CAREERS IN SECURiTY: Chartered Focus on a


Security Professional


Nigel Sommerville MBE MC


Q


How did your career in security begin?


A: My journey into security began with a 17-year career as a Royal Marines officer. This military foundation wasn't initially intended as a pathway to corporate security, but in hindsight, I now realise that it provided the disciplined framework, leadership skills and operational mindset that would prove invaluable in my transition to risk management and security in the corporate world.


Military life instilled in me the importance of meticulous planning, risk assessment, and decisive leadership under pressure. It also afforded me the opportunity to learn how to communicate up, across and down organisational structures. These are all skills that translate directly to managing security challenges in complex business environments.


My first role out of military service was in risk consulting, focused specifically on supporting companies establish business operations in emerging or high-risk markets. This role bridged my military experience with commercial security requirements, allowing me to develop a comprehensive understanding of enterprise-


E


ach issue, we focus on a CSyP to hear about their career journey, any learning they can share and their advice for others thinking about becoming accredited.


level risk management.


From there, I progressed through a combination of risk consulting, corporate security and business management roles as well as founding my own risk consulting company. I now find myself as the Head of Security across EMEA for Warner Brothers Discovery, where I integrate risk management and security strategy across over 20 countries to support business operations.


QWhat training and qualifications


do you have and how useful have they been?


A: My educational foundation began with an MA (Hons) in Business Studies from the University of Edinburgh in 1995, which provided crucial commercial understanding that has underpinned my ability to integrate security with business strategy throughout my career. The MA in Defence and Strategic Studies from King's


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College London in 2006 combined strategic risk thinking with operational planning. The Post-Graduate qualification in Security Management from Loughborough University in 2012 bridged traditional security with contemporary business risk management approaches.


The International Certificate in Enterprise Risk Management from the IRM in 2019 was particularly instrumental in commercial terms, enabling me to speak the language of business leaders whilst delivering security solutions. As well as CSyP, I hold several professional qualifications, including CISMP, IRM certification, and Fellowship of the Chartered Management Institute – each contributing to an ability to operate at the intersection of risk, security, and business strategy. My current DV clearance has been essential for certain advisory roles where I've advised on national security matters with clear business and economic implications.


QAre there any key individuals


who have mentored or supported you?


A: Throughout my career, I've been fortunate to work alongside exceptional leaders who understood that effective security must align with business objectives. My role as Strategic Security Advisor to government ministers and COBR from 2011 to 2013 provided exposure to senior decision-makers who demonstrated how risk management and security considerations must integrate with economic and political strategies at the highest levels.


Within the corporate world, colleagues across various sectors have influenced my understanding of how security, risk management, and business strategy must work in harmony. The diversity of my roles – from media companies requiring editorial independence protection to financial services consultancy demanding regulatory compliance – has exposed me to different approaches to balancing security investment with business growth.


My experience serving on the UK Executive Committee at Marsh McLellan particularly reinforced how P&L owners must think commercially whilst maintaining operational integrity. Above all, it reinforced the requirement for personal accountability in decision making and business performance.


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