Empowering Organizations to Thrive Amidst Adversity!
Disasters, whether natural or man-made, pose significant threats to communities and businesses alike. The unpredictable nature of these events necessitates a proactive approach to disaster management. Derek Haines, with his rich background in crisis and disaster, recognized this need and took on the challenge of equipping organizations with the tools and strategies necessary to manage crises effectively.
Derek, CEO of Haines Disaster Consultancy, Cayman Ltd., has dedicated his life to ensuring that communities and businesses are prepared to face these challenges head-on. His journey in disaster management began after a successful career as a senior police officer and seasoned manager at Dart Enterprises. At the age of 70, he found himself seeking new challenges and opportunities to make a difference. Together with his son and a family friend, Derek co-founded Haines Disaster Consultancy, leveraging his extensive crisis management experience to create customized plans that meet the highest regulatory standards.
Under his leadership, HDC has prioritized empowering client teams through early planning, building resilience, and improving their capacity to respond effectively to disasters. By focusing on proactive measures and fostering a culture of preparedness, HDC helps organizations minimize the impact of catastrophic events and bounce back more quickly.
Derek’s passion for superiority and community safety continues to have a profound impact on the future of disaster management in the Caribbean and worldwide. Through his innovative approaches, he has helped countless organizations manage the uncertain seas of crisis management, ensuring that they are not only prepared to face disasters but also thrive in the aftermath.
As we face an increasingly unpredictable future, leaders like Derek serve as rays of hope and tenacity, inspiring others to take action and protect their communities.
Below are the interview highlights:
Can you please introduce yourself and your motivation to embark on this sector?
My name is Derek Haines, M.B.E., Q.P.M., C.P.M. I am the CEO of Haines Disaster Consultancy, Cayman Ltd. On my retirement from Dart Enterprises, Cayman, at the age of 70, I determined that I needed a further challenge and had a desire to continue working.
So, with my son and a family friend as associates, we decided that my background as a senior police officer, together with my experience as a senior manager at Dart, Disaster Management, would be a great fit.
Could you please give a brief introduction to your company and its inception story?
HDC works with clients to create new strategies and revise or expand current arrangements, in all cases ensuring they meet the strictest government regulatory standards.
HDC’s people-focused approach delivers advanced preparation for client teams, allowing organizations to not only respond effectively but grow in the aftermath of a disaster.
What inspired you to pursue a career in business leadership, and how do you think your experiences have shaped your approach to transforming businesses?
I served in the U.K. Police Service, which included secondments in Hong Kong, the Turks and Caicos Islands, and the Cayman Islands, for over 40 years and retired as a Detective Chief Superintendent. On retirement in 2006, I was handpicked to head the Health, Safety, Security, and Crisis Management department for Dart Enterprises. In this role, I oversaw the planning, preparation, training, and execution of disaster management and crisis solutions for Dart Enterprises’ Cayman operations.
At the 2018 US National Hurricane Conference, Derek was asked to join the Caribbean and Tropical Islands Hurricane Committee, tasked with coordinating multi-national training, planning, response, and logistics for disaster management and recovery in the region.
Whilst a serving Chief Superintendent, I was charged with drafting the Cayman Islands National Crisis Management Plan for the Cayman Islands Government, coordinating multiple government agencies in preparing, training, and responding to crises on the national level.
I have coordinated crisis management exercises in Cayman and Anguilla, delivered presentations at the National Hurricane Conference in the USA, and lectured at the police training school in Jamaica, Barbados, and the wider Caribbean region.
My further professionalism and dedication have been acknowledged on three separate occasions by Her Majesty the Queen in Her birthday honors, including being appointed as a Member of the Most Excellent Order of the British Empire (MBE), in 2015.
Can you share an example of a significant business transformation you’ve led, and what were some of the key challenges you faced during that process?
In 2004, I took command of the Royal Cayman Islands Police on the approach of the catastrophic category 5 hurricane Ivan and led that body throughout the emergency. I oversaw and directed national and international operations to preserve and save lives, maintain public order, prevent looting, quell outbreaks of disorder at the prison, and ensure the safety of national key assets. I received the Queen’s Police Medal (QPM) for his leadership and actions during Hurricane Ivan.
How do you stay ahead of the curve in terms of industry trends and technological advancements, and how do you incorporate these insights into your business strategies?
To stay ahead and ensure your business is profitable is vital. I regularly proved this with the manner in which I conducted covert operations in dangerous situations. I have brought this mindset to HDC.
I study the causes and responses to disasters around the world and ensure my clients have a regular feed of dispatches to ensure they are prepared and understand the problems and how to deal with them.
How do you measure the success of a business transformation, and what metrics or benchmarks do you use to evaluate its impact?
By our results and the feedback from clients. This has been very positive, and HDC has been recommended to new clients by current ones.
By continually monitoring the threat locally, regionally, and globally, I balance the need for short-term results with the need for long-term vision and strategy in your business transformations.
Can you describe a time when you had to make a difficult decision during a business transformation, and how did you approach that decision-making process?
This has not been a feature during the six years that HDC has been in operation. In the police and at Dart, I emphasized the need for integrity and the need for discipline, even when harsh decisions had to be made.
How do you foster a culture of collaboration and open communication within your organization, particularly during times of significant change?
The three of us have weekly discussions on strategy and ensure that lines of communication stay open.
What advice would you give to aspiring business leaders who are looking to transform their organizations, and what are some of the most important lessons you’ve learned throughout your career?
Be fair and just communicate with your staff; do not have favorites. Build a desire to support the company by getting to know them and their problems.
