Personal Protection is a cerebral game, based on one’s ability to assess and mitigate a Risk, Threat and Vulnerability in dynamic and often challenging environments. Think of it as your blueprint for ensuring the safety, security, reputation, and operational continuity of your client. When done right, it transforms a security program from a handbag accessory into a precision instrument.
In the fast-paced world of executive protection, every second of service counts. Success hinges on meticulous planning and precision execution. It’s not just about reacting to threats – it’s about foreseeing them, preventing them; all the while delivering a white glove service. In the real world of Personal Protection, Agents are far more than just minders, no matter how much they may dress the part.
What is Risk Management in Personal Protection?
At its core, Risk Management is the art of anticipating risks, threats and vulnerabilities that could compromise a principal or client. It goes far beyond ‘bodyguards’ and bulletproof cars – it’s a system of smart decisions that shield clients from physical, digital, and reputational risks. Whether you’re looking at cybersecurity, logistics, or physical security, every angle must be considered.
Frameworks like ISO 31000 provide the playbook, ensuring there is a systematic approach to identify and neutralize risks before they become reality. But building on this template and translating it into operations can be a challenge, due to the constantly changing operational environment.
How Risk Management Drives Outcomes in Executive Protection
For Personal Protection professionals, the goal isn’t just to prevent harm; it’s to ensure the client’s day runs smoothly – no interruptions, no surprises, just a seamless flow. Risk Management is the silent partner that makes this possible.
1. Reducing Threat Exposure
The first and most obvious aim is to reduce the client’s exposure to danger. That’s where proactive risk management shines. By diving deep into threat assessments, security teams identify potential hazards – from physical attacks to cyber breaches – before they ever become a problem. Picture an executive visiting a politically unstable country: kidnapping, terrorism, and civil unrest might loom on the horizon. With the right intelligence and planning, the security team adapts routes, increases physical defences, employs TSCM and deploys counter-surveillance to reduce these risks significantly.
At Empire Protection, we aim to control as many aspects of the project as possible, because owning the environment gives control over it. By being the provider of the CP Team, the Vehicles and Drivers, and the Residential Teams, and by working closely with stakeholders such as Hotel Managers, Venue Managers, Event Staff, etc. we are able to control risk, reduce vulnerability and increase threat detection capability.
2. Ensuring Continuity of Operations
A key aspect of Personal Protection is ensuring the client’s schedule remains intact, no matter what’s happening outside. Risk Management makes this possible by preparing for the unexpected. For instance, imagine a protest that blocks a critical route. If the risk was already identified, alternative transportation and/or rerouting ensures the client’s schedule moves forward without a hitch – because when it comes to high-profile clients, time is money. Client satisfaction is also repeated business!
3. Supporting Positive Reputation
Not all threats are physical – some are more subtle but just as dangerous. Reputation is everything, and one bad headline can ripple across a career or business. Risk Management in personal protection isn’t just about security; it’s about shielding clients from reputational pitfalls. Whether it’s controlling media exposure or ensuring the client stays clear of situations that may impact their reputations and thus their ability to perform. This could even have significant impacts on sponsorships, share prices, contracts partnerships etc.
In addition, the way those close to the principal act and behave on their behalf is a direct reflection of them and will contribute to their reputation. Whilst generally, a personal protection professional is a silent supporter, they will undoubtedly liaise with many key stakeholders throughout a task and their overall presentation will have an impact on how the client is viewed.
4. Being Ready for Dynamic and Adaptive Responses
The threat landscape for high-profile individuals or groups is constantly shifting. Through consistent monitoring and real-time assessment of Risk, Threat, and Vulnerability, protection teams can efficiently adjust their strategies and operating methodologies. The ability of a team to move from logistical support to crisis intervention at a moment’s notice, and do so whilst hungry and sleep deprived etc. is a critical aspect of a successful team/agent.
5. Compliance with Legal and Ethical Standards
Following proven Risk Management procedures ensure compliance with legal and ethical standards. Operating outside these standards can lead to liabilities for both the team and the client. It is essential that those in personal protection are familiar and conversant with local, state and federal legislation in the area in which they are operating (remembering to quickly become so during periods of short notice travel), and know and comply with both employer and client professional standards and corporate guidelines.
Risk Management in Personal Protection Summary
Applying Risk Management to Personal Protection programs can be simple and effective by following these core five steps:
1. Risk, Threat, and Vulnerability Assessment: Start by proactively gathering intelligence and identify Risks, Threats and Vulnerabilities (both internal and external).
2. Risk Analysis: Once the Risks, Threats and Vulnerabilities have been identified, analyse the likelihood of them eventuating, and the consequences if they do.
3. Risk Evaluation: Prioritise mitigation strategies based on the severity of the risk, accepting factors such as time, resources and budget.
4. Risk Treatment: Develop and implement strategies to reduce or eliminate risk.
5. Monitor and Review: Constantly monitor both the threat landscape and the effectiveness of the Risk Management strategies already employed, and adjust as required (without ego).
Conclusion
In the high-stakes world of personal protection, Risk Management is and should be the backbone of a successful operation. It’s not just about responding to threats but being proactive in identifying and addressing them before they materialise.
By following a structured Risk Management framework, personal protection teams can effectively achieve the key outcomes of their mission – keeping the client safe ensuring business continuity, managing reputational risk and staying compliant with the law. For any professional in this field, mastering and employing effective Risk Management is essential for delivering a high-quality service in today’s complex security environment.
Are the following scenarios acceptable as an executive protection professional, specifically for a bodyguard?
Holding an umbrella for an executive/VIP
Picking up the VIP’s morning coffee (i.e.Starbucks) so that it’s waiting for the executive in the morning prior to their first limo departure to the office.
Carrying shopping bags or grocery bags for a VIP
Pushing the VIP’s shopping cart
Carrying or rolling the VIP’s golf bag
Carrying or rolling the VIP’s luggage at an airport
Running errands for the executive, i.e.dropping off/picking up the VIP’s dry cleaning without the VIP, etc.
Why use the term “Slippery Slope?”
When an executive protection professional i.e. bodyguard, arguably performs questionable tasks to assist their executive this may lead to becoming complacent or more passive and compliant by performing activities or functions that are clearly not related to security, (hence the Slippery Slope).
In the past, I have read heated exchanges between executive protection professionals addressing the umbrella topic, as a bodyguard is it your duty or role to hold an umbrella for an executive?
A significant number of executive protection professionals from the private sector who expressed their online opinion took a very strong position that holding an umbrella for an executive was not only an acceptable practice it is an expected duty and protocol that they follow.
Some individuals articulated that this is consistent with their protective training where they held their instructors in high regard. One protective manager noted that he would have an issue with his staff if they did not hold an umbrella for their VIP indicating that this was a deal breaker if they wished to remain employed.
Umbrellas
It is recognized that by holding an umbrella for an executive, the bodyguard can assist in keeping the executive dry from the elements (rain, snow, and hail). This may include shielding the VIP from the direct sun or wind to blocking the media, protesters, paparazzi, fans, and the general public from viewing, taking photos or video of their executive.
It is further recognized that “tactical” umbrellas have some positive benefits. If you google “tactical, “assault” or “self-defence” umbrellas you will read that these modified umbrellas may have reinforced hardware, steel tips, and they are “designed to withstand harder impacts” etc.
I am not an authority on tactical umbrellas, however, I do have significant concerns when I see advertisements for “bulletproof” umbrellas. I concur with one online comment noting that the “sheer fabric weight” that would be required is problematic. It would be too heavy and a challenge to simply hold once it is opened.
If you work in the security field, you have hopefully received training in the “Use of Force Spectrum”. In policing this is taught in the academy, and it should be part of ongoing refreshers. This form of training must also apply to civilian executive protection professionals.
Less lethal Methods–an intermediate group of weapons between empty hand control and firearms. This will include tactical umbrellas.
Lethal force– This includes firearms and “any other weapon or technique used in a manner that is likely or intended to cause grievous bodily harm.”
If you use a regular or tactical (assault, self-defence) umbrella as an intervention tool in relation to a problem individual, you typically will fall under the less lethal category (number 4). In my professional opinion by holding an umbrella at a minimum there is a potential to reduce your effectiveness under the empty-hand control option (number 3).
Bodyguards cannot afford to be tied up with priorities as they must be free to deal with an emergency. Yes, based on the Use of Force Spectrum as a bodyguard you may need to move from number 1 to number 5 on the spectrum however this is extremely rare. With all the training and refreshers that police officers receive in the use of force, they do not always get it right. This becomes vastly evident in cases that are played out on the evening news and through social media.
As an executive protection company owner/manager or an executive protection supervisor it is also your responsibility to ensure your staff have “Use of Force” training.
I have been a bodyguard on many occasions, for private citizens, Ambassadors, Consul Generals, Premiers, Chief Justices, Governor Generals, current and former Prime Ministers to Presidents. I have never held an umbrella for any of these executives or assisted in the activities listed on page 1 from A to G.
As a Bodyguard, I always kept my hands free or at least I tried to. Here is one story where I was not that successful.
I was one of the Dalai Lama’s bodyguards on his visit to British Columbia. The Dalai Lama attended a large community event at a Vancouver hotel. When the event was over, we walked him to a dedicated elevator.
Once inside as the elevator door started to close, the Dalai Lama proceeded to gingerly hold my left hand. My first thought — kind of cute (clearly an endearment gesture). This, however, quickly changed to be a concern as he kept holding on. I made my hand go limp trying to wiggle free to no avail. I then looked over to another bodyguard before the elevator door opened, my facial expression would have conveyed, “Houston (Graham) we have a problem.” I then realized that the Dalai Lama was also holding Graham’s hand as well.
My focus changed from trying to be vigilant to worrying, feeling that there could be media at our landing taking photos and videos of the 3 of us holding hands. As the doors opened prior to stepping out of the elevator the Dalai Lama promptly released my (our) hands. Whenever I chatted with Graham about this memorable experience, I was quick to remind him that my left hand was tied up however my shooting hand was still free J. A good laugh now but not so much on game day!
Rainy Day Option
I am from Canada the Vancouver B.C. area. Online, it shows that Greater Vancouver’s annual rainfall is 146-252 cm. There have been many occasions when I have provided close protection when it was raining, I did not directly shelter the VIP from the rain as there are other practical options and protocols that can be followed.
For example, I was in charge of a full-time close protection unit where I also filled in as a bodyguard, driver, advance, and site person “as & when” required. My VIP would leave her home from the rear of the residence where she would walk through her backyard to the back alley where our limo was running.
When the VIP’s executive assistant was not present I would open one of our umbrellas and hand it off to her upon her exiting her residence, I then led her out. I was able to be just ahead of her opening the gate and her limo door. As the executive lowered herself down into her rear passenger seat, she released her umbrella to me as I started to close her door.
General Information about umbrellas
As a bodyguard, you (and the limo driver) should ideally have 2 appropriate umbrellas in the Limo. They should be larger umbrellas, a solid darker colour (Black, Charcoal/Dark Grey, or navy blue) with no patterns. The umbrella should have no writing on it. You do not want your VIP to advertise a product or draw attention.
Arguably, your job as a bodyguard is to ensure that there is always an appropriate umbrella available not to hold one.
Executive Protection training courses
The way we all perform our executive protection duties will largely be guided by both our experiences and our training.
If you feel that you attended a well-established reputable executive protection training course with seasoned and respected instructors, you will likely follow their protocols and recommendations in relation to holding or not holding an umbrella.
In the private sector, I can understand that there is a tremendous amount of pressure to please your VIP. At the end of the day, if the person who pays your wage and or your supervisor expects you to hold the VIP’s umbrella and perform other tasks that are not specifically related to the VIP’s safety and security, this is what you may choose to do in order to keep your job and remain employed. Based on my professional opinion and from a pure security perspective, this does not mean that this is recommended as it is not a good security practice or protocol.
My formal executive protection training is largely through the Royal Canadian Mounted Police. I also instructed and assisted with VIP Security training which included the National VIP Security course.
This course was revamped and is now referred to as the close protection course. As per my training, as a bodyguard, I always kept my hands free. Good sense must prevail.
For example, if the VIP is arriving or departing from the airport and I am part of a small security detail, as a bodyguard I will place and remove the executive’s luggage to and from our limo/vehicle. The limo driver must remain in the driver’s seat ready for a prompt departure. All executive protection professionals must always be vigilant and cognizant of the elevated security risks associated with all vehicle arrivals and departures.
Job Security
While working in close protection as a police officer and a federal government employee I never worried about losing my job. If I did not hold the umbrella for my VIP I knew that I would not be transferred, my position was safe, and I would be fully supported by my supervisors. There was also uniformity where VIP / Protective Services section members followed the same protocols, we did not hold umbrellas for our executive.
I expect that there are some executive protection bodyguards, travel officers, or personal security officers who are government employees, however, they may feel the need or pressure to be well-liked and to do more (i.e. hold an umbrella, etc.) as their VIP can have them replaced.
Thought-provoking comments and recommendations
If the VIP has an Executive Assistant (EA), Chief of Staff Deputy Chief, etc. they should be holding the umbrella for their executive and assist with other tasks that are not related to security. If they have their own event advance person at a site, holding an umbrella (if required) can default to this staffer.
If your security detail has always held an umbrella for an executive, has it ever occurred to you that the executive prefers to hold their own umbrella?
Some executives may feel that this is in fact a bodyguard’s role, so they are passive in allowing executive protection professionals to simply perform their duty.
It is recognized that some executives i.e. in the entertainment industry may seek out or want attention, preferring that the bodyguard holds an umbrella for them. In the political world, it is my professional opinion that this is not the norm.
Warning – If you are a bodyguard who seeks attention and or tries to get captured on TV, newspaper, etc. with your VIP, you should find another profession.
As a bodyguard what will you do if your executive is with their spouse/partner? They may wish to be close to their partner holding an umbrella themselves versus relying on their bodyguard (s).
Holding an umbrella for an executive may draw more attention towards the VIP. For example, I was providing close protection to an ambassador when we were swarmed by protesters (a story and learning opportunity for another day).
This ambassador and his male associate were clearly not recognized as the protester holding a megaphone initially concentrated on the wrong male. If I was holding an umbrella for the ambassador my VIP would have been singled out. During this altercation, it was vital for me to have both my hands free.
It does not matter if you have 1,2, 3, or 4 bodyguards, you should be aware that bodyguards must be flexible in their positioning based on their environment, approaching subjects, the executive’s movements, etc.
If you are the lone bodyguard and you see a skateboarder, biker, or a couple of people occupying most of the sidewalk approaching you and the executive, this may require you to walk slightly ahead of the VIP forcing the oncoming traffic to modify their path.
You may need to modify your position based on vehicle traffic, crosswalks, buildings, structures, the road surface, businesses, or when rounding a corner, etc. You should not be focused on keeping the executive dry by holding an umbrella in a proper position.
If you have 4 bodyguards in a box or in a diamond formation, they must be flexible in their positions. Using a box formation, as an example, if you are the front left bodyguard and the executive decides to turn around, that bodyguard may temporarily become the rear right bodyguard.
The person that was in that position would then be in the front left bodyguard position. An umbrella handoff would be awkward and totally inappropriate. Note, if there are 4 bodyguards in a box formation with a personal security officer (PSO – 5th BG) with no support staff it, would be acceptable for the PSO to hold an umbrella as there are 4 bodyguards.
When an armoured vehicle is used, the doors will be very heavy and the VIP’s passenger door may also have an exterior door release. You would need both hands free to effectively open and close the VIP’s door for an armoured limo. (unless you have a designated door opener).
When it comes to blocking or shielding public/media or paparazzi view, there are better options available such as using an alternate arrival or departure entrance or exit to changing your walking route.
This can be effectively achieved if you have completed an advance (highly recommended). If you did not complete an advance (significant mistake) obtaining assistance from an executive protection advance /site person should be in place. A competent and switched-on executive protection site security person can be very effective and invaluable.
Note – It is important to also recognize that when a bodyguard is holding an umbrella and if they angle their non-transparent umbrella in order to shield the executive by blocking or minimizing onlooker view, they have just reduced their own field of view, this is not recommended for obvious reasons. Even when there is a stronger wind it is not uncommon to angle your umbrella towards the wind, this will reduce a bodyguard’s view.
In the above photo do you have any concerns with the bodyguards positioning etc.?
A few general observations and concerns with the above bodyguard/VIP photo:
The bodyguard appears to be drier than his VIP.
The VIP should not be positioned next to the roadway and vehicle traffic
The VIP would be safer away from the approaching bicycle, especially with her exposed purse.
When there is water pooling on the roadway the VIP may get splashed or soaked based on her position.
The bodyguard’s field of view is partially obstructed by the umbrella
The executive and bodyguard are walking with the traffic flow on a busy one-way street. The limo should be shadowing (a little harder in the private sector). You do not want the limo passing the executive. If the limo is required, you cannot afford to take time for the limo to circle around.
The bodyguard and the limo driver must have good communication. For example, as a bodyguard, I want to ensure that my limo driver is able to shadow and be positioned so that my walking direction coincides with the vehicle traffic direction.
Reactionary Gap
Time and distance – “reactionary gap.”
All Executive Protection professionals and law enforcement officers should be familiar with the time distance ratio. Also known as the “reactionary gap.” This refers to the safe distance or space between you and an adversary.
The minimum of 21 feet is the generally accepted standard in law enforcement however I have seen some documentation supporting 30 feet.
Based on your executive’s position, status, the event, and the location where the VIP is attending, maintaining a safe distance can be very challenging, not practical and in some cases it is impossible. Arguably, holding an umbrella has the potential to negatively impact your performance and reaction time.
Within your protective organization or detail, it is vital to be consistent. If one team member holds an umbrella and or performs other non-security tasks for their VIP while others do not, this is a significant problem that must be addressed as soon as possible. This provides the VIP with mixed signals that can be confusing to an executive.
In the past and on very rare occasions, I have worked with individuals who are protective cruise directors. They initiate trivial conversations with the executive. This type of behaviour is not professional. This includes performing tasks that should not be completed by bodyguards or the security detail.
For example – After golf I observed one close protection officer cleaning the VIP’s golf clubs at the executive’s temporary accommodation. This is not appropriate.
Should you obtain coffee for an Executive?
I am going to take a strong position on this topic. As a bodyguard, you should not be meeting your VIPs bringing them coffee/tea etc. I have heard the term “buddy guard” used on occasion. I do not know who coined this term however it speaks to having coffee in hand for the VIP. Buddy guard implies a closeness, a friendship being less formal and untrained. It is a relaxed casual term that has no place in close protection.
If you are meeting your VIP with a coffee or have it waiting in the limo, you most likely would have purchased that coffee as close as possible to the VIP’s departure in an effort to make sure the beverage was hot. A seasoned, executive protection bodyguard and driver will be at the VIP’s residence or hotel well in advance making meaningful observations versus waiting in line at a coffee kiosk.
Let’s look at an example where the VIP is staying at a hotel.
If you have a scheduled 9 AM departure you should not be rolling up to your hotel at 8:55 AM. A detail-oriented, bodyguard with experience and proper training will arrive early. They will complete a radio check, possibly liaise with the facility’s in-house security supervisor, monitor foot traffic and if required secure a dedicated elevator.
If an elevator access card is required for the VIP floor or the employee elevator, this should already be in place. The bodyguard(s) will need to be prepared for alternate exit options etc. The limo driver should view the alternate entrance options again, and monitor exterior foot and vehicle traffic. They should not be parking their vehicle leaving it unattended in order to obtain a beverage for the executive.
An executive protection professional’s time needs to be respected and valued.
Obtaining coffee and other consumable products for an executive is a valet or concierge type of service that must be avoided from a security perspective. It is also an extra unnecessary cost that takes you away from focusing on your protective duties. Any coffee type of service etc. should be left to the executive and or their support staff.
I have heard the following argument used to justify one bodyguard’s position on greeting their VIP with a coffee. By having a coffee ready for the VIP, the executive does not have to make a stop at a local coffee shop en route to the office. This will eliminate one quick pit stop.
My response to this is as follows – The VIP’s support staff must do this.
If the VIP decides they want their morning coffee wishing to stop at Starbucks etc. the security detail (driver and bodyguard) needs to be cognizant of routines and other predictable activity. This may require changing the driving route and or the coffee shop location. It is recognized that it may be a challenge to change an executive’s departure time to accommodate alternate coffee shop locations.
You must never go through a drive-through with your executive in the limo.
Ensure that the VIP does not tweet their location in real-time or establish a pattern or predictable activity. Your threat assessment people should monitor this.
When the executive assistant etc. orders or pre-orders coffee, they must not provide the VIP’s name, their office, or title.
If you are responsible for a security detail where close protection is provided to a local executive, there should be periodic meetings with the VIP’s Chief of Staff or executive assistant. It is important for your client to be made aware that security-related advances are made to all the venues and sites attended by the VIP and that security-related assessments take place even prior to the VIP’s first movement.
Carrying shopping bags or luggage, to carrying/rolling your VIP’s golf bag.
I had one awkward situation where my full-time VIP (Consul General) went shopping and he wanted to hand me plastic bags containing his purchases. I advised my VIP that I was sorry and that I needed to keep my hands free. This was accepted by the VIP with no issue. There were no repeated requests moving forward. Again, there must be consistency. Everyone on the security team must follow the same protocol.
When you accept these types of tasks where you are no longer “hands-free” you may need to deal with other challenges. For example, what are your limits or parameters, are you prepared to hold 2 bags? If your VIP makes a purchase that is heavy, are you prepared to carry the bags or a box with both hands?
If your bag breaks are you prepared to pick up the items purchased or leave your VIP to obtain another suitable bag?
Tying up an executive protection professional’s hand(s) is not exclusive to carrying bags, luggage, or golf clubs. For example, there is an article in DailyMail.com featuring the protection of a wealthy sports figure. The author included the following comments, “The four protection officers were dressed in matching navy suits as they walked on either side of the couple.” One of the protection officers carried the VIP’s cocktail beverage for him.
Running errands for an executive
At the beginning of my article, I make reference to running errands for an executive, i.e. dropping off/picking up the VIP’s dry cleaning without the VIP.
These types of personal non-work-related requests are not security-related duties. They are a concern that can be a challenge to navigate. There are also too many potential scenarios however here is one example. If I was at an event site and my VIP was not active, as a bodyguard I would not use my limo driver to run errands for my VIP.
For example, what happens if someone pulls a fire alarm and you need to evacuate the venue location ASAP? As the bodyguard, you cannot have your limo 20 minutes away where they are running errands or picking up something at a store for your VIP.
Recap and in Conclusion – In my professional opinion
As a bodyguard, it is important to keep both your hands free. By tying up even one of your hands there is a potential that you will be less effective in performing your executive protection duties as a bodyguard. You need to be cognizant of the “slippery slope” and the need to have consistency in the delivery of protective services.
All the best on your executive protection journey Surgite
Tibi J Roman
tjroman.com
Author of “The DNA of Executive Protection Site Security”
Photo credits – photos in the Slippery Slope article are AI-generated by Tibi J Roman
I’ve read several online articles over the last few weeks outlining Executive Protection leadership models, protection “secrets” and AI-written EP management models (yes, we know you use AI to write articles). I thought it might be refreshing to discuss a real scenario in EP protective operations we all have faced numerous times which may provide effective learning insights for those new to close protection services.
Fair Warning: I won’t be naming the celebrity du jour that I protected last week to promote my “better than you” protection company or training academy (I don’t have one) and I won’t be using obscure quotes, talking about cigars, promoting overpriced sponsored equipment, or discussing the importance of networking.
Recently, on a domestic protective assignment, I had an interaction with a contract security professional that is very common and the result of this short article. The interaction reminded me of the overall importance and limitations of protective advances, effective communications, and flexible logistical planning.
The visit I’ll be discussing was very well advanced by a member of my team, with routes run and rerun, site, RON, FBO and hospital walkthroughs completed with the multitude of other necessary preparations we all do (or at least should be doing) days before my protectee arrived. This protective event was attended by several Fortune 100 CEOs from around the nation and the level of professional protection agents and teams in attendance was impressive.
As with many larger corporate events, a subcontracted event security company was managing the overall security for the venue. I have worked with this team at previous events, and they are always very professional, well managed and prepared. They coordinated site walk-throughs prior to the event and were familiar with the security questions our advance team members peppered them with. Questions answered and logistics documented, it seemed like an uncomplicated visit. No one told Mr. Murphy, however.
During the main site walkthrough, two days prior to the planned visit, we were informed that a “senior” White House official would be in attendance. My first question when hearing this was “How senior?”
From experience, I knew that depending on the level of the official, it would not be uncommon for them to drag any number of Secret Service agents into the security plan, changing the overall security posture and design significantly.
As a former government security professional (notice I didn’t say expert), I have inconvenienced my fair share of private and contract security teams participating in events, and I was aware of the ensuing problems and began planning around them (Flexible Logistics for those following).
Flexible Logistics
This particular government official had a large security detail and advance. After some lengthy discussions with the contract security team, it was determined that the secure perimeter for this event would be pushed out significantly, an unusual security posture for this venue, but not out of the norm for someone of this importance in the government.
This created its own problems for the contract security team since they “owned” the venue but did not control the public and common space outside of it. Most people will listen to someone with a nice suit, an official-looking pin and an earpiece because of the “inference” they may have some legal authority. This is sometimes called “Smoke and Mirrors.” I’m quite sure some of you reading this article have even said “Something like that,” when asked if you were Secret Service by an unknowing citizen.
In the private sector, “where” you stage your vehicles is a very important part of your security planning. There are numerous videos on YouTube reflecting arrival/departure catastrophes managed by EP agents who have apparently attended the Vinnie Boombatz School of Protection.
In reality, these horrible incidents are the exception, not the standard in our industry, but the ensuing critique is usually justified. If you can imagine several CEOs from some of the richest companies in the world with their security teams and vehicles, the circus to orchestrate a simple arrival and departure is elaborate, to say the least. Add in road closures, law enforcement and checkpoints, and it becomes a nightmare.
Unlike the United Nations General Assembly, private sector protective security teams do not usually have the luxury of consolidated cross-agency communications or being called into the queue by a command post as your protectee casually strolls out the door. Standard EP arrival/departure areas with multiple teams and protectees are not nearly as coordinated and can often look like a “soup sandwich” if not managed effectively.
The planning and logistics surrounding the staging of vehicles are important for many security reasons, if not for the simple fact it saves your protectee time.
I once had an executive tell me that my value wasn’t in my ability to deter a physical threat but in my ability to save time. “Time,” he said, is a commodity he couldn’t buy, and he could buy anything. This is the reason the word “logistics” is as valuable as “protection” in our career field.
Our protective advance was detailed to the point that I felt as if I could walk between raindrops without getting wet, but as mentioned, the addition of federal protection agents threw that plan out the window.
Having familiarity with Mr. Murphy and his unwanted bag of tricks, I adjusted my staging of motorcade assets to avoid the police road closures and federal motorcade arrival and departure.
Realizing that all the vehicles would be “held” pending the departure of the government official, I devised a plan to change my motorcade staging area to an alley outside the established security perimeter. This particular alley was only a short walk from the venue, relatively secure and would save us nearly 15 minutes. More importantly, it placed my motorcade outside of the street closures with easy access to the FBO. WINNING, right? Wrong. Mr. Murphy was unaware of my new plan and decided to FUBAR it.
After discussing the new plan with my drivers and moving them to the alley, I noticed a well-dressed gentleman in a dark suit, earpiece and recognizable contract security pin approaching my motorcade. “You can’t park here,” he said authoritatively as he pointed in the direction of the alley exit.
At this point in the event schedule, I had about 1 hour to correct the logistical issues I was facing for the departure and get my protectee to the FBO for a timed departure window. “No” wasn’t something I was expecting, but arguing the point with a post stander with obviously specific post instructions wasn’t going to work either.
I identified myself (he had no idea nor cared who I was), thanked the contract security professional (because he was just doing his job), and asked him for 5 minutes to get approval. You can often ask for forgiveness rather than permission in almost everything we do except access. Access requires permission or a quick exit from an event.
Everyone reading this knows I didn’t need approval to park in a public alley and the contract security professional couldn’t enforce his instructions even if he wanted to, but arguing takes time, doesn’t accomplish much and eventually leads to hard feelings (Effective Communications if you made it this far).
Effective Communications
Effective communications permeate everything we do in this profession, from physical confrontations to positive customer service. This guy was just doing what he was told to do (and effectively I might add) and I’m sure he didn’t know he couldn’t enforce his directions.
After calling the overall event security manager, explaining my problem, and “asking” for some leeway, he agreed and radioed the post stander with approval. For the event security team, it was better to have a “known” in the alley blocking traffic, than an “unknown.” I took a moment to thank the post stander again for his diligence and help and set my cars up.
As expected, the departure of the government official delayed all other departures for the CEOs in attendance. By moving our cars, we departed without being caught up in the road closure and beat all other protective detail traffic to the FBO. We all know, first to the FBO, first to leave.
So why am I discussing this story? It’s happened to me numerous times throughout my career, in various positions, and in most cases was completely avoidable.
“No” is the easiest word in the English language to say, just ask any two-year-old, and security professionals use it just as liberally. There is always someone somewhere waiting to tell you and every other EP professional, that you can’t do something for some obscure reason without explanation.
Being in the wrong position or place, access to a venue, or simply staging your cars are all easily followed by “No.” EP professionals who complete a thorough protective advance to mitigate “No,” and effect proactive and coordinated planning and communications, often avoid significant logistical issues, but even the best advance can’t anticipate Mr. Murphy.
For those starting out in executive protection, how you manage these incidents separates you from others who would waste time arguing or mistakenly saying “Do you know who I am?” Response: Uhm No, I don’t, did you forget?
Having accurate and tested contact information with decision makers, knowing the overall security plan (not just your small piece), and effectively communicating with other teams to avoid conflicts places you in the driver’s seat when “No” makes an appearance. I can’t help you with Mr. Murphy, he’s a prick. When all else fails, look calm and be patient in the face of adversity while everyone else runs around with their hair on fire, it’s job security.
1. What motivated you to pursue a career in event security, and what do you find most rewarding about the role?
Being South Florida-based, it was a natural progression from our entertainment venue security division (nightclubs, concert venues, etc.), which is responsible for a large part of our State’s revenue (tourism, entertainment). During our time in that sector, we were the largest nightclub security agency in the State of FL.
As we grew older as guards and the company grew older as a whole, I decided to pivot Guardian totally out of that division and focus more on one with much more longevity and potential for growth (nightclubs come and go and have a higher risk vs. reward ratio). The Guardian name was (and is) very well established in Florida, especially South Florida so it was a natural transition to focus on the event security world since we have established relationships with clients and potential clients as well as the fanbase.
We are mostly known for our Celebrity Protection Division worldwide (bodyguards). We primarily focused on entertainers’ close protection and made our worldwide stamp in that world so knowing how to protect entertainers, touring worldwide, the risks involved, and the demands of what it takes in order to be successful as personal protectors combined with our experience in handling crowds at venues. We decided to expand into the Event Security world and it has proven to be a great decision as we have made our name in that world as well and continue to dominate it in S. Florida.
Just like with each of our divisions…we started with just one venue and by word of mouth (we don’t advertise or solicit) we have gradually obtained more and more event security accounts so it was a very organic growth into the event world and now protect every major event we have aspired to protect which allows us to grow up the State, if you will, by now having event security accounts from the Florida Keys to as far up north as Orlando and Tampa.
We are happy with this organic growth which compared to our national competitors (who often bite off more than they can chew [corporate greed]) we have been successful in making our footprint grow while retaining high-quality guards by providing them with enough work to where they do not look elsewhere, higher pay than most and leadership for each event with not only high-level Supervisors and Managers but also having our C.
Suite level management of our company personally leading and handling all of our event security accounts. When up against national and worldwide event security providers, we pride ourselves on the personal touch and leading by example vs. billion-dollar agencies who simply do not provide what we can.
For me, it’s most rewarding seeing the “David vs. Goliath” story unfold where now we have accounts like Super Bowls, Formula 1, Inter Miami CF (MLS) Miami Dolphins (NFL), Miami Hurricanes (NCAA) and every major music festival in FL (as well as many other prestigious accounts). This did not happen overnight. It took years of hard work by all of our people, doing things the right way…I think that is the most rewarding thing for me. We take pride in running our State…we have been established and headquartered in FL for 19 years so the local/home team winning is very rewarding not only for me but also for all of our people.
2. Can you walk us through a day in the life of an event security officer during a large-scale event? What are the main responsibilities?
For a large-scale event, we can not simply wrap it up in “a day in the life”. It takes a lot of planning in order to have a safe event so the planning comes months in advance. From the moment we get the proposal approved we put the event on our intracompany calendar for all of our guards to see so they too can plan their schedules in order to be part of the deployment. This allows us to place the right guards on the right details.
We meet with the Police and Fire well in advance and listen to the security concerns and what they have in place to help mitigate any major issues that may arise. We add our input into these conversations because all of our accounts are repeat accounts and our experience is vital. We work closely with the Event Security Director and Ownership on planning as well. We obtain the maps, decide on where to place the guards on the dot map and then finally do a physical security advance at the venue to confirm and get to know the venue very well.
Finally, when it comes to the day of the event our Supervisors & Management are first to arrive, we set up our mobile security H.Q. onsite where our Administrator becomes the beacon for all guards to report to. We share with our team the maps, and the emergency routes and brief them verbally prior to doors or gates opening.
After briefing the team (which is usually in the hundreds) we separate the groups into teams who will provide security for respective areas of the footprint and they are then led off our mobile H.Q. by our Supervisors who continue to brief their respective teams with what to expect, the credentialing boards and place the guards according to the dot map. We are all on intracompany radios we provide (Guardian radios) where we have our own frequency and can communicate as a team event-wide.
In addition to the Guardian radios our Managers also have a house radio which connects them to the event’s Command Center where we have direct comms with Police, Fire and the Event Security Director. Now we are ready for doors. We emphasize to our guards the importance of not only providing security services, access control, etc but also customer service as that helps for a better experience for our guests and also helps mitigate any issues with guests that may arise because of our now-established report with the guests, event workers and events’ management.
These are usually long days where the guards may work 16 hours or more so we make sure our guard’s breaks are in order which keeps our guards happy and if we have happy guards we can provide better security for the event itself. As the event goes the security concerns increase, especially considering the weather, the genre of guests, the genre of music or entertainment, add alcohol (or drugs) and the security concerns rise as we go into the ending hours of the event. It is our responsibility to be mentally and physically prepared to face any and every challenge that may arise.
3. What are some of the most challenging situations you’ve faced on the job, and how did you handle them?
We live in difficult times, the challenges can be something as simple as access control and as challenging as injury or worse, risk of loss of life. Communication is key here, if you see something say something. Seeing issues before they occur has helped us handle these situations better.
We have a color code system for radio calls which all our guards know by heart. Guards call in the radio commands and we react to the issues before they become large issues. Some codes for example; code “black” meaning there is a suspicious package or bag that is left unattended, code pink which means there is a child who has been separated from his/her parents, code yellow which means there seems to be guests getting upset with each other…the list goes on.
Most of the time due to our communications with each other we are able to mitigate these situations before they become extremely challenging. That is the key, prevention beats the cure so communicating and executing often and early are vital.
If things start to get out of hand, we call into Command and ask for Police or Fire support depending on the situation and when they arrive we work closely with them to help handle the issues as a team.
Ultimately, the safety of all of the people at our events is our primary concern.
4. What training or certifications would you recommend for someone aspiring to work in event security?
I recommend getting certified in Crowd Management, CPR/First Aid/AED for infants, children and adults and of course the State’s Security Officer license (which if they do not have, they can not work for us).
Even further, getting Active Shooter, Stop the Bleed and Advanced Medical training certifications are also highly recommended and we provide all of that training free to our guards here at Guardian.
Health certs in my opinion are just as important as any other type of training or certification. It is not necessary for each and every guard to have all these certs (except the Guard Card which is mandatory) but at least our Supervisors and Managers. At major events, it’s often (if not always) the security officers who are first to report/handle any issues that arise and timing is vital so having guards who are trained and certified is important when every second counts.
5. What advice would you give to someone looking to transition into a supervisory or managerial role in event security?
The Event Security world is unique so I advise anyone looking to transition into a super/manager role to start off by being an event security officer…gain knowledge and experience in protecting events from every genre you possibly can so when you do decide to move into a Super/Manager role…you will be prepared because you have experienced working all sorts of events.
Your guards will look to you for leadership and if you do not have the experience of working particular events you will not be ready to lead your team. I would also advise a guard looking for a higher position (higher pay) that with it comes with higher responsibilities. I often say to our leaders: “Everything that goes right is because of you but anything that goes wrong is because of you”. I let them know what they are getting into and what is expected of them in order to lead their teams proficiently.
I would also advise them that they will physically work harder than they would if they were a security officer. In our company at least, our Supers/Managers are the first ones at the venues and the last to leave. They put in more steps/miles than their guards will. I often see other security company managers “live” at the Command Center. It’s nice there, you have the AC, snacks, and colleagues and usually are seated watching the screens. That’s NOT what we do at Guardian.
Our guards want to be led physically and when they see our Supers/Managers right there by their side, working harder on the ground than they are…they respect that and it inspires them to match or try and match our energy. So if you are looking to get into the advanced role of leadership, know that you are going to have to outwork everyone.
Again, you asked my advice and that is what we do here at Guardian but I have seen that this is not the case in many events for other security companies so it is not mandatory in the industry to advance but we pride ourselves on it and it is to us. I would also advise future leaders to always treat their guards like they want to be treated.
Although I’m the CEO of Guardian, I am a guard too and if that means performing Usher duties…I perform Usher duties, Guard duties…perform Guard duties and Supervisor duties…well you get the gist. Be a leader by example and never be too “good” for any role you ask of your people no matter how much experience you have.
6. Can you describe how technology is being used to enhance event security and how professionals in the field can stay current with these tools?
As time goes on, technology is proving to be more and more important. I mentioned our radio comms but in addition, we use the internet to plan/advance for our events. From Google Maps to paying attention to social media and what is being said prior to, during and after the event.
In addition, most major events and venues often have an app everyone can download which includes emergency alerts, allows guards and guests to report issues (see something say something) etc.
We also rely on weather apps so we can monitor storm systems that may potentially cause harm to our event or its people. Most major events also have a phone number you can text or call if there are issues of concern. It’s important to brief your security team on how to use these technologies as well and this is done during our briefings. Technology is much more advanced in the Command Center.
Most Command Centers have large flatscreen TVs monitoring all parts of the venue as well which are connected to mobile cameras, posted cameras and sometimes drones. Police, Fire, FBI, etc all have their dispatch there and of course, have much more resources and intel available to them than a private security agency might so we make sure to work with them and be of service as much as possible.
Incident Command and the Failure at Butler, Pennsylvania
By Steve Hooper, Professor
Event and Timeline
The crowd was gathering as they weathered the high late afternoon temperatures, unusual for the Butler, Pennsylvania area. Security was typical, a combination of state, local, and federal resources scattered through the public park venue.
The United States Secret Service had completed its security advance a week earlier and had positioned personnel in the appropriate locations to provide a secure environment for the rally by former President and current presidential candidate Donald J. Trump. The security advance, the security procedures, and security team communications are all topics of this critical review of security processes and procedures.
As the event commenced, the following timeline represents events as they occurred. At 5 p.m., a man described by witnesses as “suspicious” was seen walking around the event sight and near a structure on the property. At 5:20, Butler Police, who are part of the security operation, are made aware of the suspicious man. From 5:20 to 6:02, the man roams freely without being confronted by security elements.
He remains in the area and within view of attendees and police. At 6:02, former President Trump takes the stage to begin speaking to the crowd. At 6:09, rallygoers start pointing and advising police that the man is climbing up to the roof of the structure with what appears to be a rifle. A Butler Police Officer attempts to climb onto the roof and confront the suspect.
The man with the rifle points the weapon at the officer as he crests the edge of the roof causing the officer to retreat for cover. Secret Service and local police counter-sniper teams are in place and can see the rooftop and the shooter.
At 6:11, three shots ring out and former President Trump is struck. Secret Service detail agents rush the stage and surround the injured President. After forcing him to the ground more shots are fired from the rooftop. Secret Service agents move the former President from the stage and to a safe area. Eventually, President Trump is moved to an awaiting vehicle and rushed to the hospital.
The shooter, firing the shots from the rooftop of the nearby structure, is shot, and killed by Secret Service counter snipers.
Although many watching began wondering “why” someone would attempt to kill the former President, I joined many of those who understand executive protection and began asking “how”?
Incident Command Failures
The critical failures that lead to this catastrophic and historic event come down to the use, misuse, or lack of use of the basic Incident Command process as established by the Department of Homeland Security of which the Secret Service is a member agency. The Incident Command System (ICS) is a formal process established under the National Incident Management System (NIMS).
For background, in the decades preceding the attack of 9/11/2001, the United States National Security footprint was a bifurcated process with each agency having to establish and play by its own processes and rules. This splintered approach lacked the foresight necessary to form a homeland security mechanism to prevent a large-scale terror attack.
In defense of the United States Intelligence Community (USIC) and its members, no single agency was built for this type of mission. The FBI, for example, was primarily a law enforcement agency. An agency that arrived after the crime had been committed investigated the crime and identified those who committed the crime. The 9/11 and Al Qaeda changed all that.
In the decades after the attacks, the citizens of the United States heard a steady beat of “Never Again.” This caused the national security footprint to be morphed and enhanced to establish a prevention capability and response capability. The most meaningful change to the national security world was the creation of the Department of Homeland Security (DHS) and the movement and combination of several existing federal law enforcement agencies. The new DHS also established many new preparedness and response processes and capabilities in pursuit of the goal of “Never Again”.
One of the agencies designated as part of the new Department was the Federal Emergency Management Agency (FEMA). FEMA’s role in the national security process includes dozens of certifications as part of the National Preparedness System.
DHS, through NIMS, mandated all federal agencies and recommended all state and local agencies be trained and certified in Incident Command (ICS). The U.S. Secret Service (USSS) was another agency that moved after 9/11. The USSS was part of the Department of the Treasury due to its criminal investigation responsibility into financial crimes. The USSS was reassigned to DHS due to its primary national security role as executive protection of the President and Vice-President.
After all the re-organization and agency building since 2001, one must wonder how the incident that unfolded during former President Trump’s event could possibly occur. The procedures dictated by the ICS process should lead to the implementation of all systems and procedures necessary for a presidential event.
Preparedness and prevention are the trademark of DHS and its FEMA component through the National Preparedness System. All federal agencies should be operating in sync and seamlessly during high-profile events. Lastly, events involving National Security assets are assessed through the DHS Special Events Management process. If an event is identified as elevated risk, additional assets are deployed. Some good examples are the Republican and Democrat National Conventions and the Super Bowl. It would be interesting to see what the risk level was assessed for the Butler, PA rally. It remains one of the mysteries.
That leads us to the question of the process used in the preparation of the security for the rally resulting in the tragic event. As a former Secret Service Special Agent and having done numerous security advances and protection details in my FBI career, I would like to break down the process and critique the decisions made on that fateful day. I will assess the advance, and the roles of all federal and local personnel involved starting with the security advance and going through the after-action.
The Advance
During a security advance, the advance agent views all resources related to the event. In this case, an outdoor speaking event. Some things are consistent for all advances such as the motorcade, the closest hospital, the route to and from the event, if the dignitary is staying the night, the hotel, the communications, etc. One of the most important aspects of the security advance is the location of the Unified or Incident Command (IC). This is a critical failure in the preparedness process on the day of the shooting.
The Incident Command Process
The role of the IC is to identify the On-Scene-Commander (OSC) and centralize decision-making, overall management procedures, and communications. This process provides a specific location for all decision-makers involved in the security footprint.
The IC provides leadership from all participating agencies to be involved from the top down. The IC also provides a unified communication capability as each agency can have radio communications directly with all security elements. This became a critical failure during the assault.
According to media reports and interviews of police involved, radio communications transmitted by Butler PD in reference to the suspect/shooter around and ultimately on the structure went unheard by Secret Service personnel, including command elements.
The centralization of communications in the IC would have resolved that issue and the command elements, with immediate and accurate intelligence, could have provided instruction and deployed appropriate resources to address and potentially mitigate the threat.
Additionally, command elements could have provided instructions to immediately remove President Trump or delay his arrival on stage. Finally, as a sub-command of the IC, the Tactical Operations Command (TOC), which provides oversight and deployment of assets such as the sniper teams, could have established tactical assets more quickly upon receiving the intelligence through IC channels.
Conclusion
The issue with the structure used by the shooter for the attack involves the command structure in place and the lack of oversight by an established IC. Post-shooting reports indicate that Butler PD was put in charge of the building. However, if Butler PD had been designated to secure that building, the command structure would have run upwards through a Secret Service Supervisor. If it did not, that would be an IC failure. Utilizing the IC process would have provided the Secret Service Supervisor and Incident Commander oversight of that building’s security allowing for a more secure process and responsibility.
This incident was a tragic process failure by several agencies whose members should have been better prepared. The Incident Command System provides a unified and consistent process that prevents errors in preparedness and response during crisis and high-risk situations. Lives were changed and a life was lost, and a country will never forget.
A successful Protective Operation hinges on having strong, capable operational leadership at its core.
Operational leadership involves igniting purpose, offering clear direction, and providing unwavering motivation to empower agents as they tackle intricate challenges in perilous and high-pressure environments.
A successful Protective Operation relies on strong, capable leadership at its core. Leadership ignites purpose and provides clear direction, empowering agents to perform in high-pressure environments. My first leadership experience came in the United States Marine Corps Infantry, but some lessons didn’t translate to the corporate world. One lesson that stuck was troop welfare: take care of your team, and they’ll take care of you.
Over two decades, I’ve led, developed, and managed dozens of security programs. I’ve found that poor company culture and ineffective operational leadership are the most common causes of employee resignations. Working with hundreds of clients, including family offices, corporations, and security providers, I’ve identified a few key issues:
– Leadership lacking field experience. – Information siloed by managers. – Anxiety about others climbing the ranks. – Lack of self-awareness. – Neglecting teammates’ needs. – Excessive self-preservation. – Not asking: “What will help us enhance performance and achieve our goals?” – No team evaluations involving colleagues and senior management. – No monthly team meetings for brainstorming and strategizing. – Not understanding individual team members’ strengths and weaknesses.
Five years ago, I moved to a small town in Utah and volunteered for the local fire department. From day one of Wildland Firefighter training, leadership roles were clearly defined. Everyone knew everyone’s roles and responsibilities. Everyone is trained to the highest level of Incident Command so that if communication fails, or we are short command or crew members we can perform when lives are on the line.
The operational leadership outline below shares my experiences from the Marine Corps, Fire Department, and 20 years in Protective Operations. It ensures leaders at every level are ready to step in and perform when the situation requires.
In challenging and unclear circumstances, a top-notch operational leader will:
TAKE CHARGE of assigned resources.
ASSESS SITUATION by gaining intel.
MOTIVATE Agents with a “can do safely” attitude.
DEMONSTRATE INITIATIVE by taking action in the absence of orders.
COMMUNICATE by giving specific instructions and asking for feedback.
SUPERVISE at the course of action.
DUTY
It’s important to excel in your role both technically and as a leader.
Take charge when in charge.
Adhere to professional standard operating procedures.
Develop a plan to accomplish given objectives.
MAKE SOUND AND TIMELY DECISIONS.
Maintain situation awareness in order to anticipate needed actions.
Develop contingencies and consider consequences.
Improvise within the leader’s intent to handle a rapidly changing environment.
Ensure tasks are understood, supervised, and accomplished.
Issue clear instructions.
Observe and assess actions in progress without micromanaging.
Use positive feedback to modify duties, tasks, and assignments when appropriate.
Develop your subordinates for the future.
Clearly state expectations.
Empower yourself by delegating tasks that don’t require your personal touch.
Consider individual skill levels and developmental needs when assigning tasks.
RESPECT
Get to know your team members and prioritize their welfare.
Put the safety of your Agents above all other objectives.
Take care of your Agent’s needs.
Resolve conflicts between individuals on the team.
Keep your subordinates informed.
Provide accurate and timely briefings.
Give the reason (intent) for assignments and tasks.
Make yourself available to answer questions at appropriate times.
BUILD THE TEAM.
Conduct frequent debriefings with the team to identify lessons learned.
Recognize individual and team accomplishments and reward them appropriately.
Apply disciplinary measures equally.
Employ your Agents in accordance with their capabilities.
Observe human behavior, including with other staff members
Provide early warning to Agents of tasks they will be responsible for.
Consider team experience, fatigue, and physical limitations when accepting assignments
INTEGRITY
KNOW YOURSELF AND SEEK IMPROVEMENT.
Understand your character and skill level to leverage your strengths and improve upon your weaknesses.
Ask questions of peers and superiors.
Actively listen to feedback from subordinates.
Seek responsibility and accept responsibility for your actions.
Accept full responsibility for poor team performance.
Credit subordinates for good performance.
Keep your superiors informed of your actions.
SET THE EXAMPLE.
Share the hazards and hardships with your subordinates.
Don’t show discouragement when facing setbacks.
Choose the difficult right over the easy wrong.
COMMUNICATION RESPONSIBILITIES
ALL AGENTS HAVE FIVE COMMUNICATION RESPONSIBILITIES:
Update others as needed.
Debrief your actions.
Communicate hazards to others.
Acknowledge messages.
Ask if you don’t know.
LEADER’S INTENT
Additionally, all leaders of Agents have the responsibility to provide complete briefings and ensure that their Agents have a clear understanding of their intent for the assignment as follows:
Ø Task = What is to be done?
Ø Purpose = Why do we need to do this?
Ø End State = How should it look when completed?
HUMAN FACTOR BARRIERS TO SITUATIONAL AWARENESS
LOW EXPERIENCE LEVEL WITH LOCAL FACTORS
Unfamiliar with the area or the organizational structure.
24 hours awake affects your decision-making capability like .10 blood alcohol content.
STRESS REACTIONS
Communication deteriorates or grows tense.
Habitual or repetitive behavior.
Target fixation – Locking into a course of action; whether it makes sense or not, just try harder.
Action tunneling – Focusing on small tasks but ignoring the big picture.
Escalation of commitment – Embracing greater risk as the task nears completion.
HAZARDOUS ATTITUDES
Invulnerable – That can’t happen to us.
Anti-authority – Disregard of the team effort.
Impulsive – Do something even if it’s wrong.
Macho – Trying to impress or prove something.
Complacent – Just another routine movement.
Resigned – We can’t make a difference.
Group Think – Afraid to speak up or disagree.
STRESS MANAGEMENT
A high Op tempo is often stressful and sometimes traumatic. It can take a toll on mental health. It is normal to feel overwhelmed sometimes and it is vital to address these thoughts before they become a mental health issue. Mental fitness for duty is just as essential as physical fitness for duty.
AWARENESS – Stress Injuries can be caused by:
A Life Threat: Due to an experience of death-provoking terror, horror, or helplessness.
A Loss Injury: A grief injury due to the loss of cherished people, things, or parts of oneself.
A Moral Injury: Due to behaviors or the witnessing of behaviors that violate moral values.
Cumulative Stress: Due to the accumulation of stress from all sources over time without sufficient rest and recovery.
RECOGNITION – Stress Size up to Monitor yourself and others for:
Hazardous attitudes and stress reactions:
Behavior changes (not talking, isolating, outbursts, increased use of substances, making mistakes).
Get help: just like in a medical incident, a higher level of care may be necessary.
Reach out for support to friends, peers, loved ones, etc.
AFTER ACTION REVIEW (AAR)
The climate surrounding an AAR must be one in which the participants openly and honestly discuss what transpired, in sufficient detail and clarity, so everyone understands what did and did not occur and the reasons why.
Most importantly, participants should leave with a strong desire to improve their proficiency.
An AAR is performed immediately after the event, if possible, by the personnel involved.
The leader’s role is to ensure skilled facilitation of the AAR.
Reinforce that respectful disagreement is okay. Keep focused on the what, not the who.
Make sure everyone participates.
End the AAR on a positive note.
What was planned?
What actually happened?
Why did it happen?
What can we do next time to correct weaknesses and sustain strengths?
As the 2024 presidential race enters its final phase, the Secret Service is operating with about 400 fewer employees than Congress has authorized, according to government records. With the agency typically taking over 200 days to fill vacancies, it’s unlikely the staffing issue will be resolved before the Nov. 5 election.
On Sunday, Trump’s decision to privately golf at one of his Florida clubs meant agents didn’t conduct the routine site survey that could have uncovered the gunman. The man had been hiding with food near the fifth hole of the Trump International golf course, just a few hundred yards from Trump.
Acting Secret Service Director Ronald Rowe, who took over in July after the previous director resigned following the first assassination attempt, stated that his agents are already working under extreme stress.
At the time of the incident, Trump was enjoying a day of golf, away from his campaign. While surveying the hole the ex-president would approach later, one of his Secret Service agents noticed the barrel of a rifle protruding from the bushes surrounding the course. Upon noticing this, according to the FBI, the agents fired at least four rounds of ammunition as the suspect, apparently injured, fled in a vehicle.
At that moment, the former president was “one or two holes” behind the location of the attacker. The sheriff explained that the distance was “probably between 300 and 450 meters.” It is clear that the attacker was waiting for Trump to approach the next hole to launch his attack from a closer distance. Thanks to this Early Alert action, the Secret Service agents detected and neutralized the attack before the protectee was in danger, acting proactively and surprising the assailant instead of being caught off guard.
The most significant failures of the Secret Service during the assassination attempt on July 13 were the failure in counter-surveillance—the assailant had been monitoring the area for ten days without detection—and the lack of Early Alert, as they did not intervene in advance at the positions where the assailant was positioned and waiting to attack.
Counter-Surveillance
Counter-surveillance relates to the “Long Time Ring,” which allows an attack to be stopped days or months in advance, while Early Warning corresponds to the “Medium Time Ring,” which prevents attacks hours or minutes before they occur.
In this case, counter-surveillance failed again; the assailant had likely been observing the area for several days before the attack without being detected. This prior analysis allowed him to identify opportunities and potential security flaws, getting close enough to execute an effective attack.
However, the Early Alert worked very well this time. The agent intervened proactively in the area where the protectee was about to enter, identifying critical points and neutralizing the attack before it posed a danger to the protected person.
The key point here is not the agent’s marksmanship or the fact that the assailant initially escaped, but that the attack was thwarted before the protected individual was at risk. This reinforces the idea that a discovered assailant will only seek to escape.
Difference from Latin America
Unlike in Latin America, where the same mistakes are foolishly repeated and lives are lost, the Secret Service has shown that it has learned from its failures. Although weaknesses in counter-surveillance still exist, they have understood the most important lesson: the only sure way to stop an attack is to intervene in the preparation phases.
They have realized that focusing on reaction is a disastrous approach. Hopefully, from this example, protectors in Latin America and other parts of the world will also learn this valuable lesson, making executive protection a safer profession for both the protected and the protectors.
UHNWIs generally own multiple assets, not only within their country of citizenship/primary residence but all over the world, from residences, private yachts, supercars, offices and private jets. Often, many of these assets are not always used at once by the owner, perhaps sometimes left empty, parked, moored, or under the supervision of an employee, such as a house manager, fleet manager, crew or even chartered.
Of course, many individuals may have a full-time security team who protect such vacant assets when the owner is not in-country, or the asset is not in use, such as a manned guarding company, or Residential Security Team looking after their residence, regardless of being occupied or unoccupied by the owner, some yachts also have a full-time security presence onboard, but not always, relying on the crew to oversee this element.
Below we shall share some notable public incidents from over the past 18 months, and offer some insight which may be of value to our readers.
Notable UHNWI – Yacht Incident #1
In July 2023, the $300 million superyacht “Kaos” was vandalized in Ibiza, Spain, when climate activists sprayed the vessel in red and black paint. Futuro Vegetal (Vegetable Future) vandalized the 360ft vessel using fire extinguishers filled with paint. The superyacht was initially commissioned by then-Emir of Qatar, Sheikh Khalifa bin Hamad bin Abdullah bin Jassim bin Mohammed Al Thani.
The protesters posed with a sign stating, ‘’You Consume Others Suffer’’. The group has stated on their social networks, “The only reason we continue to maintain an economic system that leads us to eco-social collapse is to sustain the privileges of this small, privileged class’’.
Biodegradable paint is deemed eco-friendly; however, they are the same as normal paint, only considered natural and deemed ethical, It must be treated the same as any normal paint, and the impact caused due to vandalism is the same (psychological and reputational, aesthetical, and costly).
Source: CNN
Notable UHNWI – Yacht Incident #2
In September 2023, eco-activists targeted the yacht once again in Barcelona, Spain, with biodegradable red paint and a banner reading ‘’Billionaires should not exist’’. Two activists from the climate groups Scientist Rebellion and Extinction Rebellion accessed Marina Port Vell, a dock for superyachts.
A spokesperson for Marina Port Vell said that ‘’the boat had not been damaged, after a quick reaction on behalf of the security team, the incident has been corrected and the boat is now in a perfect state’’, the spokesperson from Marina Port Vell told CNN.
It is important to note that this was the second time this asset was targeted, within the same country in a very short space of time.
Source: CNN
Stansted Airport – Private Jets
On June 20th, 2024, a spokesperson from ”Just Stop Oil” said activists had entered the airfield in Essex and used fire extinguishers filled with orange paint. The aircraft is owned by several corporate entities, according to charges read to the court this year. Activists acted in response to US pop star Taylor Swift’s environmental impact, despite her aircraft not being present at the given time of the incidents.
The two adversaries cut through a wire fence on the outer perimeter of the airfield, and gained access to the tarmac, an airport spokesperson said that the incident occurred three miles (5 kilometers) from the main terminal, and police assured the public there was no threat.
Source: Sky News
High-Profile Athlete – Private Residence Incident
In August 2024, two members of Futuro Vegetal breached the perimeter walls of a private residence in Ibiza, Spain, covering it with red and black paint, and unfurling a banner outside its entry that read, “Help the planet, eat the rich, abolish the police”.
Futuro Vegetal, known for its extreme tactics, justified its actions on social media, claiming, “We tinted an illegal mansion in Ibiza’’.
The group criticized the athlete for owning the $12 million mansion, labelling it as an “illegal construction” and highlighting the climate crisis’s impact on the Balearic Islands. The three members were arrested by Guardia Civil two days after the act and were released after 24 hours, charged with criminal damage.
In response to Futuro Vegetal, the victim demanded that they provide a €50,000 compensation for the damage. Bassaterra, the group’s leader, spoke out against the demand, “This is water-based paint, so it can be washed off with a hosepipe. But even in the worst-case scenario, even if the facade had to be repainted, it doesn´t cost €50,000’’.
Bassatera compared throwing paint to “spitting,” claiming; “no one would think of asking for criminal damage for spitting on a facade.” He reported that the group intends to ask the court for an expert opinion on the compensation and emphasized that the victims’ €11 million villa “was built without planning permission.”
Source: The SunSource: Daily Mirror
Considerations
You might be asking yourself, it’s only paint, so what’s the issue? or, at some stage, persons attended the incident and claimed to have brought the incident under control, one underlying concern, is how these adversaries gain access to the asset in the first instance, and in all cases, go undeterred and undetected (until it was too late), how effective is, or was the response once the damage had been caused?
It is important to also keep in mind, that these were activists with fire extinguishers or canisters filled with paint, what if the adversaries had far worse intent, for example, a terrorist, or lone attacker with a weapon? We would think that a port catering for yachts of this nature listed above was sufficiently secured, ensuring only those with the appropriate privileges could gain access, along with appropriate controls in place.
One would also assume that an airfield’s perimeter would be secured appropriately to deter and detect adversaries from breaching a fence, with an angle grinder and gaining access to the tarmac. Despite being 5km away from the public terminal as stated above, does this mean the location of the breach is of lesser concern, or does the existence of private jets, with potentially both high-profile and non-high-profile owners present, in a more remote location deem itself as a more desirable target to motivated adversaries?
A private residence owned by one of the most famous athletes in the world was able to be accessed by adversaries, they were able to vandalize the front of the property, gain access to the gardens, and obtain a photo from what seems to be the main lounge area, noting that the adversaries were not detained at the scene.
If this property was situated in a private gated community, unknown to us, how were the adversaries able to gain access? would having a dedicated security team on site make any difference?
Assumption
An assumption is something that is taken for granted or accepted as true without question or proof. Assumptions can be useful in making decisions or acting when there is not enough information available, but they can also be dangerous if they are incorrect or based on faulty reasoning.
Within the security field, the assumption is even more dangerous, the provision of security controls should be based on fact and information. It has never happened, or will not happen to us, is another example of negligence, regular, fit-for-purpose risk assessments must be conducted to establish suitable mitigation options (controls), which are proportionate, and practical.
Reputational Risk and Damage
To adequately analyze risk, a detailed TVRA (Threat-Vulnerability and Risk Assessment) needs to be completed for all assets that an individual owns, as each asset will likely face a diverse, differing range of threats. The process includes an assessment in granular detail, whilst also exploring the potential for reputational risk and damage, to do this properly, can take time, and requires experienced, qualified professionals.
Although the above incidents are serious in their own right, the outcome could have been far worse if the adversary had other intent, and ultimately could have been avoided/prepared for if appropriate risks were identified. The adversaries in the above instances were able to achieve their goals, obtain access to the asset, damage the asset, and expose their actions on social media, and news agencies, globally.
Unfortunately, as their actions were a success, those impacted were also named, causing not only reputational damage, but also exposing what may have been a private asset, the locations of these actions were also outlined, bringing those locations, operations and organizations into disrepute, ask yourself, if you were leading the security program for a private family office, would you now question the controls in place at these locations since these incidents occurred, or what you need to assess in the future to better protect your clients assets?
For the second issue in our Executive Protection Organizations Worldwide series, we talked with Kevin Palacios, ASIS International Executive Protection Community Chair.
Executive Protection Organizations Worldwide — ASIS International
Here is a closer look into the organization, benefits for its members, and industry standards.
1. Can you tell us a bit more about ASIS International?
ASIS International, originally known as the American Society for Industrial Security, was founded in 1955 with the aim of professionalizing the newly emerging field of industrial security. The organization sought to unite security practitioners and become a focal point for security education, research, and professional development.
Over the years, ASIS International has grown into a global community of 34,000 passionate security professionals, each dedicated to the protection of assets—people, property, and information. Today, ASIS is the largest professional security membership organization in the world, comprising public and private security practitioners, academics, consultants, and others affiliated with the advancement of security worldwide
2. What kind of professional development opportunities do your members experience?
ASIS International offers a wide range of professional development opportunities for its members. These include board certifications such as the Certified Protection Professional (CPP), Physical Security Professional (PSP), and Professional Certified Investigator (PCI).
Members also have access to educational programs, including webinars, workshops, and the Global Security Exchange (GSX) Annual Seminar and Exhibits, which is the security industry’s most influential event. Additionally, ASIS publishes the award-winning Security Management magazine and provides networking opportunities through its chapters and over three dozen Subject Area-specific communities.
I currently represent the ASIS Global Executive Protection Community (EPC), the EPC focuses on executive protection as a business enabler, helping members keep leaders safe and productive while protecting organizational interests.
3. What are the benefits of membership to the ASIS Executive Protection Community (EPC) only unique to this community?
ASIS Executive Protection Community (EPC) membership offers several exceptional benefits. The EPC is a resource for security professionals interested in executive protection matters.
Members of the EPC can ask questions, share resources, be informed on the latest issues and trends, and have access to specialized knowledge and best practices for safeguarding high-profile leaders in business and government, all while building a global professional network.
The community also offers a mentoring program, international collaboration opportunities, a quarterly Webinar open to the public, and an Essential in Executive Protection certificate. We are also working on an EP ISO-type standard.
4. How would the ASIS EPC enforce or monitor members to ensure they’re following your industry standards?
The ASIS EPC enforces and monitors industry standards through a combination of education, certification, and peer review. Members are encouraged to obtain certifications such as the CPP, PSP, and PCI, which require adherence to ASIS standards and a professional code of conduct.
The community also provides ongoing education and training to ensure members stay current with best practices. Additionally, ASIS has a Professional Standards Board that oversees the development and implementation of standards and guidelines. This board ensures that members are following industry standards and provides a mechanism for addressing any deviations.
5. Why should practitioners or EP companies only adopt ASIS standards and not others?
What sets you apart compared to other organizations and standards? ASIS standards are developed through a rigorous, consensus-based process involving input from diverse security professionals. This ensures that the standards are comprehensive, practical, and applicable to a wide range of security scenarios and are truly global.
ASIS is also an ANSI-accredited Standards Development Organization, which adds an additional layer of credibility and recognition. The organization’s commitment to continuous improvement and its global reach make ASIS standards highly respected and widely adopted. By adopting ASIS standards, practitioners and EP companies can ensure they are following best practices and maintaining the highest level of professionalism.
6. What impact do you see the standards making in 5 years? Which challenges do you need to overcome to accomplish your standardization goals?
In the next five years, ASIS standards are expected to have a significant impact on the security industry by promoting consistency, enhancing professionalism, and improving overall security practices.
However, there are challenges to overcome, such as keeping up with rapidly evolving security threats and technologies, ensuring global adoption of standards, and addressing the diverse needs of different regions and industries. To accomplish these goals, ASIS will need to continue its efforts in education, outreach, and collaboration with other organizations and stakeholders.
7. How will your organization expand globally and bring the standards outside of the US?
ASIS International is committed to expanding its global reach and bringing its standards to security professionals worldwide.
This is achieved through an impressive worldwide network of more than 250 chapters in various countries, partnerships with international organizations, and participation in global events.
ASIS also offers its certifications and educational programs in Spanish and English languages and multiple formats to accommodate the needs of security professionals in different regions. By leveraging its global network and resources, ASIS aims to promote the adoption of its standards and best practices on a worldwide scale
8. Are there any technological advancements you’re currently using that you think could benefit others in the industry?
ASIS is exploring the use of advanced analytics, artificial intelligence, and other emerging technologies to enhance security operations and improve decision-making. ASIS International is at the forefront of integrating technological advancements into its security practices.
These advancements include the Security Risk Assesment (SRA) standard and the Enterprise Security Risk Management (ESRM) guideline, which aligns security resources with organizational strategy to manage risk.
Also, I have personally been working on an Executive Protection Risk Management (EPRM) framework to help EP professionals identify and prioritize assets and risks, creating a data-driven Executive Protection Program that supports the organization’s mission. I will publish a book on this subject this October.
9. How will the industry benefit from your organization in the near future?
In the near future, the security industry will benefit from ASIS International’s continued efforts to provide high-quality education, certification, and standards. ASIS’s EPC commitment to Executive Protection professional development will help our industry professionals stay current with the most current trends and best practices, enhancing their skills and advancing their careers.
The community’s focus on global collaboration and outreach will also promote the adoption of consistent EP standards worldwide, improving overall security practices and outcomes. By fostering a sense of community and providing valuable resources, the ASIS EPC will continue to play a crucial role in advancing the Executive Protection profession.
10. What do you think about the results of the UNI Global Union survey saying that “One in five security workers feel “very unsafe” in their jobs and that approximately 50% have experienced at least one form of harassment or discrimination on the job?” How do you believe that could be remedied?
The results of the UNI Global Union survey are concerning and highlight the need for improved safety and working conditions for security workers. To address these issues, it is essential to implement comprehensive training programs that emphasize prevention, conflict resolution, and professional conduct.
Organizations should also establish clear policies and procedures for reporting and addressing harassment and discrimination, ensuring that workers feel supported and protected. Specifically, mental health is a professional issue that touches Executive Protection practitioners and everyone in the Security Industry. We should focus on fostering a culture of respect and inclusion within the security industry; this will help us create a safer and more positive work environment for all employees.
As additional information, ASIS GSX will be held 23-25 September in Orlando – Florida, and we are planning an EPC Hub gathering onsite on 23 September at 12:15 ET
For the first issue in our Executive Protection Organizations Worldwide series, we talked with James Cameron, Chairman and President of the Board of Executive Protection Professionals (BEPP).
Here is a closer look into the organization, benefits for its members, and industry standards.
1. Can you tell us a bit more about BEPP?
Our organization was formed in March 2021 and was publicly announced in September 2021. The formation of the Board of Executive Protection Professionals (BEPP) centered on elevating the training, quality, and professionalism of the Executive Protection industry. While other security-focused organizations exist, we believed, and continue to believe, that none were truly dedicated to actively improving and advancing the Executive Protection Industry.
Executive Protection Professionals, stakeholders, the public, and, most importantly, those we are entrusted to protect, all require and deserve the highest caliber of service from our industry. That is why our vision is to “Make the Executive Protection industry professionalized and accountable by upholding unwavering ethics, standards, and competencies for the benefit of practitioners and all stakeholders served by the industry.”
A crucial point is that when the BEPP was founded, profit was not the motivation of the Board. As idealistic as it may sound, the BEPP operates on the principle of doing what is right, rather than focusing on financial gain.
2. What kind of professional development opportunities do your members experience?
As previously stated, the BEPP isn’t driven by profit, and thus we have no paid memberships. In fact, we don’t have any form of membership at all – the BEPP is open for anyone to follow and learn from. We’re a collective of seasoned professionals with diverse backgrounds and experiences, and we regularly publish articles aimed at providing free educational insights and perspectives on the Executive Protection Industry.
The BEPP also organizes an annual Executive Security Operations Conference (ESOC), providing a platform for Executive Protection Professionals to enhance their knowledge and network with senior leaders from a wide range of sectors within the field. This year’s ESOC was a great success and we plan to announce next year’s venue for the event very soon.
3. What are the benefits of a membership to your organization only unique to you?
As we’ve mentioned, while we don’t have a formal “membership,” the BEPP offers unique benefits to the Executive Protection industry. Unlike other organizations, our non-profit model allows us to give back to the community without considering the financial issues or industry leveraging. Here are a few examples of how the BEPP benefits the industry:
1. We have created a resource page that has hundreds of free helpful educational and EP resource links, documents, and references for all levels of Executive Protection Professionals.
2. We have created and published the Executive Protection Advance and Logistics Guidebook, which has been recognized as a finalist for the 2024 Outstanding Security Performance Awards (OSPAs) as a new product of the year. The book is modestly priced to cover the printing and to allow access at all levels of the industry.
3. Through a private donor we have been able to offer three free Scholarships to attend our annual ESOC for Women in Security, Young Professionals, and LEO/Veterans. These scholarships award the recipient ESOC conference admittance and pay for their hotel room for the duration of the conference.
4. The BEPP stands out as the only organizations that provides professionally printed and bound copies of every presentation to all attendees at our annual conference. This invaluable resource allows participants to take detailed notes during presentations and then retain both the book and their notes as part of their professional library.
5. The primary benefit the BEPP provides is the development of the only American National Standards Institute (ANSI) “Standard for Providing Executive Protection.” This standard will benefit the industry significantly from the moment it’s approved, and its impact will extend far into the future in the United States and abroad.
4. How would you enforce or monitor members to ensure they’re following your industry standards?
While all Standards are voluntary and cannot be enforced by any non-governmental organization, including the BEPP, there are numerous standards followed globally without the need for explicit “enforcement.” This is achieved through industry-wide adoption and recognition, where adherence to standards becomes an expectation rather than a mandate from a single entity.
As stakeholders understand and recognize the need for the published standards, subsequent certifications will be developed to ensure EP professionals are maintaining the appropriate skill sets and knowledge base to operate professionally within the guidelines. Certification leads to other benefits including possibly lower insurance premiums and a professionalized workforce with common knowledge.
5. Why should practitioners or EP companies only adopt your standards and not others? What sets you apart compared to other organizations and standards?
While other organizations may have intentions of creating a “Standard” or “Guideline” they will not be required to do so under the same development requirements as the BEPP. The BEPP must follow ANSI’s rules and “essential requirements” in order to be approved as a national standard. ANSI requires strict inclusion of industry professionals to develop, edit, and vote in agreement on a document before submitting it to ANSI for approval.
The next question is why is ANSI so important? Per the ANSI website:
“As the mark of an equitable, open process, the ANS designation is recognized and valued by national and international stakeholders, fostering acceptance and use of a voluntary consensus standard and the overall strength of the U.S. system.”
“The ANS designation demonstrates that a standard’s development process satisfies the U.S. government’s definition of a voluntary consensus standard and compliance with U.S. policy regarding federal reliance on voluntary consensus standards: OMB Circular A-119 and the National Technology Transfer and Advancement Act.”
“The ANS designation indicates compliance with the World Trade Organization (WTO) Technical Barriers to Trade (TBT) Code of Good Practice (CGP) criteria for openness, transparency, impartiality, consensus, relevance, and effectiveness in standards development, resulting in the use of many American National Standards globally when they meet an international marketplace need.”
“American National Standards serve as the basis for many ISO, IEC, or other international standards.”
While other organizations or individuals might develop their own versions of what they deem a standard, they often do so without adhering to any third-party validation requirements and often operate in secrecy. In contrast, the BEPP maintains a dedicated website www.ep-board.org that provides transparent updates and offers opportunities for anyone interested to participate in the process.
Lastly, our standard is not written and set in stone in perpetuity. Every 5 years the standard must be reviewed and updated following the same rigorous development process to ensure the information is current and up to date.
6. What impact do you see the standards making in 5 years? Which challenges do you need to overcome to accomplish your standardization goals?
Over the next 5 years, we anticipate widespread adoption of the standard by Executive Protection teams of all sizes. A verified standard brings significant benefits to any industry, and Executive Protection is no exception. Our Standard is poised to make a substantial and positive impact by elevating professionalism, establishing standardized practices, enhancing credibility, improving training and development, reducing liability, increasing client confidence, and ultimately fostering growth within the industry.
The primary challenges ahead are raising awareness about the standard and emphasizing that the BEPP itself didn’t write it, but rather serves as the managing body overseeing the process. It’s the collective contributions from a diverse group of industry professionals participating in its development that qualify this document to become an ANSI National Standard.
7. How will your organization expand globally and bring the standards outside of the US?
Currently, the standard development process actively includes volunteers from outside the US. Their input is crucial to ensure the information we incorporate isn’t solely focused on US practices.
For example, while the standard addresses the use of firearms, it does so from an awareness perspective, avoiding tactical employment details or discussions of specific types or calibers. Instead, we focus on legal awareness and other vital considerations before integrating firearms into a protective detail.
ANSI serves as the US representative to the International Standards Organization (ISO), and numerous ANSI standards are recognized and utilized globally because of their rigorous development process. Once our standard is ANSI-approved it will be easier to demonstrate to those outside the US that some terminology may be different the concepts are the same.
Furthermore, our ESOC attracts attendees from a multitude of countries worldwide. Our inaugural conference saw representation from six countries, while our 2024 ESOC boasted participants from 15 countries across multiple continents.
This clearly demonstrates the global interest in elevating professionalism and standards within our industry. This international participation also underscores the recognition that the BEPP is leading the charge in addressing the global issue of the lack of Executive Protection Standards.
8. Are there any technological advancements you’re currently using that you think could benefit others in the industry?
Technology is constantly changing, and it’s undeniably challenging to keep up. Rather than solely focusing on technology or becoming overly reliant on it, I suggest people concentrate on what they can do as individuals to benefit the industry.
As society becomes increasingly dependent on technology, we risk losing crucial human interaction, problem-solving, and other soft skills essential for success. AI and phone apps are great tools, but they can never replace the power of the human brain.
9. What do you think about the results of the UNI Global Union survey saying that “One in five security workers feel “very unsafe” in their jobs and that approximately 50% have experienced at least one form of harassment or discrimination on the job?” How do you believe that could be remedied?
From my perspective, this seems to refer to standard security guards. Executive Protection Professionals are typically highly trained and function well both independently and as part of a team. However, I do see a disconnect between expectation and reality. Clients often expect highly skilled professionals, but the reality is, that the rates they’re willing to pay don’t attract the level of expertise they anticipate.
