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.
With a newly expanded security footprint, thanks to the U.S. Government, my established plan for arrival and departure logistics and vehicle staging was effectively worthless due to police-enforced road closures and added security checkpoints.
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.