The Article – ‘What will define EP3.0, by Christian West and Joe LaSorsa’

https://www.eslna.com/the-evolution-of-executive-protection-what-will-define-ep-3-0/

I wrote this article not to challenge the above article, which would be a counter-productive exercise. However, my ‘contribution’ does support their supposition and hypothesis, but may provide more facts for a greater degree of accuracy to aid in understanding. Furthermore, I believe we are going into ‘EP 8.0’. So, guys please bear with me, and no malice is intended or implied.

Through the years, I have studied, discussed, and debated with many peers the evolution of EP, to gain deeper understanding and insights, as a part of my own self-improvement process. In my humble opinion, from my observations and facts, that we all can see… yes… EP has, is, and will continue to evolve, as it always has done, however, the evolution is becoming more pronounced with less subtlety, but the direction is good and the benefits to the industry and most certainly clients… and protection agents are evident.

EP/CP 1.0 - Was the proverbial ‘bodyguard’, praetorian guards, etc., of leaders, important people in positions of power within their tribe, caste system, society, nation, and people who thought they were important, as stated by Messrs. West and La Sorsa, who I know of but have never met nor interacted with. Those ‘bodyguards’ came about, as those leaders feared being usurped and overthrown by their detractors or rivals. The ‘bodyguards’ had to be big, strong, and proficient in fighting and ‘warcraft’, but did not need a brain, just the ability to accept orders and comply with them.

At that time the primary objective was to prevent assassination and the posture was deterrence by creating fear and the operations were reactive only.

EP/CP 2.0 – Historical records show King Harold of England had ‘personal bodyguards’ and in 1066 they fought to the death trying to protect Harold during the Battle of Hastings, and from accounts showed ‘great courage and dedication to their mission’, whilst a lot of his army was fleeing. Such was depicted in the famous Bayeux Tapestry.

The ‘Queen's bodyguards’ were created by Henry VII in 1486, the ‘Body Guard of the Yeomen of the Guard’ is the oldest military Corp in Britain. Now, however, the role is a purely ceremonial one.

Sir Walter Raleigh, held the title of the ‘Captain of the Queen’s Bodyguard of the Yeomen of the Guard’. Queen Elizabeth I’s personal bodyguard was in a highly privileged position and was a close personal ally of the Queen. That is, until she discovered he was secretly married to one of her ladies-in-waiting. Not happy with this revelation, the Queen imprisoned him in the Tower of London – and he was later beheaded!

In this iteration, the primary objective has expanded to preventing assassination and Injury.

EP/CP 3.0 – Many centuries later, we still have the term ‘bodyguard’, and they still must be strong and proficient fighters, but there were very few in the private sector except those who were more commonly called ‘Henchmen’ or ‘Enforcers’ and were a part of the criminal fraternity protecting bad actors, rather than being on the right side of the law and protecting persons of note.

During this iteration, the primary objectives expanded to preventing assassination, kidnapping, and injury and the posture was still deterrence through creating fear and the operations were still reactive only.

EP/CP 4.0 – We are now starting to move into the start of ‘protection agents’ rather than thick-necked, knuckle-dragging Hollywood-type bodyguards and the start of the distinctive differences, between protection agents and bodyguards.

In 1865 the US Secret Service was formed however at that time they had an investigative role of combatting rampant US currency counterfeiting (said to be about one-third of the circulating currency!). At the time, the only other federal law enforcement agencies were the United States Customs Service, the United States Park Police, the U.S. Post Office Department's Office of Instructions and Mail Depredations (now known as the United States Postal Inspection Service), and the United States Marshals Service. The Marshals did not have the manpower to investigate all crimes under federal jurisdiction, so the Secret Service began investigating a wide range of crimes from murder to bank robbery to illegal gambling.

In 1901, after the assassination of President William McKinley, the US Congress informally requested that the Secret Service provide presidential protection. A year later, the Secret Service assumed full-time responsibility for presidential protection.

In 1968, as a result of Robert F. Kennedy's assassination, Congress authorized the protection of major presidential and vice presidential candidates and nominees.

In 1970, The Royal Military Police Close Protection Unit (RMP CPU) was formed, after a number of RMP attended the Special Air Service (SAS) ‘bodyguard’ course at Hereford, England, and brought the skills back to create an RMP-specific protection course, the first of which ran in 1976. Three years later, the course and unit moved to Longmoor Camp where it remains.

Most UK ex-military close protection officers (CPOs) would not have served in a unit that specifically trains in and provides close protection services, the only two that do are the Royal Military Police (close protection unit) and the Special Air Service (SAS).

In 1980, two USMPs, based in Germany were newly tasked to protect senior officers in Europe, after several US personnel were targeted and assassinated.

Then as a result of the failed attempted assassination of General Kroesen a highly decorated 4-star General, who was then the commander of US forces in Europe, as well as NATO forces in Europe, by a left-wing German terrorist group in1981, it was decided a formal and structured protection capability was required.

General Kroesen was being driven to his headquarters in Heidelberg, West Germany, in a Mercedes-Benz with armor plating, a precaution against a possible terrorist attack, when two rocket-propelled antitank grenades were fired at it from a wooded hillside.

The first one exploded in the trunk of the car, partly shattering its rear window, and exited through a fender. A second grenade missed the vehicle. At least eight shots were fired at the auto and an accompanying military police vehicle, but none penetrated the passenger compartments.

General Kroesen and his wife, Rowene Kroesen, who had accompanied him on her way to a dental visit, were cut by flying glass and treated at a hospital, then went about their day’s tasks. No one else was injured.

The terrorist group that called itself the Red Army Faction, though it was commonly known as the Baader-Meinhof gang, took responsibility for the attack, the fourth one on American personnel and installations in West Germany in three weeks and the 10th that year. The group, which had waged a campaign of terror in the 1970s, subscribed to a Marxist-Leninist ideology and sought to overthrow the capitalist West German government and to fight what it perceived as American imperialism.

The assassination attempt made international headlines, for its brazenness, the prominence of its target and the realization that remnants of the Baader-Meinhof gang were resurgent, although the group’s leaders, Andreas Baader and Ulrike Meinhof, had committed suicide while imprisoned.

The German authorities embarked on a new round of arrests targeting the group. Two of its figures, Christian Klar and Brigitte Mohnhaupt, were arrested and convicted of killing three prominent West Germans and their bodyguards in 1977 and of trying to kill General Kroesen. They were sentenced to life in prison.

The US military requested assistance and two USMPs (the first ‘non-Brits’) attended the RMP CPU training course in Longmoor, then returned to Germany and began close protection operations.

In 1982 the Two RMP CPU-trained USMP SNCOs returned to the USMP training school at Fort McClellan, Alabama, and set-up/started their EP training program that relocated in 1999 to Fort Leonard Wood, Missouri, after the closure of Fort McLellan.

Other Western countries and Eastern Bloc nations also began creating their own specialist protection units (VIPPU) during that same period, which were based upon their own operating environments, culture, and needs, which is why we now still have a range of different EP/CP doctrines and method of operations, which prevent the realistic ability to create an international standard and operating methodology.

We now have the advent of the modern era CP/EP/VIPP.

One of the Original USMP SNCOs is my close and valued friend/mentor/’venting wall’, a peer in our industry and a person I would trust with my life without hesitation. Anecdotally, he had related to me that General Kroesen, who was a ‘Hard Charger’ got out of the vehicle and was angry rather than scared and ordered the USMP escorts to charge the hill and take the ambush position!

During this iteration, the primary objectives expanded again to preventing Assassination, kidnapping, Injury, and Embarrassment. The posture morphed to proactive and reactive measures for prevention, deterrence, detection, disruption, delay, and defend, which is what we still do.

In addition, it was the advent of protective intelligence (in a very basic form - HUMINT) to support proactive protection operations.

Private sector EP/CP also began to develop with the uptick in assassinations and kidnappings of industrialists, prominent businessmen, and tycoons. Most private sector agents at that time were former government/military/police protection personnel.

EP 5.0 – In the early 1990s, EP/CP entered the private sector as a full-time profession with recruitment from all walks of life, not just ex-government/military/police operatives. Furthermore, as a part of the development driven by the evolution of bad actors TTPs to overcome the protectors in the battle of one-upmanship/cat and mouse, additional disciplines were added due to innovations and advancements in technology; TSCM, IED search/detection, improved real-time communications capability by the introduction of mobile phones.

In this iteration there were some major milestones; these were the first US government contracts for high-profile EP details, given to the private sector EP industry:

1.????? Jean Bertrande Aristide second go-around as President of Haiti 94-96 – First US government EP contract given to private sector – setting up and training of the Haiti Presidential protection unit and the Presidential palace security detachment, together with private sector protection agents protecting Aristide.

2.????? During the same period was the second government to private sector EP contract; the in-country protection of Richard Holbrooke the chief US peace negotiator with the Presidents of Croatia, Bosnia, and Serbia for a permanent agreement to end more than three years Bosnia war – The Dayton Accords.

The person chosen to set up and manage these projects was none other than my good friend, the original USMP to be trained for CP, who then set up the USMP EP training program… Dave Johnson. I have had many chats with Dave, whilst in various parts of the world, usually with an adult beverage in our hands, after a long day of providing training or on an EP op and there were a lot of ‘lessons learned’ and interesting stories of how they adapted to overcome hurdles/issues they were confronted with and how the plans, processes, procedures, techniques and tactics as well as tradecraft evolved, adjusted and were honed to meet the challenges in the different operating environments.

Another milestone was the cementing of the principle of preventing embarrassment in the EP doctrine as activism was on the rise with activists’ intentions to cause embarrassment rather than kill, and this was put under the microscope in the very high-profile incident involving Bill Gates – Pies in Face 1998. He had a very proficient team who were more than prepared/capable of preventing assassination, kidnapping, or injury and would more than likely have been successful if there had been an AOP, but they failed regarding preventing embarrassment!

Modern EP/CP agents will more likely encounter the immediate need of ‘preventing injury and embarrassment’ and far less likely, if at all, ‘preventing assassination and kidnap’ during their careers, however, we must train for all eventualities and be proficient and effective, as that is what we are paid to do!

EP 6.0 In the early 2000s the primary objectives of preventing assassination, kidnapping, injury, and embarrassment were expanded to include assuring and insuring privacy and protecting reputations (different to preventing embarrassment – now trying to destroy credibility/success of individuals or negatively impact the share price of a corporation) of the client.

Protective intelligence was enhanced from just HUMINT to include OSINT, several other ‘__INTs’, access to a broad-spectrum of Proprietary databases, real-time threat, risk, and location information, having additional enhancements of mobile phones becoming ‘smartphones’ so allowing us to search for information in real-time, surveillance, surveillance detection, and counter-surveillance.

EP 7.0 is coming down the pipeline now as Messrs. West and La Sorsa, quite rightly state in their blog, and we are moving into the era of a more holistic approach, which will also include Cyber/IT security/protection, and the mainstream application of new innovations which are truly force multipliers… use of drones, use of Artificial Intelligence and analytics software security platforms, which will increase proactive measures, prevention and detection, thereby exponentially increase the protective security, safety, wellbeing and privacy of our clients.

We are also, by necessity and request, expanding our ‘toolbox’ of hard skills to include ‘emergency management/response’, a greater expansion in the ability of agents to provide ‘tactical (combat) casualty care’, and improving our soft skills, such as communicating succinctly and effectively and having a greater understanding of the ‘essence’ of the client and/or the organization.

This can only be good for our industry, the committed people who ply this trade, and for clients. The legacy ‘self protectionism’ silos of services are now being broken down with more holistic rather than the legacy heuristic approach, which also means greater cost efficiency and everyone getting on the same ‘song sheet’ with the same agenda rather than their own vested interests, thereby also greater transparency, cooperation, coordination, communication, governance, and the understanding of needs/expectations, which can only mean enhanced effectiveness and survivability!

So, it is now essential and incumbent on all purveyors of EP/CP to ensure self-improvement, enhanced proficiency, and expanding your skillsets… There are a lot of agents in the ‘basic/sufficient skillsets employment pool’ to choose from, so there is no guarantee of regular and meaningful employment and as we are required to multi-task on an op as the norm, rather than a rarity… having a broader range of relevant hard skill sets in your toolbox, means you get into a far smaller ‘employment selection pool’ which then shrinks even further when you also have tried/tested and proven/verified ability and experience… you then enter the ‘cream (not dream) pool’ where employment is not a possibility but a near certainty which subsequently provides greater financial benefits, career sustainability, and longevity!

FRAMEWORK OVERVIEW

EP/CP, Protective Security services, and Security have always involved an integrated framework of – Human resources, strategies, plans/processes/procedures, techniques, tactics (SPPPTT), administration/governance, systems, and training.

it is an effective formula with the combination being interlinked – Human resources, SPPPTTs, systems, administration/governance, and training which creates success and greater survivability, sustainability, and competence… all objectively qualifiable and quantifiable elements by a client!

Looking at the EP/CP situation, some ‘things, do not change, though they may be modified/adapted:

·?????? EP/CP will always be protecting people first, and property/assets are secondary collateral considerations. Protecting assets/property is in the security guarding segment (preventative, heuristic, and reactive), or enhanced protective security (prevention, holistic, and proactive/reactive) and protecting people is in the EP/CP/segment. Many people who only protect property (e.g., a private estate ‘doors and walls’ duty think they are EP/CP agents, they are not.

·?????? The people haven’t changed just the perception and stereotyping… transition from ‘bodyguard’ to protection agent/specialist. Protection agent/specialist – size, strength, and fighting prowess are not at the top of the list of needs and are just value-added, though size may be an impediment in some critical hard skills, Surveillance/surveillance detection, countersurveillance, and driving. Higher on the skillset’s list is now a lot of the soft skills, which are mental acuity/dexterity, intelligence, analytical and lateral thinking, mental stamina, pragmatism (cynicism. skepticism), attention to detail, being erudite and having strong communication skills, organizing/planning skills, calm and controlled demeanour and obviously proficiency and expertise in the range of the required hard skills.

·?????? Strategies, Plans, processes, procedures, tactics, and techniques (SPPPTT) – They are ‘living elements’ which evolve out of necessity to prevent, deflect, detect, disrupt, delay, counter, defend, and defeat the bad actors’ own innovations and enhancements for their quest to increase their own survivability (except suicide bombers!), the possibility of success to defeat us and achieve their aim. The SPPPTTs are not infinite and invariably are mixed around, adjusted, adapted, and modified as necessary to be fit for purpose and considerations – operating environment, threat/risk level, op tempo, clients needs/expectations (this point is within reason… we are supposed to be the professionals in protection, so should be advising the client and providing valid and supported justifications for our requests/recommendations… not being sycophantic and a rubber stamp… as if you are your survivability warning light will start flashing sooner rather than later! The SPPPTTs can now also be enhanced by technology and innovations in equipment.

·?????? Systems – innovations and improved systems are now entering the market thick and fast, so it is incumbent on us to remain aware, view all with an open and objective mind, ascertain if it can be useful, or adapted to be useful, test for proof of concept and then ensure you have valid justifications for the client… these must be a combination of increased safety/survivability - how, force multiplier – why, capital and recurrent cost – what impact on client’s budget/bottom line, and any other specifics – suitability to operating environment, etc.

·?????? Training – to a standard, scenario-based, and testing to pass, then continuation/refresher training to maintain competence and ability for the perishable skills and hone capability/expertise. If you can get force-on-force training with simunitions… even better!

FINAL THOUGHTS

I have operated my own (and sold) boutique businesses (20-100 staff) for 30 years and have been successful, as well as fortunate in my endeavours. Even as the ‘boss’ I have always gotten out on the ground to lead details (as well as just deploying as an agent, such as driver, advance agent, and even baggage handler… the pay is the same for all(!), after getting approval from the client) and most of my work has been by referral, as I decline to advertise. A large percentage of my clients are US multinationals on the Fortune 500 lists, some UK/European clients and the remainder are Asia clients. I also count UHNWI, entrepreneurs, hedge fund owners, celebrities, royalty, NGO charities (work normally done pro bono), and socialites among my clients. I can say from experience it is not the size of your company that matters… it is the quality of your service, your accessibility/availability to clients in a timely manner, understanding their needs/expectations and their corporate culture, your ethical standards, being frank and blunt in a diplomatic manner when necessary, being their problem solver and ‘Mr. Fixit”, your ability to provide realistic budgets (and justify them!), attention to detail and minutiae… it is always the small things they remember – as they rarely see the hard skills, your soft skills, your value propositions and value-added (which may or may not have an attached cost).

I have been fortunate that I have become the ‘preferred vendor’ with many clients and achieved ‘trusted advisor’ status with quite a few others, which is the highest accolade you hope to achieve. There are no shortcuts, no magic bullets and it requires hard work and demonstrable professionalism grounded in genuine subject matter expertise, broad and in-depth knowledge, that you understand, know how to use, and can apply, real operational experience, and a lot of common sense! It does help greatly too, if you have been ‘tried and tested’ in stress and endangerment situations and succeeded with the client also still being in one piece and not leaking any bodily fluids!

Also be genuine, maintain professional distance, know your place, trust your ‘Spidey sense’, be loyal (don’t desert from and jump from contract to contract just for the extra money but complete your contract), and remain humble… ego will get you in trouble with the client and your peers very quickly and has no upside!

All can succeed in our industry, if you have passion, commitment, a drive to self-improve and to be proficient, learn new skills (hard, soft), and master a range of service offerings …. Throw in hard work, then success and very good financial rewards will follow. What we do is a blend of ‘art and science’… but it is not rocket science!

#executiveprotection #security #professionalstandards #closeprotection

?PhilCurlewis2024