An exclusive interview with Undercover Boss and the Chairman of the British Security Industry Association
Geoff Zeidler W
e met up with Geoff Zeidler, BSIA Chairman and former Managing
Director of Securitas, for his views on the impact of his recent appearance on the TV programme, Undercover Boss and the challenges facing the security industry.
With a shaved head, a beard and no previous front-line security experience, Geoff was certainly a long way from the trappings of senior management for the filming of Undercover Boss. But in terms of both his own and Securitas’ reputation, he feels it was a calculated risk. “This programme is formulaic; if companies or bosses look foolish, then no one will do it in the future. The edit and tone has to be positive.”
Geoff saw it as an opportunity to shine a light on the Securitas brand “to highlight its differences”. It was also a chance to raise the profile of manned guarding “to show that Officers are human beings, well trained, who do a lot. We didn’t expect a public hallelujah moment, but wanted to move the dial a little”.
There were more challenges following a security boss than the previous episodes. Not only did they need Geoff’s go-ahead – but the customer’s approval too, “We maintained the right to edit anything that could compromise security.” The TV company had the final decision on where to film though. “We tried to steer them to places we would like to show case, but they researched and decided on the stories to include.”
There were only a couple of moments of fear, “They set out to find problems and difficult situations, but you are surrounded by a crew.” His wife and children were very supportive, but concerned. In the end, his children said “go for it” and it has even improved the “street cred.” of his teacher wife!
The best part of the experience for Geoff was the unique opportunity to see how things actually are at the front line and to receive unbiased feedback, which no visit from a “known” manager can ever achieve. “This was a genuine Schrodinger’s Cat experiment, an opportunity to observe what is really happening.”
© CI TY S ECURI TY MAGAZ INE – AUTUMN 2013
His real learning from his time was more subtle than that shown on TV. “The challenge and duties that the guards face was no real surprise.” However, what did concern him was “the sense of distance between those on the front line and their managers; their understanding of the support and structure around them.” This learning is helping to feed a continual improvement programme for internal communications. “There is no substitute for local management and real dialogue with officers you know.”
Part of the programme is for the boss to resolve the issues raised by the staff met during filming. Have the promises Geoff made during the show been met? As well as the resolutions shown on the show. Geoff and the team at Securitas have taken further steps in the months following. Geoff was impressed by Mo and Mario, the security officers at a waterside development of bars in Manchester, “they are fitness and nutritional nuts”. He has asked them to front a new officer health and well being initiative within Securitas. Additionally, Julie from the Priory shopping centre has been invited to join the project to complete the new induction programme.
So would Geoff do it again? “An emphatic yes. My role in Securitas was transformation and to make it stand out in the UK market. This was a unique way of communicating to our staff and customers about what we stand for.”
We moved on to discuss Geoff’s current views on the security industry, which he believes is in a difficult place at the moment. “The buyer has changed from the security manager to professional procurement. Procurement do not always understand indirect security costs, but in the current economic environment, they have the whip hand.”
His second concern is how the ownership of the manned supplier base has changed. “Securitas is one of few large independent security companies – many are now part of FM companies. The CEO of Securitas wakes up worrying about risk. The CEO of an FM company wakes up worrying about their largest business streams – perhaps the price of carrots. Then security loses importance.” With the current financial pressures, there is a worrying impact on quality, “zero hours contracts, no pay rises and are officers getting the CPD training they should?”
It’s Geoff’s view that some security businesses are placing themselves in unsustainable positions. “Security is great at response, but not as great at managing what is coming over the hill.” He is concerned about contract re- tendering, with gross margins shifting down year on year. “This is a creeping problem, where you rely on a few contracts to keep you afloat.” In his view, it all comes back to procurement driving unsustainable pricing, due to a lack of understanding of a system approach to delivering all aspects of security, not just manned guarding. “It’s difficult to see how companies can deliver at such low margins without cross-subsidy.”
How will the BSIA help support the security industry during these challenging times? “BSIA brought in Skills for Security to improve coordination and focus on funded apprenticeships and training. Additionally, it leads the Security Regulation Alliance, putting the industry view on regulation.”
Geoff wants to provide a clear strategy for the BSIA. “Our members need to see what we do for them, from advocacy to marketing to education, where we add value and why they pay their membership fees.”
As part of this advocacy, Geoff helps develop partnerships between the police and the private sector. The election of Police and Crime Commissioners has changed the landscape here, “Some PCCs campaigned on a ‘no privatisation’ ticket without understanding how much collaboration there was. Now they are realising the police need our help and professionalism.” But this will be a slow change over the four-year period of the PCC’s term of office.“It seems unlikely that we will see large contracts, but need to continue working at ground level.”
Geoff is now taking time to consider his next role. “I have a strategy background, managed lots of acquisitions and companies, and have knowledge of policing, private security, and cyber/telecoms. I am looking to apply these skills in an interesting and exciting role – I’m just not exactly sure what the role will look like at the moment!”
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