About
Bringing two decades of impactful Technology Leadership, I guide organizations through…
Articles by Rob
Contributions
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Your executive team’s communication skills are holding you back. How can you improve them?
Making the transition to the executive ranks requires the ability to communicate effectively and authentically and like most skills, it requires training and repetition. One approach that has been successful for myself and my team in the past was to hire a trainer and coach and elevate our skills together as part of our professional development. This was received positively because most people, if they are honest, will acknowledge that they/we can always use opportunities to practice communicating. The military, or at least the US Army in my case, does an exceptional job at developing leaders, to include practicing executive written and verbal communication. There is no better teacher than receiving un-varnished feedback from your peers!
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How can you build a strong leadership team in the tech industry?
Our world today is very much a “self-centered” one – one that rewards and elevates individuals based on the amount of “likes” or followers they have and not on their ability to contribute effectively to a team or community and unfortunately the corporate environment is not much different. Your leadership team should be continuously viewed, developed and evaluated as a collective, the same way you view, develop and evaluate the individuals in the organization. There are numerous resources devoted to the development and productivity of teams and one that I recommend and have used several times is “The Five Dysfunctions of a Team” by Patrick Lencioni. There is an assessment included in the book that will get you started!
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What are the top 3 fintech skills for executive management?
Clearly all three skills are important for executives in FinTech, but not at all equally important. Literacy and innovation are undoubtedly critical components of our toolkit, along with other leadership skills, but none of those skills are put to full effect without strategy. Combining my military and corporate experience here, no competent leader would ever commit or engage their organization without first having a well thought through strategy. This strategy then provides the overarching framework which guides, among other things; decision-making, stakeholder communication, resource allocation, and market differentiation, as well as identifies and mitigates risks and ultimately ensuring the sustained success of the organization overall.
Activity
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For all those fellow service members, no matter your component, know that you are respected, valued and loved for what you and your families…
For all those fellow service members, no matter your component, know that you are respected, valued and loved for what you and your families…
Shared by Rob Lawrence, MBA
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What an amazing night in NYC being surrounded by so many incredibly smart and talented female leaders! It was an honor to see Jill Castilla be…
What an amazing night in NYC being surrounded by so many incredibly smart and talented female leaders! It was an honor to see Jill Castilla be…
Liked by Rob Lawrence, MBA
Experience
Education
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Yale School of Management
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In an age where people are more socially aware, it’s no longer good enough for a business to just be successful. A recent study by Edelman revealed that, when it comes to trusting a company, ethical drivers are three times more important than competence.
The Yale School of Management aims to educate leaders not just for business, but for the good of society as a whole. Its mission is to find individuals who care about current social and economic concerns facing the world, and equip them…In an age where people are more socially aware, it’s no longer good enough for a business to just be successful. A recent study by Edelman revealed that, when it comes to trusting a company, ethical drivers are three times more important than competence.
The Yale School of Management aims to educate leaders not just for business, but for the good of society as a whole. Its mission is to find individuals who care about current social and economic concerns facing the world, and equip them with the knowledge and tools needed to pursue positive and ambitious change in their organizations.
The Values-Based Leadership online program from the Yale School of Management Executive Education aligns with this mission by equipping its participants with the skills needed to implement ethical practices in business. The program explores a range of ethical dilemmas in the workplace and how to overcome them. -
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The Homeland Protection mission supports the nation’s security by innovating technology and architectures to help prevent terrorist attacks within the United States, to reduce the vulnerability of the nation to terrorism, to minimize the damage from terrorist attacks, and to facilitate recovery from either man-made or natural disasters. The broad sponsorship for this mission area spans the Department of Defense, the Department of Homeland Security (DHS ), and other federal, state, and local…
The Homeland Protection mission supports the nation’s security by innovating technology and architectures to help prevent terrorist attacks within the United States, to reduce the vulnerability of the nation to terrorism, to minimize the damage from terrorist attacks, and to facilitate recovery from either man-made or natural disasters. The broad sponsorship for this mission area spans the Department of Defense, the Department of Homeland Security (DHS ), and other federal, state, and local entities. Recent efforts include architecture studies for the defense of civilians and facilities, new microfluidic technologies for DNA assembly and transformation and for gene synthesis, improvement of the Enhanced Regional Situation Awareness system for the National Capital Region, the assessment of technologies for border and maritime security, and the development of architectures and systems for disaster response.
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The Keystone Course educates Command Senior Enlisted Leaders (CSELs) currently serving in or slated to serve in a general or flag officer level joint headquarters or Service headquarters that could be assigned as a joint task force. CSELs will get an opportunity to visit, receive briefings, interact, and become thoroughly familiar with operations at the National Defense University, The Joint Operation Module (JOM) at JFCOM, and possibly JTF-GTMO, JIATF-S, SOCOM, CENTCOM, NORTHCOM, STRATCOM and…
The Keystone Course educates Command Senior Enlisted Leaders (CSELs) currently serving in or slated to serve in a general or flag officer level joint headquarters or Service headquarters that could be assigned as a joint task force. CSELs will get an opportunity to visit, receive briefings, interact, and become thoroughly familiar with operations at the National Defense University, The Joint Operation Module (JOM) at JFCOM, and possibly JTF-GTMO, JIATF-S, SOCOM, CENTCOM, NORTHCOM, STRATCOM and TRANSCOM.
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Activities and Societies: Class Leader/ Division Commander - Resource Management Division.
Division (class) Leader
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Licenses & Certifications
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Values-Based Leadership
Yale School of Management Executive Education
Volunteer Experience
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Board Member
Employer Support of the Guard & Reserve (ESGR)
- Present 1 year 2 months
i18n_veterans
ESGR, a Department of Defense office, was established in 1972 to promote cooperation and understanding between Reserve Component Service members and their civilian employers and to assist in the resolution of conflicts arising from an employee's military commitment. ESGR is supported by a network of nearly 2,300 volunteers in 54 committees located across all 50 states, the District of Columbia, Guam-CNMI (Commonwealth of the Northern Mariana Islands), Puerto Rico, and the U.S. Virgin Islands…
ESGR, a Department of Defense office, was established in 1972 to promote cooperation and understanding between Reserve Component Service members and their civilian employers and to assist in the resolution of conflicts arising from an employee's military commitment. ESGR is supported by a network of nearly 2,300 volunteers in 54 committees located across all 50 states, the District of Columbia, Guam-CNMI (Commonwealth of the Northern Mariana Islands), Puerto Rico, and the U.S. Virgin Islands. Volunteers, hailing from small business and industry, government, education, and prior military service bring a vast wealth of experience to assist in serving employers, Service members, and their families. Together with Headquarters ESGR staff and a small cadre of support staff for each State Committee, volunteers work to promote and enhance employer support for military service in the Guard and Reserve.
https://www.esgr.mil/About-ESGR/Leadership -
Board Member
Hagar USA
- Present 1 year 6 months
Human Rights
https://hagarusa.org/donate/
Hagar Is an International Non-Profit Organization on a Mission to Restore Life and Dignity for Survivors and Prevent Exploitation and Abuse.
Our global programs are led by skilled local teams and deliver holistic survivor care and trafficking prevention efforts.
Hagar USA is a registered 501(C)3 not-for-profit that raises awareness and support for Hagar’s programs around the world.
https://hagarusa.org/donate/ -
Florida Military Outreach Director
Employer Support of the Guard & Reserve (ESGR)
- Present 2 years 11 months
i18n_veterans
The Military Outreach function of the Employer Support of the Guard and Reserve seeks to Inform and educate members of the Guard and Reserve regarding their employment rights and responsibilities under USERRA. Members of the Guard and Reserve and their civilian employers form an alliance essential to the security of our Nation. These brave men and women perform critical roles in disaster relief efforts at home and abroad and continue to serve around the world to ensure our freedom.
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Command Senior Enlisted Leader
US Army
- 6 years 10 months
As the most senior enlisted member and leader of the organization, served as the principal advisor to The Adjutant General of Colorado. Supported and advised The Adjutant General on issues impacting the Colorado National Guard’s primary missions of National Defense and state emergency response.
• Oversaw enlisted leader development and the well-being, mentoring and monitoring of more than 5,500 soldiers, airmen, and their families.
• Served as key contributor to international…As the most senior enlisted member and leader of the organization, served as the principal advisor to The Adjutant General of Colorado. Supported and advised The Adjutant General on issues impacting the Colorado National Guard’s primary missions of National Defense and state emergency response.
• Oversaw enlisted leader development and the well-being, mentoring and monitoring of more than 5,500 soldiers, airmen, and their families.
• Served as key contributor to international partners of Jordan and Slovenia on armed forces development and deployment. Worked at the most senior levels in the United States as well as the partner countries and embassies.
• Highly decorated for service around the globe including multiple deployments as well as numerous emergency service responses to the state of Colorado.
Specialties:
Global Operations, Budget Planning and Management, Team Building & Leadership, Military Leadership, TS Security Clearance, Continuous Process Improvement, Strategic Planning, Program Management, Labor Relations, Risk Management, Performance Management, Succession Planning -
Volunteer
Employer Support of the Guard & Reserve (ESGR)
- Present 16 years 1 month
i18n_veterans
ESGR facilitates and promotes a cooperative culture of employer support for National Guard and Reserve service by developing and advocating mutually beneficial initiatives; recognizing outstanding employer support; increasing awareness of applicable laws and policies; resolving potential conflicts between employers and their service members; and acting as the employers’ principal advocate within DoD.
Paramount to ESGR's mission is encouraging employment of Guardsmen and Reservists who bring…ESGR facilitates and promotes a cooperative culture of employer support for National Guard and Reserve service by developing and advocating mutually beneficial initiatives; recognizing outstanding employer support; increasing awareness of applicable laws and policies; resolving potential conflicts between employers and their service members; and acting as the employers’ principal advocate within DoD.
Paramount to ESGR's mission is encouraging employment of Guardsmen and Reservists who bring integrity, global perspective and proven leadership to the civilian workforce. -
Minnesota Employer Outreach Director
Employer Support of the Guard & Reserve (ESGR)
- 2 years
ESGR facilitates and promotes a cooperative culture of employer support for National Guard and Reserve service by developing and advocating mutually beneficial initiatives; recognizing outstanding employer support; increasing awareness of applicable laws and policies; resolving potential conflicts between employers and their service members; and acting as the employers’ principal advocate within DoD.
Paramount to ESGR's mission is encouraging employment of Guardsmen and Reservists who bring…ESGR facilitates and promotes a cooperative culture of employer support for National Guard and Reserve service by developing and advocating mutually beneficial initiatives; recognizing outstanding employer support; increasing awareness of applicable laws and policies; resolving potential conflicts between employers and their service members; and acting as the employers’ principal advocate within DoD.
Paramount to ESGR's mission is encouraging employment of Guardsmen and Reservists who bring integrity, global perspective and proven leadership to the civilian workforce. -
President, Board of Directors and Executive Council
NATIONAL GUARD ASSOCIATION OF COLORADO
- 6 years 1 month
In this role, Mr. Lawrence led support staff, the Board of Directors and the Executive council in the work and mission of the National Guard Association of Colorado. As President, Mr. Lawrence provided strategic and tactical direction, based on National and local stakeholder input, to elected and volunteer board members and constituents.
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Board Member
Association of the United States Army
- 5 years 1 month
The Denver Centennial Chapter of AUSA develops programs and activities that provide community support for America's Army through individual and corporate members. We serve as the liaison between the Army and local civilian communities. We help educate the public about the needs for a strong national defense and the Army.
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Colorado Military Outreach Director
Employer support of the Guard and Reserve
- 3 years 10 months
ESGR facilitates and promotes a cooperative culture of employer support for National Guard and Reserve service by developing and advocating mutually beneficial initiatives; recognizing outstanding employer support; increasing awareness of applicable laws and policies; resolving potential conflicts between employers and their service members; and acting as the employers’ principal advocate within DoD.
Paramount to ESGR's mission is encouraging employment of Guardsmen and Reservists who bring…ESGR facilitates and promotes a cooperative culture of employer support for National Guard and Reserve service by developing and advocating mutually beneficial initiatives; recognizing outstanding employer support; increasing awareness of applicable laws and policies; resolving potential conflicts between employers and their service members; and acting as the employers’ principal advocate within DoD.
Paramount to ESGR's mission is encouraging employment of Guardsmen and Reservists who bring integrity, global perspective and proven leadership to the civilian workforce.
Honors & Awards
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Keynote Speaker: Data Center Upgrades: Real World Best Practices for Improving Efficiency without Downtime
7x24 Exchange
http://conferences.7x24exchange.org/fall2016/rob-lawrence-vice-president-moneygram/
Keynote: Data Center Upgrades: Real World Best Practices for Improving Efficiency without Downtime
Many of the data centers built in the 1990s have reached a point where technology and data demands have exceeded functionality and effectiveness. Once state-of the-art data centers are now unable to support the reliability requirement demanded by the new business needs and level of growth companies…http://conferences.7x24exchange.org/fall2016/rob-lawrence-vice-president-moneygram/
Keynote: Data Center Upgrades: Real World Best Practices for Improving Efficiency without Downtime
Many of the data centers built in the 1990s have reached a point where technology and data demands have exceeded functionality and effectiveness. Once state-of the-art data centers are now unable to support the reliability requirement demanded by the new business needs and level of growth companies forecast. As a result, companies are moving to colocation facilities, building new data centers or upgrading their existing facilities. In 2014, MoneyGram sought to strengthen its electrical and mechanical data center infrastructure and convert their 27 year old infrastructure into concurrently maintainable, dual path topology. The goal of the project was to ensure uninterrupted service to the company’s millions of customers worldwide in 357,000 locations across 200 countries and territories. A critical element for project success was project implementation without interruption to data processing throughout construction; all execution (IT, facilities, server, network, storage) was undertaken during five predetermined maintenance “work windows.” In this session, we’ll explore the project from both the design (facilities supporting concurrent maintainability) and implementation process to coordinate proper cooling for high-density compute equipment.
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