ix
PREFACE
As I transitioned to private security from the Federal Bureau of
Investigation (FBI), retiring after 25 years as a special agent, I found that
many of the intelligence, analytical, and critical thinking skills that I had
learned and utilized to dismantle criminal and terrorist organizations
could be applied to the private sector. At my rst civilian job as the secu-
rity lead at an electrical transmission- only utility company, there was a
problem with criminals who were cutting holes in the perimeter fenc-
ing and stealing copper grounding clamps and wire to sell as scrap. As I
discussed this problem with security personnel, I discovered an attitude.
The person responsible for asset protection in the Security Department
told me, “Copper theft is like a lightning strike; you never know when
and where it will happen.” But, when I asked for security incident reports
and police reports for the last 5 years to analyze for patterns, I was told the
Security Department did not do security incident reports, and “it was too
hard” to obtain police reports.
This was unacceptable; when I ordered another person to obtain the
police reports, we found the police had made some arrests regarding the
thefts. We started tracking these thieves and compiled an organizational
chart of their contacts. Needless to say, utilizing the techniques I learned
in the FBI, we reduced copper theft incidents from 29 in 2011 to 6 in 2013.
The details of this initiative and others that led to the intelligence- based
security posture program developed from these and similar efforts are
presented in this book.
I was amazed at the disorganization in the security departments of
other utility companies that I attempted to collaborate with and was actu-
ally surprised with the conict that arose with them in developing some
of these measures related to an intelligence- based security posture. Many
of the security managers concentrated on having enough contract secu-
rity guards on the property each day instead of what the security guards
were doing and how they were doing it.
Even after we developed a list of “usual suspects” in the copper
theft initiative, the other electrical utility companies we worked with
were reluctant to participate and share information. One was “afraid to
keep watch lists on citizens” even though I explained the offenders’ list
consisted of convicted felons, who might be citizens but had shown the

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