Security, Risk & Preparedness
Independent security consultancy helping organisations protect their people, wherever they work or travel.
Independent security and risk advice for organisations responsible for protecting their people, at work and while travelling. Built on 27 years of military, corporate, humanitarian and executive security experience.
Preparedness
Preparation does most of the work.
Before anyone travels, the destination is assessed and the route planned. A threshold is set for changing or stopping the journey. The traveller knows what to do if it goes wrong.
Day to day it works the same way, at an office, a site, an event or a home. Each engagement leaves the plan, the training and the written procedure with your own people, in a form they can run without me.
How it is built
- Planning. destinations, routes and sites assessed before a movement or an operation is approved
- Training. the people who have to carry the plan trained on it, assessed and recorded
- Procedure. written thresholds and escalation, so a decision does not wait on one person being reachable
Who this is for
Organisations that:
- Carry a duty of care for staff travelling or working abroad
- Protect executives, principals or high-profile individuals
- Operate in unfamiliar or higher-risk markets
- Already pay for security and want an independent view of it
- Have the policy, but nobody who owns the decision
- Need an assessment they can act on
Areas of practice
Six areas.
Everything is fixed scope and fixed price, agreed in writing before anything starts.
Footprint
Where the work has been delivered.
Each point represents experience working across different cultures and environments. It has built an understanding of local context, how people communicate, build trust and make decisions differently, and why an approach that works in one place, with one group of people, may not work somewhere else.
Practice base
United Kingdom
Practice base. Working across UK and EMEA time zones.
Delivered work
Paris
Executive travel risk and journey management for principal movement.
Delivered work
Cote d'Azur & Monaco
Nice, Cannes, Saint-Tropez and Monaco. Event and executive movement planning, venue and route assurance.
Delivered work
The Alps
Geneva, Zurich, Davos, St Moritz and Courchevel.
Delivered work
Italy
Milan, Rome, Vatican City, Portofino, Naples, Capri and Sardinia.
Delivered work
Munich
Germany.
Delivered work
Amsterdam
Netherlands.
Military service
Norway
Northern Europe.
Military service
Denmark
Northern Europe.
Military service
Finland
Northern Europe.
Military service
France
Western Europe.
Military service
Slovenia
Central Europe.
Military service
Cyprus
Eastern Mediterranean.
Military service
Canada
North America.
Military service
United States
North America.
Delivered work
Madrid
Spain.
Military service
Canary Islands
Eastern Atlantic.
Delivered work
Greece & Turkiye
Athens, Istanbul and Bodrum.
Delivered work
Sint Maarten & Saint Barthelemy
Eastern Caribbean.
Delivered work
Egypt
North Africa.
Delivered work
Gaza
Humanitarian response in an active conflict environment.
Military service
Iraq
Operational service. Security planning and movement in a high-threat environment.
Military service
Afghanistan
Operational service. Leadership and crisis decision-making under operational pressure.
Delivered work
United Arab Emirates
Dubai and Abu Dhabi. Executive travel and event security, regional risk planning.
Delivered work
Hong Kong & Macau
Executive protection and corporate resilience through sustained civil unrest.
Delivered work
South Korea
North East Asia.
Delivered work
Singapore & Kuala Lumpur
South East Asia.
Method
The process changes with the service.
There is no single route. What gets applied depends on what is being delivered. Three examples below: how a destination is structured, how a risk is identified and treated, and how training is built and recorded.
POSTT lens
Executive visit- PPolitical3/5 Moderate
Government functioning, policing thin away from the centre
- OOperational4/5 High
Power, medical cover and vehicle recovery all have to be brought in
- SSituation3/5 Moderate
No major incident this period, criminality against visitors persistent
- TTravel4/5 High
The airport road and any movement after dark carry the exposure
- TTerrorism2/5 Guarded
Capability exists in country, no recent targeting in this city
Every destination is read through the same five lenses, and every score carries the reason it was given, so two assessments can be compared rather than just read.
Identify & treat
ISO 31000Identification prompts
- What?The asset at risk, and the act that would harm it
- Where?The location, and the ground the act would happen on
- When?The timing, and the window in which exposure is real
- Why?The motive, and what a hostile party gains from it
- How?The method they would realistically use, and with what capability
Treatment options
- AvoidDo not run the activity in the form proposed
- ReduceLower the likelihood, the impact, or both
- ShareMove part of the exposure by contract, partner or insurance, knowing the duty of care stays with you
- AcceptCarry it knowingly, with the decision recorded and owned
- PursueTake the risk deliberately because the opportunity justifies it
Every risk carries one of the five treatments, a named owner and a stated residual risk. A risk with no treatment against it is not a finding, it is a note.
Training cycle
PTLLSIdentifying needs and planning
The needs of the organisation, the trainer and the learners, and the plan built around them
Designing
Programme, materials and resources designed to cover what the subject requires
Facilitating
Delivering the learning, using a variety of approaches and resources
Assessing
Checking the skills, knowledge and understanding have actually been gained
Evaluating
Feedback obtained and the process evaluated, so the next delivery is better
The client receives a training record showing who attended, what was covered and the standard reached.
Worked against combined specialist knowledge acquired through experience, training and real-life exposure.
Engagement shape
Three phases.
Most engagements move through three phases. You can enter at any of them. The intent is the same in each case: the system should hold once I step back.
Understand
Read what you actually have, then build what should already exist. Risk model, thresholds, decision ownership, vendor standards and templates people will actually use.
Test
Prove it holds. Dry-run the trip, challenge the vendor, stress the leadership team against a scenario, and log where decisions slow or break.
Support
Stay close while it beds in. Briefings, approvals, oversight and incident support, then a clean exit once it runs without me.
Evidence
A completed survey and its cost-benefit analysis.
A licensed venue, newly refitted, with a security spend already in place. The survey is anonymised. The numbers are not.
Rated Amber overall. Every finding was costed against the benefit of fixing it, with the return stated alongside each recommendation.
- 7critical
- Findings serious enough to need action before anything else
- £2,000to fix
- Total cost of the recommended changes, training and equipment
- £16,600avoided
- Loss, claims, fines and closure risk the changes remove
- 8:1return
- Eight pounds back for every one spent, paid back inside a month
How it starts
How an engagement starts.
Scope call
Thirty minutes to understand the movement, the individual or the gap in the arrangements. No charge.
Fixed proposal
Fixed scope, fixed price, agreed turnaround, in writing before anything starts.
Delivery
The work, to the method, on the date agreed.
Decision brief
A clear, governed output you can act on or hand straight to the board.
Next step
Thirty minutes to find out whether this is worth doing.
Thirty minutes to establish what the exposure is and whether it warrants the work. If it does not, I will say so on the call.