that, I thought, was my ultimate destiny,

to be an attorney like him.

In the late 90s, I decided to go to law school and get my law degree, and that really helped me to understand more about the industry.

You talked earlier about law, which is some of the issues that we face in security, which I would argue are important.

much more magnified than in other industries.

So that legal education has been invaluable to me.

I'm seeing it through those lens, but that's really what got me to the point now of leading an organization that not just is security officer centric, but technology consulting, et cetera, and also been a part of ASIS International for many years and honored this year to serve as their president.

If a leader wants to professionalize their force this week, what is one question that they should ask their provider?

How would you assess the threat landscape and what we're seeing play out in real time in the Middle East right now?

Yeah, the threat landscape certainly has changed with the Iranian conflict, but the corporate security environment, we're already seeing a multitude of threats and risk.

And you mentioned just the incident with Stryker here recently.

So we're not just dealing with physical threats, but also cyber threats.

And one of the things that security professionals are being tasked with today is really looking at the geopolitical landscape and translating that into the language of business, whether it's brand reputation, travel risk, executive protection, and it really translates to shareholder value.

So right now, the risk landscape that we're seeing, it's a multitude of threats.

And whether it's cyber physical, we see quite often that wars are now fought with missiles and also malware.

So in light of that, what are the types of conversations you're having right now with C-suite executives and with boardrooms? How are you advising them in the middle of this situation?