An introduction to the requirements, complexities and activities of an Executive Protection Manager in a Corporate environment.

1. Corporate Executive Protection
Management
Understanding the Dynamics and Pitfalls of Building
and Managing a Corporate Executive Protection
Program

2. Strategy
• Safe, Happy and Productive
• Proactive versus reactive
• Safeguarding shareholder investment in C-Level
• Productivity Support of your top assets
• More efficient and safe travel
• Duty of Care
• Competitive advantage

3. Corporate Ecosystem
• Culture eats strategy for breakfast
• Know your stakeholders
• Know your partners and collaborators – ‘Supportive
Coalitions’
• Communication is key – transparency
• Emotional IQ

4. Corporate Ecosystem
• Executive Admins
• Corporate Security Partners
• Legal
• Human Resources
• Finance
• Travel
• PR/Communications
• Estate Management
• Nannies
• Flight Department
• Maritime Department
• Security Integrators
• Specialist Partners
• Other vendors

5. Culture
• Knowing its importance
• The “Right Fit”
• Blending in
• Client preferences
• Supporting it vs. fighting it

6. Transition: Individual Contributor
• Hard skills are not enough
• Know you have to adapt your approach
• Translate your experiences and mold them to fit into
the culture
• Just because you were special forces or law
enforcement does not mean you will be successful
• It is NOT a retirement job

7. Transitioning into a Manager Role:
What is the program status?
• Start-up - Learn about the culture, politics, ecosystem,
risk assessment and preferences and begin to build
“supportive coalitions”.
• Realignment – reinvent the business
• Turn-around – reinvent the business
• Sustainer – invent the challenge – Just because you
aren’t in trouble doesn’t mean you are a high-
performing team.

8. What phase is your team in?
• Forming
• Storming
• Norming
• Performing

9. What will keep you up at night?
• Not being there when the client wants or needs you –
conversely – being there when the client doesn’t want
or need you.
• Negative feedback from the ecosystem about your
team.
• Favoritism and team strife
• Lack of understanding and transparency – “What do
you guys do anyway?”

10. People and Performance
Management
• Corporations are not familiar/ready with/to manage
performance and careers of EP people
• Consistency of approach is critical
• Finding the right fit for the culture
• Working independently AND on a team.

11. People and Performance
Management
• Blending it all together:
• Hard/soft skills
• Personality and attitude
• Teamwork and collaboration
• Independent operations
• Risks and Threats
• Profile analysis
• Culture
• Client preferences

12. Key Performance Indicators
• Data driven success – some things to measure
• Ongoing Risk Assessment
• Key Stakeholder Satisfaction
• Responsiveness
• Quality of Services Provided
• Team Workload
• Readiness
• Quality of Communications
• Operational Transparency
• Financial Performance