You may have heard by now of the formation of the Board of Executive Protection Professionals (BEPP). This Board comprises highly respected industry professionals James Cameron, Gerard Boniello, Joe Autera, Steven Hernand, Raffaele Di Giorgio, Tom Lebrun, William Cage, Denida Zinxhiria Grow, Chris Grow, Travis Lishok, Lance Guillory, Michael Pukish, Aurelia Fedenism, Donald Robinson, Anthony DeMolina, Tim Bigler, Dr. George DeBusk, Jason Johnson, Roman Garcia and Charles “Chuck” Andrews.
As of Monday, 9/21/2021, the Board of Executive Protection Professionals received its ANSI accreditation and became an approved National Standard Developer. Recognizing the EP industry is void of consistency and in need of a set of standards to demonstrate a foundation of knowledge and competency in executive protection, the BEPP was established with the sole purpose of creating the first ANSI (American National Standards Institute) approved “Standard for Providing Executive Protection.
The board is presently looking for a variety of individuals to be involved in this process. Specifically, they are seeking producers (Individuals who currently work in the EP industry), Users Individuals who own or works for an organization that supplies “producers” to their organizations clients or individuals). Specific Subject Matter Experts (Individuals with specific SME qualifications in subjects that are an asset to the EP industry) and General Interest (Individuals with unique skill sets or equipment that interact with “users” and “producers”.
There are two opportunities for individuals to join the process.
1) The Technical Committee is comprised of seasoned industry professionals responsible for developing new or revised language for Standards developed by BEPP. This Committee will also approve or reject recommendations made by the Working Group. The BEPP Technical Committee is the consensus body and will follow the voting procedures.
2) The Working Group is comprised of industry professionals who make recommendations to the Technical Committee for final consideration, revision, and approval.
Technical Committee Members may also be part of the Working group.
If you are interested in becoming involved in the process, what can you do?
a. Please fill out the application on the website located at BEPP Online Application.
b. Once an application has been submitted, email a current resume in PDF format to firstname.lastname@example.org.
Application acceptance will close on December 15th, 2021, and all applicants will be notified via email of the BEPP decision.
We are just now learning of and reading about the allegations of two personnel, one a security agent and the other an estate manager, who were previously employed by the household of Facebook CEO Mark Zuckerberg and his wife, Priscilla Chan. As the two former employees have begun to file their respective lawsuits against the billionaire couple and their family-related corporate entities, we must finally face the uncomfortable conclusion that these incidents have actually occurred and that similar circumstances have been happening for some time all throughout the world and seem to be dramatically increasing.
“We were told to ‘keep our mouths shut and forget about it’ so we would not labeled as ‘trouble makers’”…We were told, ”He had a bad day”…We were told, ”Do you know who that guy is?” in an effort to intimidate us and make us wary of speaking out. We were told, “What happens here, stays here.”
The truth is, no matter who one is (Or imagines himself/herself to be) or what kind of a day he/she supposedly had, no one has the right to, or should be forgiven for, insulting you, bullying you or sexually harassing you. During my 19 years in this industry, I have personally experienced or witnessed many quite similar cases. I have quit details because of a constant atmosphere of harassment.
Can I ”take it”?. Just because you may be able to deal with this type of situation doesn’t mean in any way that you should allow yourself to be put in that situation any longer. So, yeah, I can “take it”, but I do not have to, nor will I any longer.
Discrimination can be when you are told you can’t do the job just because you are a woman. Discrimination is, quite often, when your team members do not trust your skills and see you as a liability or another person to be protected. Discrimination is when they believe that due to your origin or your religious beliefs, you can not be an ample protector. Discrimination is also when your opinions during briefing and debriefing aren’t given a chance to be heard cause you are seen or quietly labeled as ”Not good enough”.
Harassment is not only when someone is being inappropriate directly to you, but also when they think they can use vulgar language or behave inappropriately in your presence because they don’t think you feminine enough, you’re “Just one of the guys” or they seek to shock you. Harassment is also when they ”accidentally” touch you or parade around semi-naked or naked in front of you at the compound. Remember, harassment takes on many forms and can happen in many ways.
Bullying is another issue that is all too prevalent. This can occur when your team lead or supervisor judges you based on your gender and blame you for everything. Bullying is being informed that your side of the story doesn’t matter.
Bullying is also being an ass to someone merely because of what position you hold. In a recent chat with a colleague, he brought up a name, with whom I had a personal experience. When I told him how he treated his employees and, most importantly women, he said ”That is weird, he has never done anything like that to me”…Well, of course not. Because, primarily, you are a man and secondarily, these people act accordingly to their perceived level of power.
So when someone is being harassed, bullied or discriminated against, take a moment to sit down and listen to them. Just because it hasn’t happened to you doesn’t mean it is not happening to others. If you are the one being harassed, bullied or discriminated against, have in mind you do not have to just ”deal with it” or ”forget about it”. Don’t allow it to begin in the first place. Set your standard and expectations right from the beginning. Expect professionalism and respect from your colleagues and give them the same in return. Keep documents, report it and if needed, seek legal help. If you are a company owner or someone who makes these types of decisions, seek further training on the subjects for all your employees. A well-organized team can and will unravel quite rapidly and unexpectedly in these types of circumstances and no one wants that to occur. There are plenty of free training programs on Diversity, Equity and Inclusion.
One of the biggest challenges that the majority of the security companies will have to deal with is not so much being able to obtain a contract, but to be able to properly maintain that contract once it’s signed and done. We are all quite aware of how many times the intricate contracts for various clients have changed hands over the years. While some might think it is hard to land a good contract, maintaining it professionally and properly while providing what you are being paid for may be very difficult for some companies. According to numerous studies, the average company loses nearly 10% of their clients due to their poor contract management. Why is that? Well, managing contracts (and the corresponding projects) is an overlooked form of corporate leadership and a large part of a company’s operational function and market viability. Project and contract managers must be able to interact frequently with their agents in the field, subcontractors, vendors, stakeholders, family offices and, more often as not, the client himself/herself.
‘’The International Association for Contract & Commercial Management (IACCM) identifies 7 major areas of contract management weakness:
Disagreement regarding contract scope
Weaknesses in contract change management/retention
Performance failures due to over-commitment
Performance issues related to a disagreement/misunderstanding over what was committed or requested
Inappropriate contract structures
Disputes over pricing
Issues with subcontractors’’
Now let’s discuss some of the most common causes that may cost a security provider one of their contracts:
You are charging significantly more than is proper (Faulty Pricing)
At some point we have to admit that quite a number of companies will overcharge a client merely because of who the client is and not particularly what their security needs or threat level may be. You cannot begin to expect one client/contract to change your own wealth status or single handedly build your company’s gross revenue and/or profit. It is neither ethical nor professional for your corporation to make 2 to 3 times more profit than the agents working the detail on the ground. We all have our levels of operational expenses, but don’t pass that bill on to the client or your protective agents. Make a profit, but make one within logical expectations.
2. You are ‘’suffocating’’ your client
Either: A) You have placed more agents than are needed (Again, this comes back around to profit: The more agents on the ground, the more you can charge), B) Your agents are not exercising proper situational awareness and how to be flexible with protection levels versus the client’s perception of asphyxiation, or C) The company holding the contract has not done a proper Risk/Threat/Vulnerability Assessment and/or are not trained, experienced or knowledgeable enough to ascertain proper staffing and logistics. Some companies will ‘’overreact’’ on the threat level to make their services appear quite necessary to the client, while in reality, achieving the opposite result.
3. Not being able to provide services as promised
A protective detail is comprised of many elements and sometimes you have to be able to provide additional services as you go. You must be the one who can foresee what is or will be needed and provide it before the client even asks for it. We have heard of many companies who fail to render even the basics of what they agreed to provide. We have seen details operating with less manpower than what was requested or changing the personnel so often because they fail to keep the professional agents or cannot staff it properly. Have in mind, clients need stability and familiarity and will become unsettled when they see or must become accustomed to new faces.
4. Failure to accommodate clients needs and solve operational issues (Lack of Customer Insight)
We’ve all heard the phrase, “The client is always right”, correct? Well, from the moment you signed that contract, you alone are the one who must do whatever it takes to construct a smooth protective detail and provide peace of mind to the person who hired you. You alone are the one who must be stressed, work long hours and find a way to solve any issue with the security team or the client’s needs, not the client. It must appear as though all is under control and operational.
5. You are not providing services to a level or standard that is expected and required
We can all agree that our prospective clients will want 3 things: A) To be protected, B) To have the best close protection agents, staff and logistics that their finances can obtain (they fully believe they are paying for the best either way) and C) To have peace of mind. If your corporation is hiring unqualified, unprofessional or unethical agents, or utilizing contractors of the same substandard quality because you refuse to pay for the ‘’good ones’’, the client will soon start looking for another company.
6. Your Project or Contract Manager has no vested interest in the contract (Neglected Contracts)
This occurs so many times when the person who is working for an ‘A’ list company, as a Project or Contract manager, simply doesn’t care to deal with the issues, stay intricately involved or maintain the contract for his company. Most fail to have good communication skills, which is one of the key elements when dealing with clients, vendors, staff, stakeholders or agents in the field. How you communicate during common, day to day interactions with people or personalities will be just as valuable, or more in some cases, as to how you react during a crisis situation and the solutions you are expected to provide. Merely having a project or contract manager on your staff isn’t nearly enough. You must have an individual who can be extremely flexible, can develop a strategy out of thin air and be able to solve complex issues, without raising undue alarm, if they arise.
While these are just a few of the common pitfalls that a contract manager may find themselves encumbered with, each client and contract are unique and every company needs their respective contract managers to be creative, innovative, and highly observational so as to catch any of these issues far before they become problematic and present solutions to overcome them. Our task is not just to sell the client on our services and then walk away, but we are expected to, and should without failure, continue to provide the highest level of service and commitment to our clients that they have come to expect. The sale is the easy part…How we treat and care for the client and their contract once we sign on the dotted line will either build our reputation and lead to more success or it will cause a loss of trust and failure that cannot be easily repaired or regained resulting in the loss of the contract.
Security veteran Matthieu Petrigh MSyI, launched a new website with open source training programs on an array of topics dedicated to Security Professionals and those interested in learning security. On the website, you can find a variety of free courses as well as paid (online courses or partially online courses) related to the broad concept of Security, including Risk Management, Fraud, Defense, IT Security, Resilience, Terrorism, Criminology, and more.
Courses can be provided by universities, public or private organizations.
For training providers or authors: As we are one of the contributors in this effort, if you are offering online training or you have written a book and would like it to be listed in the platform contact us at email@example.com.