Enterprise Security Risk Management (ESRM), is a very effective method for measuring an organization’s risks in an advisory capacity, evaluating an organization’s structure during and after a serious incident or crisis, and putting strategic countermeasures in place to lessen the probability or occurrence of security threats. Many fixed and close quarter protection details require security personnel to know danger areas for their principals or in what locations might present the largest risk. This presents challenges on their own; however, what about those impetuous mistakes of something as simple as knowing where the jurisdiction of the protective detail or fixed security program begins and where it ends? For instance, airports are divided into two distinct areas, non-sterile, comprised of areas such as arrival and departure drop-offs/pick ups and space before the x-ray screening areas, and sterile, which makes up the area past x-ray screening from the gates to the aircrafts themselves. Unfortunately, many company employees, and even some security personnel, are ignorant of exactly what areas are physically non-sterile and sterile areas that make up an important piece of the entire security framework.
The Latin phrase, “ignorantia juris non excusat,” translates to, “ignorance of the law excuses not.” Just as ignorance of the law is not an excuse for defense, the same is true for ignorance of non-sterile and sterile areas.
Fixed and non-fixed areas often use signage to advise a would-be aggressor or one with malicious intent that their actions are under surveillance along with the penalty for transgressions against said assets. However, when organizations and their protectors fall into ignorance, it causes not only a risk to the principals and assets but may also question the competence of those associated with the security framework from the frontline Security Officers to the Chief Security Officer (CSO).
Ego, passivity, and laziness, may be the culprits for this type of ignorance; however, the question is how many chances does one get to dodge a near miss – both figuratively and real?
Sometimes, the solution is more obvious than perceived.
Initial, quarterly, and sporadic training, and simulations are force-multipliers to sharpen the acumen of the security professional and provide the right amount of confidence to increase security and threat awareness. Many times, there is a premature leap into how to protect the asset or principal, (i.e. via CCTV cameras, pre–established and backup transportation, and access control systems), but a lot can be said for covering operational basics such as where the non-sterile and sterile areas of a security assignment or posture begins and ends. This may be done by identifying what checkpoints lead to sterile areas and how aggressors may try to circumvent them.
A few years ago, I led a team of contracted security professionals who were tasked with adding an additional layer of security for a visiting Senator to a town hall meeting for a prominent financial organization. During the advance team training at the location, first on the agenda was ensuring each of my 12 team members knew the space where the public could occupy, such as the atrium where building tenants were still conducting business, to the host organization’s employee spaces, where they were still running the financial institution’s operations, and then finally to the town hall space where the Senator was making his presentation.
Once that was established, I infused a critical thinking exercise to my team by asking them, “if an aggressor were hypothetically able to penetrate the sterile areas and was noticed, what would be the route of escape? The purpose was not to insinuate that breaching into the sterile areas was something to be taken lightly, but to best communicate throughout my team, to the internal security team, and local law enforcement, the area which would be most concealed in a possible aggressor’s mode of escape, which would lead to their capture.
If you’re reading this article because you saw the word “Secret” in the title and thought you’d be seeing something that no one else knows, stop reading now. There are no Secrets in anything we do in Protective Operations at this level. It’s only consistent training and hard work. While much, if not all this article will be used in someone else’s training PowerPoint for a “nominal” fee, nothing is secret and it’s absolutely free. In Part I of this article on planning and managing one of the most critical components of any protective detail, safe and secure ground transportation, we focused on two equally important components of the logistics and transportation aspects of a successful protective detail – Security Driver and Vehicle selection, while sprinkling in some “salt & pepper” (i.e. lessons learned, hacks, and tips for addressing the challenges that the detail leader, protection manager, Security Driver or protection practitioner is likely to face when planning for a movement, or series of movements by vehicle).
So now that the foundation for success has been built, let’s build out the framework by taking a closer look at some of the more technical issues relating to Secure Transportation, which apply universally across most types of protective operations. As mentioned previously, but a point that is well worth repeating, ALL protection is based on a known or perceived threat. In turn, mitigating and managing that threat, requires a thorough protective advance.
This is about as close to an absolute truth in protection operations as you will hear. There is a reason for that, and it’s that conducting protective advances is a generally accepted “Best Practice.” Why does this one aspect of protection attract so much attention? Because the process of conducting a protective advance provides insights directly into the vulnerabilities and risks associated with the protection of your Protectee and considers resources and options that may be useful in mitigating those risks.
When it comes to providing safe and secure ground transportation, within the broader protective advance – which is sometimes referred to as “advance work” or “the advance” – is where the detail leader or protection manager will find one of, if not the, most effective risk mitigation and management tools he or she has access to, the Route Advance and Route Survey. This is not to say that other aspects of the advance aren’t valuable, aren’t useful, or aren’t applicable.
Of course, they are; otherwise, those aspects, perhaps even the protective advance as a whole, would have been abandoned by professional protection practitioners a long time ago. However, with history pointing to the undeniable fact that if (always the operative word) the Protectee is subject to a serious and credible security threat, it is most likely to statistically happen when he or she is in or around their vehicle. Logic dictates that planning for those times should be a priority.
Planning for Safe & Secure Ground Transportation Success “The SECRETS of Ground Transportation” – Part 2 by Kevin Dye & Joe Autera
What’s Old is …Still Old, But Valuable
While we are on the topic of universal truths, most of you already know your Protectee may accept protection but is bound and determined to live his or her life the way they see fit. This lifestyle may not necessarily be the safest, or most secure, but you’re working for a reason. In fact, it’s entirely possible that the most difficult person to protect a Protectee from, may just be themselves. What does that even mean?
Well, for the purposes of this discussion, it means that despite suggestions and recommendations from those responsible for keeping them safe and secure, Protectees tend to be creatures of habit and predictability. For example, they may prefer eating at the same restaurants, on the same night, at the same time, and at the same table, week in and week out. Or they may insist on leaving the residence at the same time each day and taking a very specific route from the residence to the workplace or vice versa.
Even the least experienced protection practitioner, who graduated their first protection training course just a few minutes ago, should understand the risks this poses to both them and the Protectee, as predictability leads to increased vulnerability. After all, if the “bad guy/girl” knows where and when a Protectee will be somewhere with a high degree of certainty, the question on the professional Security Driver or other protection practitioner’s mind be “why wouldn’t they try something here”, as opposed to ignoring the potential risk.
Yet, just as there is a risk to predictable or habitual movements by the Protectee, there is a potential upside. However, that potential upside can only be fully realized if the practitioner or driver is regularly reviewing and updating the protective advance, especially the route plan. What upside could there possibly be to moving the Protectee to or from, and into and out of, the same locations time and time again?
The more frequently the location is visited, and the routes inspected, the more familiar protectors covering the Protectee should be with the normal levels of activity in and around those locations and along those routes. In turn, any changes, any unusual types of levels of activity, should be more easily recognizable by those doing the planning and providing the coverage.
With that in mind, all documentation pertaining to a previous protective advance, as well as the previous route plan, should be thoroughly reviewed. This is another “Best Practice” by reviewing historical files. When properly compiled and stored, this documentation will save significant time and effort when conducting the advance, while providing details regarding “issues” or “concerns” that may have arisen during previous movements to or from the locations in question.
The individual responsible for conducting the transportation advance and/or planning the routes should at least review:
Previously completed contact lists and transportation resources
Previous schedules and/or logistics documents
Previously completed Route Surveys
Previously completed Hospital Surveys
Previously completed Airport/FBO advances
Routes are Like Potato Chips, You Can’t Have Just One
One of the core tenets of every transportation advance is the need to inspect all routes prior to any movement with the Protectee. This includes, of course, a Primary Route (which, as the title implies, is the “first choice” for the planned movement), Secondary Routes for use in the event that the primary route is not viable or is compromised and, if deemed appropriate, an alternate route (or multiple alternates, depending on the circumstances) for emergency purposes.
Regardless of any given route’s designation – primary, alternate, etc. – each of them should be as completely and thoroughly inspected as the primary route, and that can only be accomplished by “driving them.” If you’re interested in Google desk searches for route planning, you’re in the wrong field.
The goal in inspecting the routes, otherwise known as “Running the Routes”, is to identify potential hazards and risks, find ways to avoid them altogether and, if that’s simply not possible, to find ways to fully manage them. So, it stands to reason that routes should be driven at a day and time as close to that which the route will be traveled on with the Protectee. In a perfect world, given plenty of lead time and resource, the routes will be run during the exact same timeframe which they will be driven during the Protectee’s movement.
But just because we don’t work in a “perfect world”, and there isn’t much time from when the itinerary was received and the trip will actually take place, it doesn’t mean that the routes shouldn’t be run at all. Of course they should; though the practitioner performing the advance and running the routes may not be able to do so during the exact same timeframe, or even in the precise order of movements, he or she must invest the time and energy necessary to inspect the routes and gain as much of an understanding of the risks likely to be faced during a movement as possible, even if the timing isn’t perfect.
At a minimum, all routes should be recorded, preferably digitally to make it easier to share and store the information. Routes that should be surveyed include, at a minimum:
Airport/FBO (Fixed Base Operator)
Hotel/Residence/Remain Over Night (RON)
All Sites/Venues to be visited
Hospital Route (ER/Trauma Center entrance)
Safe Havens/Safe Houses
When conducting Route Surveys, some of the risk factors that should be taken into considerations will include railway crossings, raised bridges, construction areas, school zones, speed bumps, and toll roadways (without automated tolls) to avoid unexpected delays and slowing of the movement. It’s also important to be as familiar as possible with local holidays and cultural events that may also impact your access to routes or the flow of traffic along them.
The Route Survey and selection process must also consider:
choke points
zones of predictability
fatal funnels
probable/likely attack vectors
One of the last and, perhaps, most important steps of the route planning process is route selection. Choosing the most appropriate Primary and Alternate route or routes requires training and experience that not every practitioner may have had the opportunity to develop yet. This is why who you select as being tasked with the transportation advance is an important consideration.
If your team uses contract drivers, it is imperative that time is built into your advance to spend familiarizing the driver or drivers with the selected routes. This also requires that the contract they are operating under provides for an appropriate amount of time prior to the Protectee’s arrival to do so.
Curbside? It Ain’t Over Yet.
The data captured in both the Rand Corporation’s Future Trends in Terrorism study, published in 1989, as well as that found in the book Just 2 Seconds by De Becker, Taylor, and Marquart, indicates that for most Protectee’s, the highest risk periods for them are those when they find themselves in or around their vehicle.
Which means that no matter how much time and energy we spend inspecting and selecting routes, special consideration and attention must be given during this process for where and how the Protectee will Arrive and Depart from whatever venue he or she may be visiting.
Some of those safety and security considerations may be risk driven while others may be driven by the Protectee’s desire to maintain a low profile or be anonymous. Still more considerations for Arrivals and Departures may be dictated by the venue and the environment. Regardless, the practitioner conducting the route advance is responsible for asking the right people the right questions.
Some, though certainly not all, of the special considerations for Arrivals and Departures include:
Is the arrival/departure area covered? (tented, partially covered, underground)
Is the arrival door (Protectee’s) onside (i.e. strong side) or offside (i.e. weak side)?
Are there security personnel posted at the arrival/departure area?
What are the line of site considerations, to the Protectee, during the exit and entrance into the vehicle?
Is there media and public at the arrival/departure location and do they have unrestricted access to your arriving vehicles?
What does the arrival/departure location look like and are there site dynamics or circumstances that require additional security mitigations before movements can be made?
Are there additional security personnel available at the site/venue who can provide crowd control and communicate arrival dynamics before the Protectee’s vehicle or motorcade arrives?
Once the decision has been made regarding Primary, Secondary, and alternate drop off/pick up points – those exact locations where the Protectee will enter and exit the vehicle at – thought must be given to choreographing the Protectee’s movement. This holds true whether one is working as a Solo Practitioner while being supported by site security personnel, whether you are operating as part of a team with an additional practitioner waiting curbside for the Protectee, or a larger protective detail. The choreographed movement from the vehicle into, or out of, a venue requires the same basic tenets be applied – providing 3600 protective coverage – as would be applied to any other foot movement, with some additional security considerations.
One of the most important considerations involves managing the Protectee’s door at the vehicle. In fact, James Hamilton, an experienced, highly regarded protector, manager, and senior leader in the profession, recently wrote an article that appeared here in EP Wired on this very topic.
The question, which has been debated for decades among Security Drivers and protection practitioners is whether the Protectee’s door on the vehicle should be left open upon arrival until he or she is safely within another protective boundary, or if, upon departure, the door should be opened well in advance of the Protectee making their way to the vehicle? In our opinions, Hamilton’s article was both detailed and correct in addressing this age-old question.
In fact, James’ article – and his opinion on the matter – are clearly illustrated by the video that has circulated on some social media platforms of Justin Bieber exiting a hotel to find he couldn’t enter his limousine, which was shut and locked.
To better understand why leaving the door open and “controlled” as the Protectee makes his or her way into a structure or some secured area of an outdoor venue, it must first be acknowledged that even when stationary the vehicle is a source of “cover”, or additional protection, in the event of a security incident during an Arrival or Departure. Just how much cover, or protection, the vehicle affords the Protectee depends on the type of vehicle.
Regardless of the year, make, and model of vehicle, as your Protectee leaves the vehicle, they are exposed for whatever length of time it takes for them to make their way to the “cover” of a venue. This period of exposure creates an ideal attack opportunity for any threat actor and a factor that contributes greatly to why a significant number of attacks take place in and around vehicles at Arrival and Departure areas.
It also serves to highlight that much of what we do as protectors, from both a planning and execution perspective, revolves around two critical elements: Time and Distance. We are always trying to put as much of both between any threat and our Protectee in everything we control. Considering the time and distance while exiting a vehicle, there is sufficient opportunity for an attack, which places increased emphasis on keeping the door open until your protectee enters the next security feature or reaches the next “cover”.
Here again, we must only look at recent events to understand the risks Protectees may face during Arrivals and Departures. One such incident, an attack on the Prime Minister of Canada, which was circumvented by his security detail, illustrates why the time between the vehicle and the venue should ALWAYS be limited to the smallest amount possible. To the greatest extent possible, greetings by staff or others should NEVER take place outside and between the two points; keeping in mind, of course, the Golden Rule of Executive Protection.
This rule holds that the one with the gold (typically the Protectee) gets to make the rules …or call an audible to a well-thought out, seamlessly executed, protection plan.
This scenario also serves to highlight the value of a thorough protective advance conducted by a knowledgeable, experienced practitioner. If greeters are expected, as determined during the advance, arrangements to meet them inside the venue can be made well before the Protectee’s arrival and communicated effectively.
Looking at it through the lens of the worst-case scenario, if an attack were to take place at an Arrival/Departure point, the Detail Leader would have a split second to make a monumentally critical decision:
Return to the cover of the vehicle and depart, or
Move to the cover of the venue and seek additional security resources inside
If the door to the vehicle is closed, it significantly limits the decision-making process as covering and evacuating to the vehicle may not be a viable option if the door is already closed.
In the event of an attack on the Protectee (AOP), every millisecond counts. So having the door open creates an avenue for escape, and may offer the closest, fastest means of getting the Protectee to cover. Conversely, if the door is closed, the time needed to open the door may put the Protectee, and those protecting him or her, at a distinct disadvantage for time. Remember, you don’t know you’re going to be attaked and are acting “Reactively” to the threat. Proactive beats Reactive all day long.
Earlier this year there was online debate on LinkedIn by security professionals regarding the “open door” concept. Some pointed out that the open door creates other security issues ranging from thrown items to people entering the vehicle.
While those are certainly valid points, it’s important to remain focused on not just the threat, but the environment, and the totality of circumstances when considering just how likely, or unlikely, those scenarios are to occur. The ultimate target of any attack will ALWAYS be your Protectee, not the vehicle. If someone targets a vehicle, it’s most likely because your Protectee is in it or is believed to be in it, and once they have stopped the vehicle, or prevented it from moving, their attention will shift to the Protectee.
Simply put, when all things are considered, it makes sense to leave the vehicle door open and remember to get it open as soon as possible on departure.
No Protectee, No Risk, Right? Wrong!
One aspect of providing safe and secure transportation that often takes a back seat to planning and executing the movement of the Protectee, is the operational security protocols for the driver and vehicle, particularly those which should be in place when the Protectee is not in the vehicle.
As part of the “Driver Briefing”, the Transportation Advance agent or the practitioner who is overseeing the movement should always make a point to discuss vehicle security protocols. Some of the more common protocols for securing the Protectee’s vehicle may include, but not limited to:
Vehicle doors should ALWAYS remain locked while moving.
Vehicle windows should ALWAYS remain closed.
Vehicles should always be parked in secured/controlled parking areas prior to and after use.
Vehicles should be subject to a physical serviceability inspection prior to use.
If the threat profile supports (and resources are available), Technical Surveillance Countermeasures (TSCM or “bug” sweeps) of vehicles should be conducted prior to transporting a Protectee. The same applies to EOD K9 sweeps.
If TSCM and/or K9 sweeps are performed, vehicles must be secured or physically monitored to prevent tampering after the fact.
What If….?
As a new agent in the Secret Service and standing for untold hours in some of the best stairwells and alleys in the world, a supervisor introduced me to the “What If’ game. He told me upon taking my post and guarding whatever door or hallway I was assigned, to spend the first five minutes considering every conceivable “bad” thing that could happen to me in that position.
So for five minutes, I considered medical emergencies, knife wielding ninjas, earthquakes, lost drunks, you name it. Following the assignment, I worked the “what if” game into every position I held. As I progressed through my career, I realized that what my supervisor had subtly done was introduce me to the Advance Model of Protective Operations. “What If’s” are the focus of your mitigation efforts during every advance.
The same principle applies to Transportation Advance. The goal of the Transportation Advance is to reduce the risks the Protectee may face to the point that any residual risks are easily managed by the people and resources available. But what if, despite the time and energy you spent on identifying and mitigating threats, vulnerabilities, and risks, your Protectee is still targeted and attacked while moving in secure transport?
This is one “What If” which the protection practitioner developing the route advance survey can easily address by identifying Safe Havens/Safe Houses on the selected routes in the event of an emergency in transit or an Attack on the Protectee/Principal (AOP).
These locations, which are selected because they have additional security resources and communications capabilities on site, will typically include:
Police Stations
Fire Houses
Hospitals, or EMS Stations
Embassies, or other Government Facilities.
While this type of planning is often considered exigent for low threats, it’s the difference between “getting a ride” and being “protected” while moving by vehicle. One of the many good reasons for identifying a Safe Haven/Safe House for use during a planned movement is if an “unknown” substance (paint, blood, urine, fecal matter, chemical irritants, acid) was thrown on the limousine during transport.
In planning for such an incident, as rare as this may be, consideration must be given to things such as:
How you intend to safely clean the vehicle before arriving at the next venue to avoid possible exposure of your Protectee to whatever unknown substance was thrown on the vehicle.
Having a plan for decontamination built into the transportation advance (a pressurized hose located on site, or at a local Firehouse along the selected route.
When all is said and done, the ability to plan the safe, secure, and efficient movements of the Protectee, as well as conducting broader protective advances, is likely a large part of why you and your team were hired to provide protection in the first place. The reality is that while just about anyone can jump in the front seat of a limousine, wearing sunglasses and a ‘tacticool’ earpiece, it is the security professional who gets in with a purpose and a plan. As with most aspects of protection, the details matter, and the Transportation Advance, with all its smaller details, is one you and your protectee can’t simply afford to miss.
Kevin Dye is a retired U.S. Secret Service supervisor with more than 28 years of experience providing protection at the highest levels of government and industry worldwide.
Joe Autera has for the past 20 years, designed, developed, and delivered highly advanced security driving and secure transportation-related training programs to private and public sector clients in more than 36 countries on 6 continents.
The human brain is a fascinating and complex system that manages a wide range of tasks, from sensory perception to decision-making and learning. According to experts, there are two types of information in your brain: skills and knowledge.
Both are essential, but how do they function and how do they interact?
Knowledge: The Foundation of Our Skills
The knowledge in your brain requires paradigms for interpretation. These paradigms, whether accurate or erroneous, determine how your brain employs available skills for the situation at hand. An accurate paradigm prompts your brain to select the best skill to confront a situation, whereas an erroneous paradigm may prompt your brain to select an inadequate skill.
Knowledge encompasses our understanding of the world, facts, concepts, and information we’ve learned through education and experience. It provides a frame of reference for interpreting and making sense of new information and experiences. It is the backbone of our cognitive abilities and guides our decisions and actions.
Skills: The Practical Application of Knowledge
Skills are the practical application of knowledge. They are the abilities we’ve developed through training and experience, enabling us to perform specific tasks. Skills can range from soft skills, such as communication and problem-solving, to hard skills, such as driving a car or playing a musical instrument. Skill development involves strengthening the neural connections in the brain through deliberate and consistent practice, leading to enhanced speed, precision, and efficiency.
The Interplay of Knowledge and Skills
The interaction between knowledge and skills is intricate and dynamic. Skills are grounded in knowledge, and effective application of skills can contribute to knowledge enhancement. However, this relationship is not just linear but deeply embedded in our cognitive processes, often beyond our conscious awareness.
This intricate dance takes place in the amygdala, a part of our brain associated with emotions and decision-making. Based on heuristics – simple, actionable information according to available paradigms – the amygdala selects a suitable skill for the situation. This selection does not happen consciously; it is a process heavily influenced by our cognitive biases.
Cognitive Biases: The Inherent Challenge
Cognitive biases are systematic errors in thinking that affect our decisions and judgments. They are often a result of our brain’s attempt to simplify information processing. These biases, shaped by our experiences, beliefs, and various other factors, affect our interpretation of reality and, by extension, our skill selection in response to situations.
For instance, a cognitive test does not measure your skill as a driver – that could be assessed on a racetrack. Instead, it examines your cognitive biases. It illuminates the paradigms you use to define reality and, consequently, reveals your personality as a driver based on your responses.
Conclusion: The Road to Mastery
Understanding the complex relationship between knowledge, skills, and cognitive biases is crucial in any skill development process. Mastery demands more than mere accumulation of knowledge or mechanical repetition of a skill. It requires deliberate practice, feedback, and adaptation, leading to better cognitive paradigms and improved skills.
When it comes to driving or any other skill, if you think you will rise to the occasion in high-stress situations, you may be mistaken. As Lt. Col. Dave Grossman, author of the book ‘On Combat,’ famously said, “You don’t rise to the occasion, you sink to the level of your training.” Therefore, to be truly skilled, we need to practice correctly, develop accurate cognitive paradigms, and generate measurable, consistent, and replicable results across different real-life situations.
As our understanding of the human brain continues to evolve, so will our approach to skill and knowledge development. Recognizing cognitive biases and correcting erroneous paradigms will equip us with the tools to better harness the interplay of knowledge and skills, paving the way for higher levels of expertise and performance.
As a security professional, you’re working a maritime detail off the coast of France. Your principal and his family are riding personal watercraft. One of the teenage members of the family hits another watercraft and gets launched and contacts the water hitting the right side of his torso. You get him back on board the yacht and your initial assessment is he did not lose consciousness but is complaining of right-sided lateral chest and abdominal pain.
The patient’s airway is intact, and the patient is breathing but in some pain, as you visualize his inspiration. The patient has strong pulses and you move on to your secondary survey. You notice he isn’t having that much pain but continue your thorough exam. Everything is looking good, vitals are stable, and has minimal pain to the right chest wall and some right-sided abdominal pain on palpation. This is the time our point-of-care ultrasound comes in handy.
You’re able to place the ultrasound probe and check the thoracic cavity, there is no evidence of pneumothorax, and no evidence of fluid which would be indicative of hemothorax in this situation. You move to your FAST Scan (Focused Assessment with Sonography for Trauma) and notice blood in Morrisons Pouch, the hepatorenal recess which is the subhepatic space that separates the liver from the right kidney. Your previous inclination that the patient is looking good has now become an emergent need to get the patient to a trauma center because the patient has intra-abdominal bleeding.
Although his vitals are stable now if he continues to bleed he will become hypotensive and could possibly bleed out internally. The yacht crew facilitates transport to the local trauma center that you’ve chosen for trauma during your medical advance, while you stabilize and package the patient. This is one example where POCUS is invaluable while in austere conditions.
What is Point of Care Ultrasound (POCUS)?
It’s a medical imaging technique that involves using portable ultrasound devices at the patient’s bedside or point of care. It allows healthcare providers to obtain real-time images and information about various anatomical structures and physiological processes. POCUS has gained popularity in medicine due to its versatility, convenience, and ability to aid in rapid diagnosis and treatment decisions.
Here are some of the common conditions that POCUS is helpful in identifying:
Intrabdominal Bleeding: Identify internal bleeding via FAST scan.
Pneumothorax: Identify the presence of air in the pleural space, indicating a pneumothorax (collapsed lung).
Pleural Effusion: Visualize fluid accumulation in the pleural space, helping to diagnose pleural effusion, and guide thoracentesis or chest tube insertions.
Cardiac Abnormalities: Evaluate cardiac function, detect conditions like pericardial effusion, and assess valve abnormalities and aid in interventions such as pericardiocentesis or central line placements.
Abdominal Aortic Aneurysm (AAA): Measure the abdominal aorta and detect an AAA, a potentially life-threatening condition.
Gallstones: Visualize gallstones in the gallbladder, aiding in the diagnosis of cholecystitis and other gallbladder disorders.
Kidney Stones: Detect kidney stones (renal calculi) in the urinary system.
Deep Vein Thrombosis (DVT): Identify blood clots in deep veins, assisting in the diagnosis of DVT.
Ectopic Pregnancy: Visualize the location of the pregnancy and detect ectopic pregnancies outside the uterus.
Fetal Evaluation: Assess fetal well-being, position, and development during pregnancy.
Soft Tissue Infections and Abscesses: Aid in diagnosing soft tissue infections, abscesses, and guide drainage procedures.
Musculoskeletal Injuries: Help diagnose musculoskeletal injuries, such as ligament tears, tendon injuries, and fractures, joint effusions, foreign body location. Can
Thyroid Nodules: Can evaluate thyroid nodules for size, characteristics, and potential malignancy.
Testicular Torsion: Assist in diagnosing testicular torsion, a medical emergency causing testicular blood flow obstruction.
Peripheral Nerve Entrapment: Help identify peripheral nerve entrapment syndromes.
Ascites: Detect fluid accumulation in the abdominal cavity, indicating conditions like ascites.
Vascular Access: Help clinicians visualize veins and arteries to facilitate vascular access for procedures such as IV catheter placement, arterial line insertion, or difficult peripheral venous access.
Why is POCUS important in EP?
It’s important because it can quickly aid in diagnosing and facilitate life-saving interventions. The faster that we can determine the pathology in an injured or sick person, the faster we can provide proper care. With rapid response to proper care, we can reduce morbidity and have a more favorable outcome for the client.
But you might think “Hey, I’m not a Doctor”, but you just might find yourself to be the most capable person on a yacht to use this device. Not only is it very simple to use, in conjunction with a medical doctor via a telemedicine consult, it can be a game-changing piece of equipment. Using the example above, you will be able to identify the injury and exfil your client immediately to a higher level of care, due to an internal bleed, which you would not have known about without POCUS. Counter to this, your ultrasound assessment findings with your Medical Director might prove to be minor in nature, in which case your client can finish the trip they had originally planned.
The Butterfly iQ+ Ultrasound device is one of the favorites for mobile ultrasound imaging in the field for good reason. The compact size of the probe makes for an easy travel companion. It measures about the size of a regular 16 oz water bottle which plugs right into your phone for ease of use. Then, all you have to do is open up the app, apply ultrasound gel, and perform your assessment. Easily enough, with wifi or a cellular connection, you can perform the assessment while a Doctor observes the Ultrasound screen in real-time. In this method, you move the probe into the appropriate positions, while an experienced set of eyes helps make sound conclusions about your patient.
That being said, it is advised you have at least one Paramedic certified agent on your detail who is well-trained in POCUS when on a maritime detail or any other austere location. Not only are Medics able to perform life-threatening assessments and treatments, but being able to utilize these devices quickly and efficiently will enable a more fluid experience of client care. Not all Protective Details have caught on to augment their teams with Paramedics, but the most cutting-edge have.
Conclusion
Point of Care Ultrasound (POCUS) is another tool that should be utilized on all EP Details that deal with travel to remote locations across the globe. With the proper training by Security, Medical Teams it is a valuable tool to improve patient outcomes by enabling faster and more accurate diagnoses and treating underlying pathology before the situation worsens.
Ideally, a Paramedic is part of your EP team, but if not, it’s still possible you can still use Ultrasound with your on-call medical director. However, it is important to remember that POCUS is an adjunct to clinical assessment and should be used by trained and experienced healthcare professionals, with previous training in ultrasound to get the most out of the technology.
This is not a diagnostic technique you want to be learning on the fly.
In today’s dynamic business and socioeconomic landscape, the potential for crises to disrupt entity operations and tarnish reputations is an ever-present reality. From natural disasters and cyber-attacks to financial meltdowns and product recalls, organizations must be unwaveringly prepared to navigate worst-case scenarios effectively. Crisis management and crisis communication experts unequivocally stress the critical importance of practicing responses to such crises, and the involvement of security leadership plays a crucial role in ensuring comprehensive preparedness. In this article, we delve into the undeniable advantages of preparing for real-life emergencies through rigorous simulation and training with the active engagement of security leadership.
Building Resilience and Preparedness: The significance of practicing responses to worst-case crisis scenarios can be likened to fire drills for businesses. Just as fire drills enable employees to exit a building calmly and efficiently in an emergency, crisis simulations build resilience and preparedness within organizations. With security leadership involvement, employees and crisis response teams become intimately familiar with essential procedures, communication protocols, and decision-making processes required during a crisis. This familiarity substantially reduces chaos and confusion, which can arise in high-pressure situations.
Enhancing Crisis Response Time: In the midst of a crisis, every moment holds critical importance. Swift and effective response can stave off further escalation and mitigate potential damages. Through rehearsing responses to various crises, organizations streamline their decision-making and response time. Security leadership’s active participation ensures that security considerations and response strategies are an integral part of crisis preparedness, enabling organizations to act with alacrity and thereby minimizing the impact of the crisis and ensuring a speedier recovery.
Testing and Validating Crisis Plans: The efficacy of crisis management plans lies in their execution. Practicing crisis responses offers a controlled environment for thorough testing and validation of these plans. Expert assessment during simulations, with the involvement of security leadership, can pinpoint areas that require improvement, and by addressing weaknesses, organizations can refine their crisis management strategies, ensuring their robustness and adaptability to diverse scenarios.
Fostering Collaboration and Teamwork: Effective crisis management demands seamless collaboration and teamwork among various departments and individuals, including security leadership. Practicing crisis responses fosters improved communication and coordination among team members. Employees become well-acquainted with each other’s roles and responsibilities, including those of security leadership, ensuring a more cohesive and efficient response during an actual crisis.
Stress Testing Leadership Abilities: Crisis scenarios exert immense pressure on leaders and decision-makers, including security leadership. Through simulations, leaders have the unique opportunity to stress-test their abilities and decision-making skills under challenging circumstances. Identifying and addressing weaknesses within a simulated environment prepares security leaders to make more effective and well-informed choices when confronting an actual crisis.
Improving Crisis Communication: Effective crisis communication is paramount in managing public perception, reassuring stakeholders, and safeguarding an organization’s reputation. Practicing crisis communication strategies during simulations allows spokespersons, communication teams, and security leadership to refine their messaging and media interactions. They can hone their skills in delivering clear, consistent, and empathetic messages—a crucial skill set during a genuine crisis.
Gaining Stakeholder Trust: Thorough preparedness for crises and a demonstrable ability to handle them efficiently, with the involvement of security leadership, instills confidence in stakeholders, including customers, investors, and partners. The knowledge that an organization has diligently practiced responses to worst-case scenarios reassures stakeholders that their interests are protected. It underscores the organization’s commitment to transparency and accountability.
Learning from Experience: Simulated crisis exercises provide an invaluable learning opportunity, especially when security leadership actively participates. Each practice session allows organizations to analyze their responses, identify gaps, and learn from mistakes without enduring real consequences. These invaluable lessons contribute to continuous improvement, helping organizations refine their crisis management plans and strategies over time.
Sixteen years of rigorous testing of the Business Continuity Plan (BCP) have yielded invaluable lessons. While planning for hazards in a company’s geographical location, such as environmental threats, may be relatively straightforward (e.g., flooding, fires, tornadoes, hurricanes), preparing for unique crises like pandemics or active shooter situations poses greater challenges.
Nevertheless, risk assessments, business impact analyses, and threat assessments are essential tools to plan for the unexpected, and the involvement of security leadership ensures a comprehensive and integrated approach to preparedness. Failure to conduct a threat assessment, for instance, led to a terminated employee committing a violent act at the workplace.
Similarly, underestimating the impending pandemic resulted in insufficient supplies of personal protective equipment, jeopardizing business continuity. Additionally, selecting the wrong spokesperson for media interactions led to unfavorable publicity following a flood incident where employees were stranded.
In an unpredictable business landscape, preparedness is the key to effectively managing crises and protecting an organization’s reputation. Crisis management and communication experts emphasize the immense benefits of practicing responses to worst-case scenarios, with security leadership playing a vital role in the process.
From building resilience and enhancing crisis response time to improving communication and gaining stakeholder trust, the advantages of simulation and training with security leadership involvement are unequivocally evident. By investing in crisis preparedness, organizations can ensure they are well-equipped to face any challenge that comes their way, safeguarding their long-term success and sustainability.
Remember, the time and effort devoted to practice today, with security leadership at the forefront, can make all the difference in managing a real-life crisis tomorrow.
Executive protection, a specialized profession dedicated to safeguarding the safety and security of high-profile individuals and their assets, faces an ever-evolving landscape of threats and challenges. In recent years, the rise of cryptocurrencies has introduced a new dimension to the security landscape, posing unique implications for executive protection professionals.
The genesis of cryptocurrencies can be traced back to 1995 when the first cryptocurrency, eCash, was developed by the company DigiCash. While the concept and company eventually faced failure and bankruptcy, it laid the foundation for the emergence of cryptocurrencies as a viable medium of exchange. Fast forward to 2008, Bitcoin burst onto the scene and revolutionized the world of digital currency, ushering in a new era of decentralized financial systems.
Cryptocurrencies have since gained widespread acceptance and usage in modern society. Their decentralized, encrypted, and direct peer-to-peer transactional nature has positioned them as a viable alternative to traditional fiat currencies like the U.S. Dollar or the Euro. However, with this acceptance came challenges, particularly in the form of increased usage on the dark web.
The dark web, an anonymous and unsanctioned layer of the internet, has become synonymous with illegal activities and criminal endeavors. Cryptocurrencies offer an attractive means of conducting illicit transactions on the dark web, given their inherent anonymity. While blockchain transactions are publicly recorded, the identities of the parties involved remain obscured behind crypto addresses. This level of anonymity presents a significant challenge for executive protection professionals, as criminals exploit cryptocurrencies’ privacy features to engage in nefarious activities without leaving easily traceable trails.
In the context of executive protection, high-profile individuals are often prime targets for various threats, including kidnapping, extortion, and theft. Criminals can exploit cryptocurrencies to receive ransom payments, launder money, or finance criminal operations without fear of immediate detection. As a result, executive protection professionals must stay informed about the evolving trends and tactics employed by malicious actors using cryptocurrencies.
The decentralization of cryptocurrencies is another critical aspect that affects the executive protection landscape. Unlike traditional financial systems, cryptocurrencies operate on decentralized networks, eliminating the need for centralized intermediaries like banks. This decentralization provides a level of resilience and security that traditional financial institutions may struggle to match. However, it also creates vulnerabilities, as executive protection agents need to be aware of potential weaknesses in the financial security of their clients when dealing with decentralized assets.
As cryptocurrencies gain further acceptance and integration into various industries, including legitimate markets, the risks of their misuse in illegal activities on the dark web are likely to grow. Executive protection professionals must adapt their strategies and methodologies to address these evolving challenges. Understanding the complexities of blockchain technology and its role in facilitating transactions is crucial for tracking and tracing suspicious activities.
To counter the potential threats posed by cryptocurrencies, collaboration between law enforcement agencies, businesses, and security professionals is vital. A coordinated effort can lead to the development of effective regulatory frameworks that strike a balance between privacy and security. Executive protection agents should also stay abreast of cryptocurrency regulations and advancements to proactively safeguard their clients’ financial interests and personal security.
Furthermore, executive protection professionals should consider integrating innovative technologies into their security protocols to address emerging risks. Employing advanced analytics, artificial intelligence, and blockchain monitoring tools can enhance threat detection and response capabilities.
The impact of cryptocurrencies on the executive protection profession is profound and multifaceted. As the usage of cryptocurrencies in dark web transactions continues to evolve, executive protection professionals must be proactive in understanding the nuances of decentralized finance and its implications for their clients’ safety. By staying informed, collaborating with relevant stakeholders, and embracing cutting-edge technologies, executive protection professionals can navigate the complex landscape of cryptocurrencies and fulfill their mandate of ensuring the security and well-being of high-profile individuals and their assets.
In the realm of action-packed cinema, bodyguard movies have captured the imagination of audiences worldwide. The allure of professionals that have a “very particular set of skills” and safeguard their clients against perilous threats and relentless adversaries has given rise to a genre that continues to thrive. However, behind the adrenaline-pumping sequences and gripping storylines lies a stark contrast between fiction and reality.
Amidst the glitz and glamour of Hollywood portrayals, real-life protectors and bodyguards are the unsung heroes of high-profile individuals, working tirelessly to ensure their clients’ safety and peace of mind. Their role involves meticulous planning, strategic thinking, and an unwavering commitment to neutralizing potential threats discreetly and efficiently.
While bodyguard movies undoubtedly provide entertainment and escapism, they are not without their fair share of inaccuracies.
Inappropriate Engagement with Attackers
Contrary to the glorified portrayals in bodyguard movies, experienced executive protection professionals prioritize the protection of their clients above all else. They are trained to assess threats meticulously and employ strategic tactics, resorting to force only as a last resort. Engaging attackers head-on with flashy fight sequences, as seen in the movie “The Bodyguard” deviates significantly from the actual methods employed by skilled bodyguards.
In “The Bodyguard,” Frank Farmer, a highly skilled and experienced former Secret Service agent, is assigned to protect Rachel Marron from a relentless stalker. The movie features thrilling action sequences where Frank confronts the stalker head-on, displaying his prowess in hand-to-hand combat and weapon use. While “The Bodyguard” captivated audiences with its gripping storyline and chemistry between the lead actors, it contributes to the misconception that bodyguards are invincible fighters who can effortlessly take down any threat. In reality, professional bodyguards prioritize the safety of their clients above all else and rely on advanced threat assessment and strategic planning to mitigate risks.
Such inaccuracies can lead the public to develop unrealistic expectations of bodyguards, undermining the seriousness of their profession and the critical decisions they must make to keep their clients safe. In reality, confrontation should be minimized, and de-escalation techniques and crisis management skills should be emphasized.
The Waiting Game in Bodyguard Movies
Executive protection often involves periods of surveillance and waiting for clients in different areas. This essential aspect is frequently omitted or condensed in bodyguard movies, where time is compressed to maintain a fast-paced narrative. However, the ability to wait patiently and maintain vigilance is a core skill for protection professionals.
Nevertheless, one well-known bodyguard movie that overlooks the importance of waiting is “Man on Fire” (2004), starring Denzel Washington as John Creasy, a former CIA operative turned bodyguard. In “Man on Fire,” John Creasy is hired to protect Pita, a young girl from a wealthy family in Mexico City. The movie quickly escalates into a fast-paced action thriller, with Creasy engaging in intense, high-octane confrontations to rescue Pita after she is kidnapped.
While “Man on Fire” delivers heart-pounding action and emotional intensity, it condenses the critical period of waiting and surveillance into a mere montage. By skipping over this essential phase, the movie fails to highlight the astute observation, preparation, and strategic planning that go into protecting high-profile individuals in real-life scenarios.
By glossing over the waiting aspect, bodyguard movies miss an opportunity to demonstrate the careful planning and strategizing involved in executive protection. This oversight can skew public perception, leading viewers to underestimate the complexity and patience required in the field.
Oversimplifying the Client-Bodyguard Relationship
Bodyguards develop a unique bond with their clients, based on trust, understanding, and a deep commitment to their well-being. This dynamic is far more intricate than the superficial connections depicted in many bodyguard movies.
For example, one bodyguard movie that falls into the trap of oversimplification is “The Hitman’s Bodyguard” (2017), starring Ryan Reynolds as Michael Bryce, a top protection agent, and Samuel L. Jackson as Darius Kincaid, a notorious hitman. In “The Hitman’s Bodyguard,” Michael Bryce is reluctantly assigned to protect Darius Kincaid, a hitman and his former nemesis. The movie primarily focuses on the humorous banter and contrasting personalities of the two protagonists, leading to a seemingly straightforward camaraderie.
While “The Hitman’s Bodyguard” offers audiences an entertaining and action joyride, it glosses over the complexities and challenges inherent in the client-bodyguard relationship. The movie’s emphasis on comedic interactions between Bryce and Kincaid overshadows the intricate balance of trust, vulnerability, and genuine concern that underpins the connection between real-life bodyguards and their clients.
In reality, the client-bodyguard relationship requires a delicate balance of professionalism and empathy. While forming a strong bond is essential, bodyguards must maintain a level of detachment to make unbiased decisions during critical situations.
Real-life Limitations of Weapons
Bodyguard movies often portray characters wielding an array of sophisticated weaponry, conveniently neglecting the stringent regulations and practical limitations of carrying weapons in certain environments.
One well-known movie that accentuates this error is “Taken” (2008), starring Liam Neeson as Bryan Mills, a retired CIA operative seeking to rescue his kidnapped daughter. In “Taken,” Bryan Mills embarks on a relentless mission to rescue his daughter from human traffickers. Throughout the film, he carries an assortment of firearms, knives, and other lethal tools, utilizing them with extraordinary proficiency to take down his adversaries.
While “Taken” grips audiences with its intense action and Liam Neeson’s commanding performance, it disregards the practical limitations that bodyguards face when carrying and using weapons in real-life scenarios. Contrary to cinematic portrayals, executive protection professionals must adhere to strict legal regulations, especially when traveling internationally or in public spaces.
By overlooking the limitations and responsibilities that come with carrying weapons, bodyguard movies may inadvertently encourage a culture of glamorized violence, promoting an inaccurate image of the profession.
While it is understandable that creative liberties are taken in movies for entertainment purposes, striking a balance between drama and reality is vital to preserving the integrity of the profession. Bodyguard movies can continue to entertain and captivate audiences while ensuring that the core values and challenges of the executive protection profession are represented authentically.
I believe that most cinematic depictions of bodyguards tend to overlook the importance of the planning process. The impression given is that bodyguards are constantly reacting, when in reality, those of us who excel in this profession spend a significant portion of our time meticulously planning.
The emphasis on physical prowess and tough exteriors is, of course, appealing to viewers. Yet, the most successful agents are those who navigate social dynamics with grace and subtlety. Their ability to blend into diverse environments is a crucial skill that often goes unnoticed.
I wish that Hollywood and other entertainment platforms would highlight these ‘soft skills’ more. However, I understand this may not align with audience expectations. As a content creator myself, I’m aware that the general public tends to gravitate more towards the thrilling and violent depictions of our profession.
There is an image that clients and principals often have in their minds about what we should be, an image that we find ourselves frequently dispelling as we educate them on the realities of the service we provide. I’ve lost count of how many times clients have asked me to wear a suit solely because they’ve seen it in a show like ‘The Bodyguard.’ The truth is, wearing a suit and an earpiece in a bustling city can often create more chaos than calm.
In essence, the security industry isn’t as glamorous or volatile as it’s often portrayed. It’s about planning, adaptability, and maintaining a keen awareness of our surroundings. The true art lies in managing risk before it even materializes.
Becoming an EP professional involves rigorous training in surveillance, threat assessment, defensive driving, crisis management, and more. This specialized skill set ensures that they are prepared for any eventuality. The job of a bodyguard is not just physically demanding, but also emotionally taxing. Constantly being on high alert and having the responsibility for a client’s safety can take a toll on mental and emotional well-being. Real-life experiences from EP professionals offer invaluable insights into the challenges they face and the strategies they employ to ensure their clients’ safety.
Furthermore, movies have a profound impact on public perception, shaping how people view certain professions, including executive protection. Bodyguard movies can inspire individuals to pursue a career in executive protection. Still, they must understand that the reality is far more complex and requires dedication, discipline, and a commitment to continuous learning.
Conclusion
As the curtains draw to a close on the mesmerizing world of bodyguard movies, we find ourselves at the intersection of entertainment and reality, where fact and fiction intertwine. While these films offer a thrilling escape into the lives of daring protectors and their high-stakes missions, it is imperative to recognize the considerable gap that separates cinematic portrayal from the genuine complexities of executive protection.
Indeed, bodyguard movies serve as a celebration of heroism and valor, inspiring awe and admiration for the protagonists who fearlessly confront danger to protect their clients. However, this admiration must not blind us to the multifaceted, demanding, and often perilous nature of real-life executive protection professionals.
To ensure a richer cinematic experience and promote a deeper understanding of the profession, filmmakers and audiences must recognize the importance of striking a harmonious chord between entertainment and realism. While creative liberties undoubtedly add flair to these productions, grounding the narrative in truth, authenticity, and the professional values of bodyguards will elevate the genre to new heights.
In essence, bodyguard movies can wield immense power in shaping public perception and influencing the aspirations of those drawn to the security industry. By embracing a more accurate portrayal, these films have the potential to not only entertain, but also elevate the appreciation for the sacrifices and challenges faced by real-life bodyguards.
Ultimately, it is through this symbiotic relationship between captivating storytelling and honoring the truth that bodyguard movies can transcend their entertainment value and become a powerful medium to shed light on the extraordinary lives of those who protect us in the shadows.
Resilience is an essential quality for a mentally and physically healthy individual and it plays a crucial role in the field of Executive Protection. In fact, I would go so far as to say that if an EP Agent does not possess a solid level of resilience, they may survive but will not thrive in the field. Fortunately, you can increase, improve, and strengthen your resilience at any age.
Resilience is the ability to adapt well in the face of significant stress, trauma, and adversity. Essentially, it’s the ability to bounce back on your feet quickly when life throws punches and to stay on track in spite of whatever might be happening on the sidelines. The key to resilience is the capacity to internally manage the challenging thoughts, feelings, and behaviors that arise as a consequence of stress at any level.
So, why does this matter? Because Executive Protection is a field where stress is the mainstay, where uncertainty is the everyday norm, and where threats are an assumed part of the job. On a day-to-day basis, you rarely know who or what you are going to face, mitigate, problem solve, or be asked to manage and accomplish. You improvise, adapt, and overcome or you freeze, panic, and sink. Resilience is the key to survival in the field.
Although there are many benefits to having a higher level of resilience, the most significant is enabling a greater capacity to manage stress. As an EP agent, you don’t get to turn off the stress and it’s how you manage it that determines the outcome. When you are more resilient, you possess the ability to manage higher levels of stress – you respond more than you react, you have a clearer head to problem solve, and you further protect your mental and physical health.
Resilience and its Vital Role in the Executive Protection Field – Part 1 by Dr. Mary Beth Janke
This image is the Yerkes-Dodson Curve, also known as the Yerkes-Dodson law. The Yerkes-Dodson Law dictates that, as stress levels increase, so does performance BUT only up to a point. Join me at the lower left-hand side of the curve. As you can see, too little stress is not beneficial – you will be inactive, bored, and unproductive. Add some healthy short-term stress and you experience healthy tension, you are focused, and you are motivated – mentally and physically. You hit peak performance when there is optimal stress in your environment.
Now, stress can also become distress and negatively affect your physical and mental health. As more and more stress is introduced into your daily life, it starts to negatively impact every area of your physical and mental functioning. Physically, too much stress can compromise your immune system, affect your heart, impact your decision making, and cause burnout. Mentally, it can create fatigue, exhaustion, depression, anger, and anxiety.
Note the effects of stress – both positive and negative – on your mental and physical health. The mind-body connection is real.
Stress is a risk factor for many mental health issues (e.g. depression and anxiety). Individuals with a higher level of resilience will have less mental health symptoms and fewer mental health issues. Building resilience creates a protective barrier against mental health issues, as it helps you manage stress in a healthier way.
Established research says that stress creates significant physical health issues which, in turn, affect our mental health. For example, let’s say you are diagnosed with diabetes. You have a choice – you can sit and cry in the Doctor’s office, ask “why me”, or you can say, ”well, everyone has something, and my something is diabetes”. If you stay resilient and manage your diabetes the best you can, I promise you, you will be much healthier and happier in the long run.
Therefore, if you increase your Resilience Quotient (RQ) – i.e. if you better manage stress, trauma, and adversity, and the negativity life can throw at you – you will be healthier, both mentally and physically. Put a different way, a higher RQ will help you move the middle of Yerkes-Dodson Curve a little more to the right, allowing you to tolerate and manage higher levels of stress and avoid some of those negative effects on your mental and physical health.
The beautiful part is that you are never too old to build your level of resilience. Resilience can be nurtured, increased, and built upon by working on your mindset.
This is what I will talk with you about in Part 2 of this series – the “how to” build and maintain your resilience.
Spend more than a few minutes in the executive protection profession and it will become obvious that two of the major components of any protective visit is Logistics and Ground Transportation. By major, we mean, where some of the “greatest” challenges in terms of executive protection are likely to be encountered. After all, the old tongue-in-cheek cliché about “getting there” being ‘half the fun” came from somewhere, right? It’s not because getting there was all that much fun, but because it was more like the trip depicted in the comedy movie Planes, Trains & Automobiles. Because of the limited availability of time and resource most protective details are challenged with, one of the most critical aspects of logistics, providing safe and secure ground transportation, is often contracted to local service providers.
In many places this is practical – think of Washington, DC, with its one-way streets where traffic flows are reversed during certain times of the day. Or in Boston, MA with a street grid that was obviously given seconds, if not whole minutes, of serious thought before the urban planners of their day were cut loose with their axes and saws to clear paths for new roads. For many in this profession, working with contracted security drivers is the norm, particularly when a protectee is traveling beyond their local commuting area, or the organization has no dedicated resources in the region being visited.
So, adding “managing people that don’t work directly for you”, as well as “working with a vendor sporadically or infrequently” to the list of logistical challenges protection practitioners and managers face on a regular basis creates additional work. With that in mind, planning and managing a successful trip requires an understanding of the threats, vulnerabilities and risks associated with your transportation needs, to include small details that must be mitigated when it comes to getting the protectee from Point A to Point B safely.
Generally speaking, logistics and ground transportation planning should begin as soon as possible once notification of the prospective travel schedule is received from the protectee or his/her staff. In those instances where the trip or visit falls outside of the organization’s existing capacity to provide internal support, this planning process begins with selecting the appropriate vendor (or vendors, for a multiple destination itinerary) for ground transportation needs. This holds true no matter how much – or how little – lead time you may have before the planned departure or arrival.
Many experienced EP agents consider selecting the appropriate vendor as the single most critical component of the transportation planning process. In reality, which vendor may be best suited to support your secure transportation requirements may vary based on several factors.
First and foremost is the current threat profile of your protectee, as ALL protection related decisions should be based on the known or assessed threat level. For instance, if the protectee’s threat profile is generally low, the trip hadn’t been announced in advance, and the itinerary consists of a small number of discrete meetings taking place within relatively secure locations closed to the public, the threat level would likely be much different than other visits.
If the protectee is a very high profile, public figure, is subject to intense media coverage, was recently involved in a controversy, and is making a series of highly publicized and public appearances, one of which is at a rally in support of a polarizing political figure, your transportation advance and needs will be significantly elevated. Given the vastly different threat profiles associated with your protectee, the secure transportation requirements – from type of vehicle, number of vehicles, level of training and experience the assigned drivers have – might also be vastly different. Each of these decisions are driven, pun intended, by whatever short term and persistent threats the protectee may be subject to.
Once any known and potential threats are considered, selecting the most appropriate transportation vendor is one of the most critical risk management/mitigation decisions the protection practitioner, detail leader, or protective security manager may make in preparation for a planned visit. If for no other reason than, from a historical perspective, the security risk to a protectee is greatest when he or she is in or around their vehicle; a fact which is borne out in the analysis detailed in the book Just 2 Seconds (De Becker, Taylor, Marquart, 2008, De Becker Center for the Study and Reduction of Violence).
When coupled with the overarching general safety, and life-safety, risks associated with vehicle crashes, the importance of selecting the appropriate transportation provider cannot be understated. Safety risks? Vehicle crashes? When viewed objectively, the highest risk period for the vast majority of protectee’s are those periods when they are being transported in a vehicle; therefore, selecting the vendor that is best qualified to address whatever threats or risks the protectee may face should also be a very high priority. When it comes to providing safe and secure ground transportation in the United States, with very few exceptions, the most prevalent threat and highest risk many protectees are subject to is an automobile crash. It should be noted that auto crashes often result in injuries (medical emergencies), but also present crimes of opportunity and could be staged as a targeted attack.
While it may be critical to the overall success of the movement, trip, or detail, selecting the appropriate transportation provider is just one of many facets that contribute to that success. Other factors to consider when selecting the provider in your advance include:
Ease of ingress/egress for protectee
Road and weather conditions
Number of passengers
Type and volume of luggage
Licensed for vehicle operation at FBO’s on tarmacs
Common vs. uncommon vehicle types, makes, model
These items are all pieces of information that an experienced, local secure transportation provider should be able to address and provide solutions for. While short and direct, this list not only shows what some of the more valuable insights a local transportation provider can provide, it also points to the detailed information a prospective service provider should be asking for from a potential client before they submit a formal proposal or quote.
To reiterate, the transportation provider should be identified and engaged as early in the Transportation Advance as possible. Whether or not the service provider will be directly involved in conducting the Transportation Advance (or advances for multiple destination trips or movements,) will be determined by several factors. In many EP teams, the Transportation Advance may be an additional responsibility of the detail leader, or protection manager.; he or she may choose to leverage the local knowledge of the transportation vendor in the beginning, or given the threats, vulnerabilities, and risks, may elect to provide only limited information the drivers during the protective advance. The detail may be configured in a way that someone is assigned advance responsibilities for each trip, though it may not always be the same person. Regardless of who is responsible for conducting the Transportation Advance, or exactly the how the advance will be executed, there are focal points throughout this process which can make or break a visit.
Among these, is the protectee’s preference, which should be considered whenever possible. Meaning whenever the findings of the threat assessment offer some latitude or flexibility, the protectee’s preferences should always be a consideration…so long as they aren’t likely to lead to increased safety or security threats, vulnerabilities, or risks. In instances where those preferences can’t be accommodated due to safety or security risks, the value of a well-documented Transportation Advance increases exponentially, as it provides the individual responsible for planning and managing the transportation function the ability to speak intelligently to why certain choices were made, especially when those choices may not align the protectee’s desires. In executive protection, it’s not our job to tell a protectee NO, rather tell them the consequences of YES. As an example, if the protectee prefers a sedan to an SUV, but the locale in question has:
A higher-than-average fatal accident rate
Experienced a series of large-scale protests in the vicinity of one of the meeting locations
Major roads are divided by wide medians, planted with tree and shrubs
Curbing consists of tall, Belgian block,
Given the circumstances described above, from both a safety and security risk management perspective an SUV may well be the preferred choice of the advance agent. Having the ability to articulate that decision to key stakeholders, and the factors that it is based upon can be invaluable. While the protectee may not be happy with the decision, he or she will have the opportunity to understand that the decision made was an informed one. They may not agree with it, they may ultimately override it, but at least they’ll know that:
There is a planning process that considers threats, risks, vulnerabilities
Preferences are weighed against those factors in deciding the best available options
The protection detail didn’t settle for whichever vehicle happened to be available but made an informed choice based on the available information
In the end, protection is a matter of ultimate trust. The decision for a specific type of vehicle may never come into question by a protectee that trusts you but being knowledgeable of the decision-making process leading into that choice will be invaluable later if it does.
Planning for Safe & Secure Ground Transportation Success – Part 1 by Joe Autera and Kevin Dye
Not All Vehicles are Created Equal – or are Best Suited for the Job
Typically, the decision as to which vehicle to utilize on a particular trip or movement will usually be based, in some part, upon criteria like that listed above. It is also worth mentioning that, at least with the majority of protectees, teams usually don’t have to use the exact same vehicle on every trip or visit. In some cases, doing so may make the logistics of some trips nearly impossible to manage as a particular make, model, or color, of vehicle may not be readily available everywhere the protectee travels to. From a security perspective, some vehicles draw unwanted attention to the protectee. For example, moving around Miami in a blacked-out Cadillac SUV is not likely to draw much attention to your protectee. Moving that same Principal around Flagstaff, AZ, where 4 of the top 10 vehicles are pick-up trucks, in a blacked-out Cadillac SUV may not be discreet.
Following the “Keep It Simple, Stupid” principle, when it comes to logistics and transportation for larger groups, consider using Sprinter Vans or even Luxury Freightliner “coaches”, as opposed to full sized SUVs may also be an attractive option. These larger vehicles tend to simplify the logistics effort by providing the opportunity to manage the protectee and their entourage in one larger group as opposed to having to manage multiple, smaller groups, (often referred to as herding cats) with several vehicles, and an equal number of drivers.
Of course, no matter how well trained the driver is, performing evasive maneuvers in such a large vehicle is not likely to end well, so choosing wisely when it comes to which vehicle or vehicles to use for any particular trip should never take a backseat to known threats, vulnerabilities and risks. An additional consideration when it comes to utilizing larger, multi-passenger vehicles is whether or not there are any “key person” restrictions that limit the number of senior executives, key stakeholders, or decision makers who can be transported in any one vehicle together. While such restrictions are not as commonplace as those rules that apply to corporate aircraft, there are some organizations that categorize the risk of a fatal car crash involving multiple executives, stakeholders, or decision makers as being the same to the organization as a crash involving a corporate or commercial aircraft carrying more than one.
Similarly, larger platforms may improve efficiency when it comes to accounting for, loading, and unloading baggage and/or personal items belonging to the passengers. Conversely, if the passengers on a given a trip or visit are limited to your protectee and just one additional person, and the terrain permits it, the use of a sedan might just be the best option and certainly one worth considering.
While for some protection practitioners, it’s merely a fact of life that their protectee wants to be seen in luxury vehicles, and in some circumstances he or she may insist. There are circumstances that support a low-profile vehicle as the most efficient and effective means of reducing the threat by reducing the visibility of the protectee – and his or her protection. In some locations, low profile vehicles are becoming increasingly popular as the Paparazzi has become hyper-focused on high-end luxury vehicles that are commonly used to transport VIPs. In other locations, including some here in the U.S., open displays of affluence have led to individuals being targeted for carjacking or other types of crimes.
In some cases, luxury vehicles were followed to a residence, resulting in home invasion robberies. Factors that contribute to a “low profile vehicle” include, but may not be limited to:
Common make and model for the local environment (i.e. a Kia Sedan in Lebanon, a Mitsubishi Pajero in East Africa, a Tesla Model S in Silicon Valley)
A neutral color, common to the environment (i.e. grey, tan, white, etc.)
Tinted windows (if commonly available in the operating area)
No identifying graphics, parking decals, etc.
Up-to-date registration, license plates, insurance, etc.
Appropriate level of exterior cleanliness for the environment
Not All Drivers are Created Equal – or Appropriately Trained
Whether opting for the use of an unarmored vehicle for a short-term visit as opposed to long term, daily usage, or operating a two-vehicle convoy consisting of full-size SUVs, it is just as important to verify the level of driving training of the Security Driver operating the vehicle as it is to verify the specific features of the vehicles themselves. Similarly, to “not all vehicles are created equal”, not all drivers are appropriately trained in Security Driving techniques.
Additionally, not all Security Drivers may be appropriately trained in the various types of vehicles they may be called upon to operate. The time to finds out what type of drivers training a contracted driver may or may not have should be determined as far as possible in advance of the trip. Regardless of the specific vehicles which they may find themselves behind the wheel of for a particular trip or visit, the driver should be trained in the specific type of vehicle they will be operating.
In a perfect world, the driver will always be trained in the exact same make and model vehicle that will be utilized in the movement in the location the security drivers operate. However, that is not likely to be the case. Depending largely upon the protectees threat profile, as well as his or her preferences, anything from a VPAM Level 7 Armored SUV, a B4 level armored sedan, or an even unarmored sedan can be used during a visit and your security driver is likely to find themselves behind-the-wheel of a wide variety of vehicles throughout the course of their career.
Therefore, understanding how and what, the security driver is trained in is important, as the vehicle dynamics and performance characteristics of each vehicle vary greatly. Drivers with the most experience in numerous vehicle configurations and current training certifications tend to be the busiest among contract service providers. This is a point we’ll take a closer look at in Part 2 of this article.
While it is always recommended to do business with providers you trust, it is just as important to trust, but verify, any information received from the service provider you select. It’s not only acceptable to ask for licenses, certifications, and training documentation from your preferred vendor, in today’s litigious society it would be exceedingly naive not too. Professional service providers typically maintain detailed training records, along with supporting documentation, and should have no reason not to provide them to a perspective client upon request.
Additionally, any legitimate training provider will also maintain documentation for those students who have attended their courses and, when authorized either by the student or their employer, should also have no issue sharing that information. On the other hand, if the vendor is unwilling or unable to provide licensing information, driving record abstracts, detailed training records for their driver (or their attendance cannot be verified by the training provider in question), then it may very well be time to explore other options for transportation.
Planning for Safe & Secure Ground Transportation Success – Part 1 by Joe Autera and Kevin Dye
Drivers Drive…and May Have Some Other Responsibilities
While it may come as a surprise to some, the fact is that not all drivers are properly and appropriately trained. In fact, depending on the locale, the event, or the circumstances, surrounding a planned trip, it’s entirely possible that there may not be enough trained, experienced security drivers to meet an increase in demand, especially if it’s being driven by a short-term event, such as a professional conference or awards ceremony.
If your protectee waited until the very last moment to commit to taking the trip, you may have to choose from the best of several bad options when it comes to hiring a transportation provider. Regardless, the vendor should have an established protocol for vetting and selecting drivers. At an absolute minimum, proof of licensure and training certificates for any security driver the vendor has proposed assigning to you should be available.
In some instances, depending on prevailing threats/risks, needs, and sensitivity, a limited background investigation for each driver may be necessary to determine suitability for the assignment. After all, would you want your protectee being chauffeured by a convicted felon or a driver previously arrested for DUI; or, conversely, someone whose views and opinions expressed on various social media platforms are wholly incompatible with the protectee’s?
In keeping with the “one is none” mindset, when selecting a driver, the most viable candidate for back up driver should also be identified and agreed upon with the vendor. This alternate driver should be, vetted, and their availability confirmed, so that if the primary candidate is unavailable or unable to continue the assignment as planned a vetted, the approved alternative is readily available.
Since a contracted driver is not usually involved in the normal, day-to-day operations of a specific security team, he or she may not be familiar with the terminology, processes, and protocols of the team. With this in mind, whoever is responsible for the conducting the Transportation Advance must also be prepared to fully brief the driver – or drivers, as the case may be, on their responsibilities and duties for the duration of the assignment, as well as the team’s expectations for how they will fulfill those responsibilities and duties.
Some important pieces of information that should be collected and disseminated as appropriate, as far in advance of the trip or visit as possible, include:
Identify if the driver is armed/unarmed,
Obtain (and provide) full contact information
Discuss/review acceptable attire
Discuss/review acceptable behavior (i.e., no smoking in the vehicle, no eating in the vehicle, check fuel levels at every stop, etc)
Disseminate tentative schedules (with as much, or as little, detail as deemed appropriate given threat profile, risk assessment, driver’s background, experience, etc.)
Driver responsibilities in the event of an attack on protectee/principal (AOP)
As a rule, when working with a security driver, he or she should never leave the vehicle and should always be seated and prepared to depart prior to the protectee leaving a site/venue. In doing so, the driver will not be expected to open doors, carry luggage, perform any other duties, or perform any other services…they only drive, and must prepared to do so at a moment’s notice.
This can be one of the most difficult concepts to communicate to a driver who normally earns a significant share of his or her compensation by providing great customer service, which may include jumping out and opening or closing doors, loading/unloading luggage, handling, parcels, bags, briefcases, etc. It may very well take a couple of gentle reminders at the outset of the assigned driver to break through the “muscle memory” formed by years of providing the level of customer service that most passengers expect.
Conversely, when possible, a relief schedule should be established that will allow the driver to use the restroom, have a quick bite to eat at the vehicle, or simply stretch their legs for short periods when the protectee is unlikely to require transportation. If such relief is provided, there must be someone with the vehicle who is fully capable of operating it in the absence of the assigned security driver, and any relief periods should be exceptionally brief, no more than 5 minutes for restroom or getting out to stretch their legs, no more than 10 or 15 minutes to eat while staying with the vehicle.
One of the key elements of providing the driver some relief is key control, meaning the vehicle keys never leave the control of whomever will be behind the wheel should the need arise. So, when the primary driver is provided a restroom break, the person relieving them at the vehicle should have the keys in their possession. Once the assigned driver returns to the vehicle, he or she should immediately take possession of the key. It is also advisable for the detail or shift lead, whomever is the senior person on duty at that time, to have in their possession a second key for the vehicle. Even now, when copies of RFID keys range from more than $120.00 to as much as $500, having a spare or back-up key is cheap insurance and something that transportation vendors should be contractually obligated to provide.
Other responsibilities the driver may be tasked with include providing the protection practitioners with active situational awareness by observing and reporting on the types of activities taking place in and around the venue and the general vicinity of the planned entrances/exits. Drivers should communicate immediately with the detail if they observe any indicators or warning signs of existing, emerging, or evolving threats or risks they may see. This is certainly one aspect where a trained, experienced Security Driver tends to provide far more value than an untrained driver.
In the timeframes associated with short trips or visits, it’s virtually impossible to effectively train someone to provide the same level of detail and clarity that a person with several years of experience, applicable training, and, when available, firsthand knowledge of a locale or venue can provide. In addition to being trained observers, professional Security Drivers are also expected to understand the internal layout of the venue, locations where the protectee is expected to be within the venue, and possible alternative pick up points to be utilized in the event of an emergency.
But, Wait, There’s More…Much More
As you can see, the selection of an appropriate vehicle and an appropriately trained, experienced driver is paramount to the success of any protective visit. Having been on the receiving end of some uncomfortable conversations over the years, the most of uncomfortable of which started with “…help me to understand exactly how this happened…” we speak from firsthand experience when it comes to the small details involved in planning, managing, and providing safe and secure transportation
Transportation advances reward “brilliance in the basics” far more than most other parts of your protective advance. When it comes to secure transportation, the most basic elements are defining the prevailing threats that the protectee is subject to. Once this has been established, the real work of the Transportation Advance begins with selecting the appropriate service provider, vetting the driver and alternate driver, and deciding on which vehicle is best suited for this trip or visit. While simple, we hope this article has shed some light on areas where an advance can go sideways.
In part two of this article, we will explore the next steps toward achieving brilliance in the basics in providing secure ground transportation for protective operations, including a look at specialized vehicles, motorcade operations and the route survey/selection process.
Joe Autera has for the past 20 years, designed, developed, and delivered highly advanced security driving and secure transportation-related training programs to private and public sector clients in more than 36 countries on 6 continents.
Kevin Dye is a retired U.S. Secret Service supervisor with more than 28 years of experience providing protection at the highest levels of government and industry worldwide.
What really drives the energy, if any, behind a risk assessment? Risk assessments are an important cog in the initial and recurrent security framework of any ad hoc or permanent security detail. For fixed assets, site risk assessments are often conducted throughout many levels depending on who is involved as well as when requested.
As threats change daily, regardless of how minuscule, having immense gaps in risk assessments, which may span for many years on end, can weaken the security framework of not only the fixed asset but also principals, employees, and visitors. Preplanning, drills, and tabletop exercises are all excellent ways to maintain a hardened security program; however though, pragmatically, they often end up as a physical or virtual binder collecting dust until a serious incident or crises upsets the culture of operations.
Furthermore, many site risk assessments and security training are conducted reactively rather than proactively. Risk assessments and training of security personnel cannot be conducted in an hour, they take time and effort to properly diagnose the security health of a fixed asset and security team. Couple this with ever changing risks, both natural and manmade, a typical risk assessment usually takes a week or two depending on the assessors, assignment, and/or assets, not including the final report; training comes in the form of initial stages and recurrent – i.e. quarterly, yearly.
However, risk assessments and training do not need to be initiated from upper management, it must flow through each phase of management starting with the front line. Regardless of if you are a Chief Security Officer (CSO), Security Manager, or Close Protection Team Leader, risk assessments are an imperative force-multiplier for security practitioners.
Some risk assessments and training are often either rushed or haphazardly conducted to pacify a deadline or order. Principals, fixed assets, and non-tangible assets – i.e. – cyber, brand reputation, might be close in framework; however no two are alike. The cookie cutter mentality is no longer prevalent because threats and aggressors are quick learners, and worst of all, can adapt.
Nobody wants their workload to increase; however, the more risk assessments and training are delayed the more likely it is to be shelved and forgotten. Moreover, what does one think a workload will look like if a serious incident or crisis could have been avoided by a proper risk assessment or training?
And often, it is not only limited to doors, gates, and turnstiles, but also security personnel. Reactivity is an issue; however, one of the most important variables in any security operation is the training and re-training of the security personnel. Just as a proper risk assessment does not occur overnight, nor does the full training – or at least setting up recurrent training schedules, for security personnel.
Compliance is universal in the private and public sectors; but is that compliance truly proactive? Regardless of if a security professional is entry level or C-Suite, Security Officer or Security Director, there are initial trainings and compliance that must be addressed and adhered to; however, it cannot stop there. Whether in executive protection or building security services, three variables should be considered:
How well is my protective assets, principal, building, brand, currently protected?
How well are my personnel trained and how to motivate through recurrent training.
Time is a luxury that many take for granted. Down-time in the security field depends on assignment and position held. Proactively utilizing downtime to the practitioner’s advantage, by formulating a plan your approach method.
The purpose is not to say how to do a proper risk assessment or how to properly train security personnel, but the importance of time management and coming at your risk assessment and training operations in a proactive and strategic approach.
