An Interview With Murray Levine, Innovator and Visionary: Part 1

Last year I published an article entitled 6 Security Guard Company Innovations That Rock (if you haven’t had a chance to read it, check it out).  Little did I know that I would have the opportunity to interview one of the creators behind one of those innovations.  The innovation was G4S’ Custom Protection Officer (CPO) Program and the man behind that innovation is Mr. Murray Levine.

So Murray, how does the security guard industry compare today versus the past? 

Looking into the past, the key players were the Wackenhut Corporation, California Plant Protection, Pinkerton, Wells Fargo, Burns, Guardsmark, Advance, and Globe.  The majority of them were family owned. In the past 20 years most of these companies sold to the local holding companies and foreign organizations. The price wars that existed in the past have continued to intensify greatly after the sales.

 

In terms of the personnel, in the 30’s they were named “Watchmen”. In the 50’s and 60’s they renamed themselves “Guards”. In the 70’s and 80’s they again renamed themselves “Security Guards”.  Presently they’ve renamed themselves “Security Officers”.  Although a lot of things have changed, the only thing that did not improve was pay and benefits. Improvement, if any, was marginal.

The common theme running from past to present is that the companies continue to identify themselves as being in the “body business”.

What is your take on the environment that security guard companies currently exist in?

At this stage of the game security provider’s end-users will get what they pay for. Anemic pay and benefits as we have all learned from experience is nothing but a prescription for disaster.  Purchasing departments believe it is their responsibility to save money for their companies and therefore opt to choose the low bidder when seeking security guard services.   But again, you get what you pay for.  Either you pay now or you pay later.

As a result I would urge security guard service buyers to use Request For Proposals (RFP) in lieu of just selecting the lowest bid.  The RFP must outline all of the requirements to include  reasonable pay, benefit and training programs, an in-depth background investigation of all applicants,  as well as references from existing clients.

As part of the process, purchasing departments should identify someone from their company to visit the existing locations for all proposers. Should they not have anyone capable within their organization, this responsibility should be contracted.  I would further suggest that if a company has an in-house security director, the director’s recommendations should be given ample weight in the final selection.   In addition, input from their legal departments and or risk management is also beneficial.

Evaluating the veracity of the proposers is key to making the correct selection for their security guard provider.  Lastly, buyers should beware if  a proposer submits a written document that indicates “high standards” but fails to demonstrate an ongoing history of first class service.  First class service cannot be created for just one account.

There has been a lot of talk about what should be done about regulations and licensing of security guards.  What do you think, if anything, should be done about security guard licensing?

In regards to guard licenses, requirements vary from state to state. Unfortunately there are approximately 15 states that have no requirements at all. We can all agree that ASIS International (ASIS) is the spokesman for the security industry. I would suggest that they form a committee with a named chairman for the purpose of lobbying all states to adopt a single unified license requirement that mirror one another. It would be beneficial if ASIS would adopt and pen said requirements. The results being that states would have the ability to accept licensed security officers from other states on an emergency basis when necessary. That would include;

  • Natural disasters
  • Violent labor disputes
  • Terrorist activities
  • Etc.

The above would be beneficial due to the fact that there are occasions when hundreds or even thousands of personnel are needed on an emergency basis overnight. All licenses would cover both standard  unarmed guards and qualified armed guards.

I read that you worked with Mr. George Wackenhut.  What was that like?

George Wackenhut was founder of the Wackenhut Corporation. Mr. Wackenhut passed away 10 years ago. I worshiped him as a genuine 100% American hero. He was politically conservative and at the same time open-minded to the needs of others. He was “old school” regarding his employees and clients. He was honest to a fault and the best listener of anyone I ever knew.  After he left the FBI he founded Special Agents Incorporated with three other FBI agents. He was a visionary that wanted to enter the security guard business, but his partners did not; hence the birth of the Wackenhut Corporation. “GRW” as he was known internally, was both smart and physically strong, yet at the same time gentle and open-minded. His employees revered the man. The growth of the Wackenhut Corporation was steady over the years.

At some juncture, he formed WSI and began to specialize in government contracts. It was a separate and distinct company due to the Anti-Pinkerton Act. Some of the prestigious customers on their list of clients included:

  • The Atomic Energy Commission
  • The Nevada Test Site
  • Strategic Petroleum Reserve
  • Savanna River Plant
  • Kennedy Space Center

He went public in 1966 on the American Stock Exchange and then in 1980 on the New York Stock Exchange. GRW always retained 51% of the stock because he wanted to grow the company his way.

How did you get started at G4S or Wackenhut at that time?

I was employed to develop and run South Florida which consisted of four offices. When I was retained the gross revenue in South Florida was $500,000 per year. When I retired the gross revenue was more than $160 million. Within my own little organization growing the South Florida region was supported by my wife Barbara, who did great presentations and proposals and my son Drew.

So what are you doing now?

After retirement, I was retained to train new managers and sales people in the delivery of the Custom Protection Officer (CPO) Program.  I fully retired two years ago so I no longer have a relationship with G4S, other than the fact that my son Drew is President.

CLICK HERE FOR PART 2 OF THE INTERVIEW

 

 

By Courtney Sparkman

 

 

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