ShareThisExecutive Protection
By Janet E.H. Wright, ABC, APR
Executive protection is a hot topic and a hot business in an age where terrorism comes in many forms and faces. The incomprehensible is now the possible … that fact becomes abundantly clear if you plug “executive protection” into your search engine of choice. In a recent such exercise, the phrase “executive protection” generated more than 7.5 million hits.
The bewildering menu of “protective services” included Executive Security International, located in, ironically, Rifle, Colo., and San Pedro, Calif.’s Beach Cities Investigations and Protective Services. Executive Security International offers courses in advanced executive protection, protective intelligence and investigation, security specialist programs, special operations protection and corporate executive protection. Weapon rental is an optional feature of the special operations protection programs, while corporate executive protection instruction offers an optional four-day shooting course.
The “index of investigations” for Beach Cities Investigations and Protective Services includes: accidents, applicant backgrounds, arson, business theft and embezzlement, child recovery and kidnapping, domestic and workplace violence, drugs, extortion, forgery and fraud, homicide, hidden assets and insurance claims, missing persons, heirs, organized crime, patents and trademarks.
Before 9/11, that menu of threats would distinctly have the ring of unreality in a nation thought to be secure against attack. Now we know better. Being forewarned and forearmed takes on a deadly serious new meaning – and not just for pop singers, movie stars, diplomats, and Fortune 400 CEOs. When we hear about the levels on which terrorist threats can be carried out, such as poisoned school lunch programs and agricultural products, it becomes clear that anyone can be a target.
Ray Yonkus and Bill Gleason, authorities in executive protection, are well aware of how creative threats can become. Both retired the same day as Special Agents of the United States Secret Service – Yonkus with 25 years and Gleason with 23 years of service. Executive protection is a natural field for Secret Service veterans, and many choose it.
In 1994, Yonkus was asked to design a comprehensive security program for Conseco in Carmel, Ind., a large life insurer with an extensive headquarters campus and branches throughout the country. Conseco executives liked his program so well, they offered Yonkus the opportunity to put it into action as vice president of security. He tapped Gleason as second in command of the operation. Following Yonkus’ retirement from Conseco, Gleason took his place, and Yonkus opened his own company specializing in security surveys and assessments.
Executive Protection: Not Just Body-Guarding
The popular conception of personal security involves a linebacker-sized individual bristling with artillery, riding in the car with, or following on the heels of the client. The reality is so much more than that.
“The most obvious dangers are terrorist threats, kidnapping for ransom and even death threats, which have escalated since 9/11 and the Middle East crisis,” says Yonkus. “And because of 9/11, there is also a heightened awareness that CEOs can be targets for terrorism, workplace violence and extortion.
“We learned in the Secret Service to try to prevent incidents – to be proactive before it’s too late. It’s not a good plan to address security after something happens, but many companies make that mistake,” he adds.
Gleason agrees. “In the Secret Service, we were trained to prevent incidents and stay prepared from that viewpoint. Nothing is 100 percent; variables change. Al Qaeda has added a whole new realm to security. No industry is exempt from being a target. The recent plot against Prudential is a perfect example. Companies should always have an up-to-date disaster recovery program in place, as well as a business containment plan.”
A CEO must want executive protection, not just a guard. Executive protection involves assessing the level of threat, creating and implementing a proactive plan and gathering resources. “Another thing to work around is the fact that executives generally don’t have a lot of time during the day,” Yonkus adds. “If there is a direct threat suspected, the security person must be able to get the ear of the CEO immediately and have cooperation.”
Often, threats come from sources closer to home. Workplace and domestic violence, disgruntled individuals who feel they have been mistreated by the company, unhappy staff or customers – all offer threats that are more common than we’d like to think.
“We have had stalking incidents and terrorism threats,” says Gleason. “We can’t make everybody happy and have to deal with issues affecting the business. Executives are always targets. I wouldn’t be in business if there was no issue.”
Yonkus concurs. “Workplace violence is the bulk of my business: personnel problems, firing, denied promotions – all kinds of issues. It’s indicative of these trends that there are a lot of seminars on workplace violence these days. Human resource departments, however, can handle such problems using security professionals as a resource.”
A Practical Starting Point
Obviously, being proactive in the face of possible danger takes some planning. Not all security plans need to utilize extensive technology or a full time staff. Some companies can even get by with a part time program. It all depends on exposure, and that’s where a careful survey of threat possibilities and an assessment of survey results come in to create a security program that fits the needs of a particular company. Security needs of each executive may differ according to visibility and vulnerability.
Yonkus explains his executive protection company’s approach: “When hired, we come in to make a survey or assessment of the level of security needed. We look at each CEO in the company. What are their needs and exposures? Does this involve full or part time security? Based on what needs are assessed, we may create an entire program, make suggestions or improve what’s already in place. Part of the plan, of course, is physical security involving the company campus and business procedures.”
Yonkus points out that security programs should also be involved with cyber protection. “That is less of a problem since computers have been around for a long time. IT departments are getting better at building in safeguards and companies are publishing rules for dealing with electronic communication and handling information. There are many more opportunities to monitor activities.”
“Another issue is audio countermeasures. This involves illegal inroads into company communication systems. That is, dealing with phone taps or listening devices planted without company knowledge,” he explains.
Putting the Plan in Action
“To support our program of physical and technical security for Conseco’s corporate campus and branch offices,” Gleason explains, “we utilize information from Homeland Security, private security services and information resources available to former officers leaving government to work in the private sector. We also collect information from the Department of State due to regular domestic and foreign travel by company executives. We must monitor the pulse of the world climate on terrorism and other threats.”
“In planning executive travel at Conseco, we center our activities on restriction and control of protectee movement and assessments of the safety situation,” Gleason says. “Every associate deserves a safe and uneventful trip. After 9/11, we had to add more safeguards.”
One former protectee is Bart Anderson, NAMIC senior vice president-member services and communications. Anderson was Conseco’s vice president-Operations, when he embarked with colleagues on several business trips to India. Bill Gleason was in charge of security for the trip and was literally on top of every situation.
“Post 9/11 was a pretty scary time to head to Delhi, especially since we were at war in Afghanistan, and India and Pakistan were threatening nuclear war,” relates Anderson. “Bill did a great job getting us prepared, but as an executive, you have to take personal accountability and be a part of the process to keep bad things from happening. This means listening to your security briefs and learning about your new physical and cultural environments. Most of all, it means doing what you’re told no matter what,” he explains.
“During one of our trips, we were confined to our rented, guarded house, leaving only to go to the office,” he continues. “It was the longest two weeks of my life. When traveling by car, an armed guard rode with us, while two more followed closely in an escort vehicle. Our departure times and travel routes varied daily. There were elaborate contingency plans that included pre-programmed cell phones with emergency numbers. We had strict rules of dress, so as not to stand out as American targets.
“Bill’s job was to get us there and bring us home safely. At the time it felt like cloak and dagger stuff, but I’m here today talking about it – and for that, I am thankful,” Anderson concluded.
Finding the Best Protector for the Job
Thinking of creating an executive protection plan for your company? Yonkus advises that there is an IRS rule that security assessments cannot be done from within the company. An independent firm must come from the outside to do a survey and make the assessment. If it is determined that security is needed, the cost of the survey can be written off as a business expense. Of course, CEOs can also elect to pay for security personally to protect themselves and their families.
It is difficult to look ahead, and small companies often are financially limited. Regardless of company size, however, planning is key. The most dangerous thing is not having security procedures and a crisis plan on hand before there is a problem. Who calls the shots in an emergency? If there is workplace violence or a bomb scare, who makes the decisions on what happens? Both Yonkus and Gleason emphasize the importance of planning beforehand for anything you can possibly imagine happening. Have someone in place who can address the unexpected.
As our Google search demonstrated, there are many companies in the executive protection business advertised on the web. Another source is ASIS, the American Society for Industrial Security, offering a directory of certified protection people, many of whom are retired Secret Service agents. “There are a number of capable individuals looking for work,” according to Gleason.
Yonkus advises, “Get a list of three or four companies that sound like they might meet your needs. Get references and evidence of past experience. Look for a company that gives you a comfort level. There must be a good relationship,” he says. “I won’t take a job until I’ve met the CEO’s spouse. If there isn’t a fit with the protectees, there will be no trust or confidence in the security advice offered. A lot has to do with the individual and what he/she projects. I look for a level of professionalism – someone who values what we’re trying to do and will cooperate. Also the protector and the protectee must reach an understanding about what they expect.”
“However,” Yonkus warns, “we can only do so much. The CEO is the boss and we have little control if a personal decision is made to go against even the best advice.
How Not to be a Victim: – Keep a Low Profile
Even the most sophisticated executive protection plan is useless if the protectees make themselves vulnerable. Executives of companies who deal with the public and might make unpopular decisions are at risk.
Gleason advises, “Keep timely schedules. Assessments must be continually made to provide recommendations on the safest way for an executive to operate. Security staff must know everything they can about their subjects and their movements, as well as everything they can know about where they will be. Knowledge is power. Give security all the information possible. If the situation is not safe, it’s important to find another way to do the trip or to postpone it. The security staff must build up a high level of confidence that all information given by the subject will be kept confidential and be used only for protection purposes, not for personal power or gain.”
And then there are the common sense measures that enhance day-to-day safety. Remember, the higher the profile, the higher the threat.
- Have an unlisted phone number.
- Avoid publicity on your success or financial standing.
- Don’t be part of a story on anything that could upset policyholders or staff.
- Don’t drive showy, high-end vehicles.
- Protect the identities and whereabouts of your spouse and children (particularly very young ones).
- Reconsider living in highly visible, affluent areas.
- Vary routines and travel routes.
- Don’t advertise your address, e-mail or phone numbers.
Don’t be there for the taking!
William Gleason is vice president-Security for Conseco, a Carmel, Ind.-based life insurer.
Raymond J. Yonkus, Professional Security Consultant, is based in southwest Florida with a branch in Indianapolis, Ind. As an independent contractor, he served as security consultant for the 2004 Republican National Convention. He draws upon a network of associates who are fellow former Secret Service agents with a varied array of expertise. The firm specializes in making security assessments and devising security programs. Yonkus can be reached at rayjyonkus@aol.com.
Posted: Friday, August 19, 2005 12:00:00 AM. Modified: Friday, August 19, 2005 4:10:57 PM.
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