Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Crisis Management in Action (Part 1 of 2)
Bob Weinstein is a journalist who covers technology, project management, the workplace and career development.
Andrew Boyarsky has had some interesting projects during his career. For excitement, responsibility and danger, it was hard to top his PM job in 1994 when he worked for the Catholic Relief Services in Yugoslavia (then the Federal Republic of Yugoslavia). One of Boyarsky’s project goals was to transport medical supplies to thousands of refugees scattered throughout the war-torn country (see our story Trial by Fire: Communicating in a Crisis from April 17, 2006).
On the responsibility scale, his present job tops his Yugoslavian assignment. When New York City’s Coastal Storm Emergency Sheltering Program got under way in Feb. 2007 at the City University of New York’s School of Professional Studies, Boyarsky was hired as project director. Now he’s saddled with the overwhelming burden of forging and managing a multimillion-dollar program that could save millions of lives and shelter thousands of people.
There was no shortage of candidates who applied for the project director job, but CUNY’s decision-makers didn’t have to agonize about their decision. They wanted someone who understood emergency management systems and knew how to distribute food and medical aid to populations up to and exceeding a million. More importantly, they also wanted someone who had real-world experience actually running such a program. Hands down, Boyarsky…
Please log in or sign up below to read the rest of the article.
ADVERTISEMENTS
|
"Being powerful is like being a lady. If you have to tell people you are, you aren't." - Margaret Thatcher |