Sean Conner

MeasuredRisk

Chief of Staff

General Advisor

Operation 620

Chief Deputy Director

Deputy Director

Various Companies

Engagements:
• Fundraising Advisor | Botany.io -  Seattle (2021)
• New Product Lines | Fling: Intelligent Solutions for Digital Transformation - Bangkok (2021)
• Product Manager | TaskWorld, Inc. - Bangkok (2020)
• General Partner | Servamps, Ltd. - London (2019)
• Special Projects | PolySwarm Technologies, Inc. - Palo Alto (2018)
• General Manager | 8 Decimal Capital - Palo Alto (2017)
• Product Research | Shift Labs - Seattle (2016)
• Technical Due Diligence | Vulcan, Inc. - Seattle (2015)

Consultant

Parcel Forecast

• Developed environmental data report generating platform

Technical Co-Founder

Ionographics Research Inc

• Prototyped novel electro-chemical based 3D printer

Product Owner

OdorBliss Inc

• Developed novel odorless litter box for cats

Founder

Schlumberger

Integrated Project Management (IPM) Trainee

University of Washington

Network Systems Administrator

I help CEOs achieve their strategic goals. I bring a blend of skills and competencies in behavioral economics, cultural development, team-of-teams, strategy-of-strategy, and much much more!

Most recently, I was the Chief of Staff at MeasuredRisk, a leading cybersecurity company, where I supported the CEO and the executive team in managing cross-functional projects, driving organizational growth, and fostering a collaborative and inclusive culture. I also served as a General Advisor at MeasuredRisk and Operation 620, a high-pressure NGO that aims to end human trafficking, where I provided strategic guidance, mentorship, and innovation to both organizations. I am passionate about product innovation and social impact, and I am always looking for ways to empower others and challenge the status quo. I am ready to take on any challenge and help your organization reach new heights. Let's do this!

Product Manager

MeasuredRisk Founder, CEO. AI Pioneer. Futurist. Divergent Thinker. SCRM / TPRM / Cybersecurity Solutions Architect.

I help organizations see what’s really happening inside their supply chains.As Founder of the Institute for Supply Chain Risk (ISCR) and CEO of MeasuredRisk, my work centers on a simple idea:modern enterprises need real-time visibility into third-party exposure—not static questionnaires or after-the-fact audits.ISCR defines the standards, certifications, and governance models that show what “good” looks like in supply chain risk.MeasuredRisk operationalizes those standards with predictive intelligence that highlights volatility, restricted-entity exposure, vendor integrity issues, and emerging geopolitical risk before it becomes disruption.ISCR operates as a vendor-neutral institute focused on professional standards and competence; MeasuredRisk is one of many commercial tools organizations may use to operationalize risk decisions.In practice, this means I help leaders:	•	Move from reactive firefighting to proactive risk                governance	•	Translate regulatory + customer expectations into                measurable readiness	•	Prove supply chain integrity with defensible, data-               driven evidenceIf your board, customers, or regulators are asking harder questions than your spreadsheets can answer, this is the work I do.

Tom Albert

The supply chain risk skills gap is larger than people realize.

I’ve spent a decade in and around supply chain risk and one truth keeps showing up:

The world is more fragile than our talent pipelines.

60M+ people work in supply chain.
Maybe 120K have formal risk training.

In a 2026 world of Red Sea detours, Panama Canal constraints, forced-labor enforcement, and new EU due-diligence rules… that gap is not sustainable.

I put together a 7-slide breakdown of where we are, and why we founded the Institute for Supply Chain Risk (ISCR).

📊 Swipe the carousel and tell me what you’re seeing on your side.

If your team, your suppliers, or your organization needs deeper risk capability, ISCR is here to help.

https://lnkd.in/exxnS28J

#SupplyChainRisk #SupplyChain #RiskManagement 
#SCRM #ISCR

Chairman & Executive Director, Institute for Supply Chain Risk | Founder & CEO, MeasuredRisk | Standards & Governance ​

State of Supply Chain Risk 2026

What if the biggest threat to your supply chain isn't logistics, but geopolitics? Most businesses are missing this crucial link, leaving them exposed.

I've been watching the gap widen for years.

60 million supply chain professionals exist globally. Only 124,000 have specialized training in supply chain risk management.

That's a 0.2% competence rate in a field where geopolitical volatility determines survival.

The problem isn't awareness. Supply chain risk is already a boardroom topic. The problem is capability.

Most professionals can flag risks. Few can integrate cyber, ESG, and geopolitical factors into defensible decision frameworks. Even fewer can translate operational exposure into board-level language that withstands institutional scrutiny.

The global supply chain ecosystem is interconnected and geographically dispersed. Risk propagates across boundaries that siloed expertise can't see.

You can't manage what you don't understand. And you can't defend decisions you can't articulate under pressure.

This is why professional standards matter. Not as bureaucratic checkboxes. As the substrate that enables competent judgment at scale.

The field needs people who can own supplier risk decisions within complex accountability structures. Who can design escalation thresholds that align with NIST, ISO, and government guidance. Who can operate where geopolitical shifts meet organizational protection.

That competence doesn't emerge organically. It requires deliberate architecture.

The gap between institutional expectations and available capability is growing. Geopolitical volatility accelerates faster than informal expertise can adapt.

Training isn't optional anymore. It's the difference between reactive firefighting and governed decision-making.

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Autonomous integration demands new supply chain architecture.

I analyzed the data from the Royal Navy’s Proteus flight.
Most observers focus on the removal of the pilot.
I focus on the removal of the improvisation layer.

Human operators act as buffers for supply chain inefficiency.
They interpret ambiguous maintenance logs.
They absorb latency in part delivery through manual workarounds.
They compensate for friction in the logistics chain.

Autonomous systems expose every gap in that logic.
They do not negotiate with variance.
They cease operation when inputs fail validation.
The tolerance for logistical error drops to zero.

This is a structural shift.
Organizations deploy advanced hardware while maintaining legacy infrastructure.
They assume the asset determines the capability.
The supply chain determines the uptime.

You have to engineer the support system with the same rigor as the aircraft.
Optimization is no longer optional.
It is the prerequisite for operation.

76% of companies were hit by supply chain disruption last year.
​Fewer than 8% believe they have real control over their supply chain risk.
​
Read that again.

We didn’t “get unlucky.” We engineered a global system for maximum efficiency and minimum slack, then acted surprised when fragility showed up on the P&L.

A.P. Moller–Maersk reports that over 76% of European shippers experienced disruption in 2024, and nearly a quarter suffered more than 20 disruptive incidents in a single year. 

A 2025 WTW global survey found that fewer than 8% of businesses feel they have full control over supply chain risk, while 63% say disruption losses were higher than expected.​

Inside most enterprises, “supply chain risk” doesn’t live anywhere. It’s fragmented across procurement, operations, security, finance, and legal—each with its own metrics, language, and priorities. 

Nobody owns the full dependency graph, and very few organizations treat upstream concentration, digital platforms, and geopolitical exposure as one integrated risk picture.​

That’s the shift now underway. 

Supply Chain Risk Management is emerging as a distinct professional discipline: the governance of dependency‑driven exposure across physical, digital, service, geographic, financial, and geopolitical domains. 

The Institute for Supply Chain Risk (ISCR) was created to give this discipline a backbone—an open, standards‑driven Body of Knowledge that defines the scope, terminology, and professional expectations of SCRM so boards and executives aren’t flying blind.​​

If your leadership believes supply chain risk is “handled” because you have strong contracts, cybersecurity controls, and a business continuity plan, they are seeing fragments—not the system. 

Comment “BoK” if you want the structure ISCR uses to map exposure, align functions, and turn supply chain risk from a series of fires into a governable domain.​

#supplychainrisk​
#supplychain​
#riskmanagement​
#supplychainresilience​
#procurement​
#cybersecurity​
#geopolitics​
#boardrisk​
#governance​
#ISCR​

Adaptability is a game-changer in your professional journey as a supply chain risk manager. 🌍✨ The quote "Navigating multi-tier risks is not just about managing uncertainty, but about seizing opportunities for organizational resilience" is spot on. In today’s fast-paced market, we face complex challenges that demand not just risk identification, but also the agility to pivot and embrace new opportunities.

At ISCR, we equip professionals with essential skills in risk assessment through our online courses and certifications. Let’s turn these hurdles into stepping stones for growth! 

What strategies are you using to tackle multi-tier risks in your supply chain? I’d love to hear your insights in the comments! 👇

#SupplyChain #RiskManagement #ProfessionalDevelopment #OrganizationalResilience #Adaptability

Energy independence demands systems overhaul.

I see the market treating the Malampaya East-1 discovery as a solution to supply chain volatility. 98 billion cubic feet of gas offers a reprieve. It does not offer resilience.

The fundamental error is confusing input volume with systemic capacity.

Adding resources to a rigid infrastructure only shifts the bottleneck downstream. The friction moves from the source to the distribution grid.

This discovery functions as a temporary bypass on a corroded engine.

It creates a latency period where urgency fades. Organizations delay necessary hardening protocols because the immediate deficit is plugged.

That is when the actual risk accumulates.

We are optimizing for duration rather than stability.

The gas extends the timeline. Only structural re-engineering protects the outcome.

Global logistics hasn’t “returned to normal.”
Disruption has become the new normal.

Red Sea diversions…
Panama Canal restrictions…
Regulatory pressure…
Digital complexity…

And yet—risk capability hasn’t kept pace.

This is the problem ISCR is built to solve.

Board accountability for supply chains has transformed.

The Bharat Coking Coal Ltd. IPO debut at a 96% premium isn't just a market anomaly.

It is a signal that the market values supply certainty above almost all else.

Investors oversubscribed by 147x because they understand what many boards still miss.

Scarcity is the new baseline reality.

Most boards still treat supply chain risk as an operational detail to be delegated down.

That approach is now a liability.

When the market places a 96% premium on raw material security, the risk calculation changes.

If you do not have a board-level strategy for supply resilience, you do not have a strategy.

You have a gamble.

The gap between operational chaos and institutional accountability is closing fast.

Ignoring this shift is no longer an oversight.

It is negligence.



#SupplyChainResilience #BoardAccountability #SupplyChainRisk #MarketPremium #StrategicSupplyChain

Systemic adjustments reduce AI energy exposure.

I see a recurring error in how organizations calculate the cost of intelligence.

They analyze the software output but ignore the hardware input.

The physical load on the grid is the new bottleneck.

Projections indicate an 80% spike in electricity demand by mid-century.

At twelve cents per kilowatt hour, the economics break.

That is not an abstraction.

It is a direct threat to price stability and component availability.

When energy security becomes a national priority, it impacts your operational latency.

We are already seeing zoning crackdowns and memory-chip constraints.

You cannot build a resilient supply chain on fragile infrastructure.

The cost of the token is the cost of the power.

Ignoring the mechanism guarantees failure.



#AIEnergy #EnergyDemand #Infrastructure #SupplyChain #ISCR

Most resource gains are systemic liabilities.

Everyone celebrates when a company finds new resources.

The Philippines just discovered 98 billion cubic feet of natural gas and markets cheered.

But adding resources to a rigid infrastructure only shifts the bottleneck downstream.

The discovery buys time but it does not buy resilience.

Organizations confuse input volume with systemic capacity.

That confusion is expensive.

It compounds existing structural debt.

It strains logistics that cannot move in real time.

It reveals dependencies most leaders are not tracking.

You have to fix the system first.

Even when it is invisible.

That is the only way forward.



#ResourceManagement #SystemicThinking #OrganizationalResilience #StructuralDebt #InfrastructureCapacity

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Sean Conner

Tom Albert

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