole,   is   prohibited  without  the  wri8en  approval  of  SmartRisk.    

     

       This  material  is  intended  for  informaLonal  purposes  on   the   subject   and   should   not   be   taken   as   legal  advice.   Please   consult   appropriate   advisors   for  guidance  applicable  to  your  individual  circumstances  and/or  state  requirements.  

 

Page 38: Correla’on)of)Enterprise)Risk Management)on)Performance) · Correla’on)of)Enterprise)Risk Management)on)Performance)! Presented!By:!! Timothy)J.)Corbe=,)BSRM,)MSM,)CERG,)LEED)GA

   

Thank  You        

Timothy  J.  Corbe=,  BSRM,  MSM,  CERG,  LEED  GA                                

 Founder  and  President  SmartRisk            

[email protected]  www.smartrisk.biz  

                         

                       


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