Strategy & Risk

This section brings together projects where I explored how organizations respond to uncertainty, competition, disruption, and large-scale external pressures. These projects helped me understand that strategy is rarely just about growth or market positioning in isolation; it also involves risk, resilience, trade-offs, and the ability to make decisions under incomplete information.

The projects in this category focus on different types of strategic and risk-related problems. Some examine competitive strategy and industry dynamics, while others explore crisis response, vulnerability, and the wider systems that shape how organizations or societies perform under stress.

The Haiti 2010 Crisis Management Analysis focused on how environmental vulnerability, weak institutions, poor coordination, and governance failures combined to worsen the impact of a major disaster. This project deepened my interest in crisis management by showing how risk is often produced by systems and structures, not just by the triggering event itself.

The NVIDIA Strategic Analysis and Alphabet Scenario Planning projects focused on the strategic challenges facing firms operating in fast-changing and highly competitive environments. They allowed me to explore macro-environmental change, competitive positioning, technological disruption, geopolitical risk, and long-term strategic uncertainty.

Together, these projects represent the kind of work I am most interested in developing further: research and analysis that connect strategy, crisis thinking, uncertainty, and decision-making in complex environments.