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CxO Interview: Luke McNamara, CEO of Roman Sanford

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Katie Moran, Community Engagement Manager, recently sat down with Luke McNamara – CEO of Roman Sanford – to discuss overcoming challenges with business growth and recruiting & retaining employees in the Executive Protection Industry.

Photo provided by: Roman Sanford

Roman Sanford was founded in 2015 as an Executive Protection company and has grown to include: RS Strategic, a valet company – founded 2017, and the Roman Sanford Black Program, a Tactical Training Program – founded in 2018. Luke is an Air Force Veteran, an active Detective and member of the SWAT team. He also holds a BS in Business Management from Stony Brook University.

What inspired Roman Sanford?

Having military and law enforcement experience, and always having an unusual amount of motivation, work ethic, drive, and passion for security work, I knew I wasn’t just a worker. I knew I had the ability to create something special on my own, and so I did. Through strong relationships built with colleagues, mentors, peers, local community governments, and even competitors, I was able to develop Roman Sanford for what it is.

How did you break into the Security Industry?

I pretty much started doing security work when I was 18, bouncing! By 19 I joined the Air Force; I went into the Security Forces field and learned a lot about government security systems there. Following that, I went and finished out my Business degree at Stony Brook. I got into law enforcement after that. I was a patrol officer for 10 years, then got assigned to ESU (otherwise known as SWAT), and now, a full-time detective. Security and protection work have always been a part of my DNA.

Have you found your involvement in the town where Roman Sanford is headquartered has aided in your success?

Yes; I’d say it has definitely helped. I keep in touch with most people I meet and I’m constantly networking. I’ve always been that way. So, it was easier for me in that sense when I started the business because I started networking even more and just telling people what we do; people already liked me for what I stood for, my ethics and reliability from all the years they knew me prior to that. So, that definitely helped – amongst the other things, like, being in law enforcement and having a military background.

What have you found to be your biggest challenge?

One of the biggest challenges I have, as a Hamptons based company, has always been quality employee retention outside of the busy, hot season. We can keep these guys employed full-time throughout the summer. Then, we would hit this wall in the off-season where it was mostly part-time contract work. One of the things I implemented to combat that, is something I created “The Black Team.” They are our top guys who are carefully selected employees based on a multitude of criteria. They are kind of like our Delta Force (like within the US Army). They are our best assets, and ones I don’t want to lose to lack of work, so I implemented ways to keep them busy, and happy.

What tools have you found to help you manage the most?

That’s really difficult to say… The biggest tools/systems for me are those that help me recruit and retain top quality human capital. Human capital to me is everything. It’s made my company. Also, I’m a major networker, and I talk to people all the time. I’ve got a large social media presence. More specifically, Instagram, has been like my LinkedIn for networking with people and bringing people into the company. Also, we use a particular app for all of our scheduling, programming, and logistical support, which has aided us in so many ways.

How do you decide who to assign and do your clients request the same agents?

It depends on client feedback. Most of the time they like who we assign, and we have it in our contracts and through our tailored assessment with them, that if they’re unhappy with anyone, we’ll pull the agent immediately. We don’t really get that, however. We carefully select who is going where, to do what, based on many things. Experience is one thing. Though, for instance, does the client have a lot of threats against them? Like, more of your celebrity type where you need a large human-being to constantly help keep people physically back? This is more bodyguard style work. Or, is it a big tech CEO who is more low-profile, no one really knows him, but he’s worth a billion dollars and he still needs protection for certain other reasons? In that case, we might pair him/her with executive protection agents which are, maybe, former intelligence officers, law enforcement, former special forces, etc, who can kind of keep a more low-profile presence, while still protecting them in a multitude of ways other than “physically.” Selection for these details is based on various criteria.

How would you define your company culture?

It’s very much so a team effort and team-oriented. We have an awesome team. I’ve always been a huge team player. I like people being involved. Money has never been the driving factor for me with the company, and it probably never will be. It’s always been about the brand reputation, and where people love working alongside me and my guys. That’s the main thing for me – the brand. People love working with our team, and we do the little things to keep everyone stoked to be here. We do a lot to keep our guys connected, even in the off-season. We created our own Brazilian ju-jitsu club that’s called the RS Grappling Club, that meets once a week. It’s things like that, the team things.

How do you keep your agents trained and up to date?

We have strategic partnerships with other major training companies. Our #1 partner is Progressive Force Concepts out of Las Vegas. I’ve been with them for years now. Steve Chrisdeck is the CEO. He’s been a close friend of mine for a while now. What I established is, if you want to be on the Black Team and work alongside the world’s 1% clients that we have, they have to go throw certain trainings. One of them is an executive protection development concept course that Progressive Force Concepts hosts, and they have one of the only internationally recognized certification courses for executive protection. To be on the Black Team, that is the steppingstone. I fund the training. Then year to year, I keep record of their training and rotate them out, so they are a well-rounded package.

What are you looking forward to in 2024?

Every year we are on the incline. One of the other challenges for me has been managing that business incline and scale. I’m not a one-man army and the only way it can operate the way it can is with the people under me. It’s funny, every year I seem to be hiring more people for different positions and different things, and then we scale even more than projected. So, it’s like a constant catch-up game. I’m hoping by 2024 it’s a little more automated while maintaining quality control. I’m hoping to get to a little more automated myself so that I can focus on more of the business development as we go.

What advice would you have for anyone trying to break into Executive Protection?

The experience and having a background does matter – for Roman Sanford, you have to have done a number of years either in the security industry, military, or law enforcement, to qualify for EP. But the biggest thing is really that you just have to have the drive to stay the course. The future, especially for what we do, is always an unknown. EP work can be very demanding. Stay humble, stay the course, and respect the industry. The 1% world is a small one and that’s what a lot of people don’t understand; you can mess up once and it can sink you and your reputation in the EP industry. You never know who you’re talking to, that’s why I say respect everyone (competitors included). There’s plenty of work out there for all.

To learn more about Luke McNamara and Roman Sanford, visit: https://www.romansanford.com/

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Interested in being featured in one of our CxO Interviews? Email: [email protected]

Customer Feedback: Know Your Stakeholders

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Harness and cherish these relationships. Understand them authentically & strategically, and you will catapult your business beyond your current bounds.

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Before we begin, let’s set our minds to the right mindset.

What are the most important questions of interest to your organization?

What is the most essential information to gather that will allow your organization to relate to your customers in the most natural way?

Let’s jump into some strategy:

1. Systematic Feedback Collection

Begin with setting up systematic feedback channels. Embrace a multi-faceted approach, including surveys, emails, social media, responsive customer support, and customer tailored approaches. Employ cutting-edge tools and software to streamline data collection and organization.

2. Intelligent Data Analysis

Your customer data analysis will give you keys to your market. Regularly dive into the data to uncover recurring themes and patterns. Categorize feedback into various types, ranging from glowing testimonials to constructive criticisms and feature requests. This initial step lays the foundation for prioritization.

3. Prioritization Excellence

Every piece of feedback is not created equal. Employ sophisticated frameworks like the Impact-Ease Matrix to prioritize feedback based on potential impact and ease of implementation. The key here is to focus on feedback that aligns with your overarching business goals and addresses your customers’ most pressing needs.

4. Clear Objectives Setting

Define your objectives explicitly. Be crystal clear about what you aim to achieve with the customer feedback you’ve gathered. Whether it’s improving product quality, elevating customer support, or bolstering customer retention, setting concrete objectives is essential.

5. A Strategic Action Plan

With objectives in place, create a meticulous action plan. Assign responsibilities and set deadlines for each task. A well-structured plan ensures that you can execute the necessary changes systematically.

6. Effective Implementation

Now, it’s time to put your plan into motion. Step by step, execute your action plan. Test and measure the impact of each change you make. This iterative approach ensures that the adjustments align with your goals and produce positive results.

7. Transparent Communication

Transparently communicate your progress to both your internal team and external stakeholders. Celebrate successes and acknowledge challenges along the way. Effective communication fosters collaboration and keeps everyone motivated.

8. Continuous Monitoring

Change is an ongoing process. Continuously monitor the results of your feedback-driven initiatives. Key metrics and customer satisfaction should be a continued focus. Be ready to adjust based on ongoing feedback and data analysis.

9. Educating Your Team

Ensure that your team members are well-versed in the art of utilizing customer feedback. Invest in training and cultivate a culture of customer-centricity within your organization. Feedback requires a whole team effort to be received properly and acted upon effectively.

10. Proactive Engagement

Don’t just wait for feedback to come to you. Actively seek it out. Use predictive analytics and customer behavior analysis to anticipate potential issues or needs. Being proactive ensures that you stay ahead of the curve.

11. Automation for Efficiency

Streamline your feedback collection and initial analysis processes through automation tools. This frees up valuable time for more strategic actions, enabling you to focus on what truly matters.

12. Seek Expert Advice

When faced with challenging or unfamiliar feedback scenarios, don’t hesitate to seek expert advice or consult with industry peers. Expert insights can often provide valuable guidance.

13. Avoid Over-analysis

While thorough analysis is critical, guard against the trap of overanalyzing every piece of feedback. Remember, action and iteration can sometimes be more valuable than striving for perfection.

14. Learning from Experience

Reflect on both your successes and failures in feedback-driven initiatives. The lessons learned will be your guideposts for future feedback handling processes.

15. Scaling and Expanding

As you become more adept at harnessing customer feedback, consider broadening your horizons. Expand your feedback collection methods and engage with a larger audience.

What’s this all for? Why invest here?

All stakeholders are important to get to know, & each stakeholder category/type brings a unique addition to the table. The more we add value to & get to know the needs of the customers, the more secure all parties will be in heading towards a bright, fruitful, and lucrative future.

[Additionally, for executives and leadership looking to innovate on their workplace, viewing your employees as a type of customer* is a tested strategy to better understand and upgrade your internal operations. (*in other language, apply these principles as well to the employee stakeholder category)]

Customer feedback is an invaluable resource waiting to propel your business to new heights. The key is to strike a balance between listening to your customers and taking well-planned action. Take time & learn to leverage feedback effectively to drive sustainable growth. Those who truly listen to their customers are the ones who thrive. As customers feel heard, a two-way relationship becomes stronger and revealed. Real connection to your purpose and brand has been cemented.

Loyalty and positive reputation will often help customers break through inconveniences in order to continue doing business with you.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Your Board Position is Waiting for You

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Looking to join the board of directors?

Enjoy this free resource, a branding guide [https://resources.pointroadgroup.com/board-director-branding-guide] thanks to Alyssa Gelbard and the Point Road Group.

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This resource was released to help expand your career!

Our friends at the Point Road Group are experts in helping you deliver your message to plant your key points that you want people to hold onto. Additionally, they come with a deep understanding of the mediums involved to deliver the messages themselves.

Here is an excerpt directly from the branding guide

“Stand out as a strong board candidate with a personal brand that sends the right message and creates the right impression.

Be able to clearly articulate why you want to serve on a board and what value you bring to the boardroom.

Focus on board-relevant experience including things like corporate strategy, financial performance, governance and creating shareholder value.”

There are many reasons to join a board of directors including gaining experience guiding an organization, further building your network, furthering an initiative you connect to, and earning more income.

Point Road Group is a personal branding firm that helps companies make better brand impressions through their people. They sharpen how employees present themselves in-person and virtually, so they always demonstrate brand excellence. Their programs educate and train your team now and for the future, so as your company continues to evolve and grow, your brand and people are set up for success.

Alyssa Gelbard and The Point Road Group understand that Brands Begin With People.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Sharing Your Story: Addressing the Difficult Aspects with Positivity

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We all like to share our stories. One of the most difficult aspects of leadership revolves around being open with your employees and others.

Photo by Alex Andrews on Pexels

Not every experience is a positive one. These conversations can dredge up bad memories, foul emotions, and may come off as bitter to your listeners. Being honest about the darkest moments of our careers can feel like a slippery slope to drag us back to that place. With the right techniques, we can embrace and share our previous setbacks with grace and humility.

Keep your tone light/neutral. People quickly take notice of tone of voice. Speaking in a light or neutral tone will undercut any tension others might take away from your story. Laugh it off even. People will be more inspired by the ability to recognize the situation for what it was, and success may have been delayed, but never completely hindered.

Be sensitive of directly using names. Unless you are endorsing the other party in the story, try to avoid using names. We are all human and we all make mistakes. Directly using names of the people, places, or organizations can sound like an attack. That should not be the intention of telling one’s story. You made it through those rough times and that should be the main focus.

Take responsibility for your end. There are three sides to every story: your side, the other persons, and somewhere in the middle is the truth. Address where you fell short. Where there may have been miscommunication. Simply putting the blame on others without recognizing your part comes across as playing the blame-game. Taking responsibility for your side exhibits humility and a growth mindset.

Express gratitude for the learning opportunity. It is important to note the lessons you took away from the experience, as well as for the other parties. Even if there is no more communication between parties, it does not mean that anyone’s journey stopped there. Reenforcing the mutual growth from the situation will showcase continued respect and support from having the opportunity.

Try not to spend too much time harping on past mistakes and struggles. Convey these moments as speedbumps along the way that needed to be managed, then move on. People will always have their own, natural reaction and oftentimes this will lead to further questions. Be receptive. The tough times do not define us, they help use become stronger and wiser along the way.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Gaining Traction: Understanding The Bullseye Framework

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No matter how great of a product or service you may be offering, it is essential that customers are aware of what you’re providing and the value you are delivering. This is why gaining traction is essential.

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Traction is defined as “how consistently you can grow and acquire new customers (or, for a free service, users),” stated by Penguin Random House, “Talk is cheap, but traction is hard evidence that you’re on the right path.”

Gabriel Weinberg and Justin Mares’s Bullseye Framework breaks down what could be chaotic, finding fitting marketing channels, into a step-by-step systematized process.

This framework is best used to identify the most effective channel for customer engagement, no matter the development stage of the organization. Let’s explore their methodology:

Understanding the Three Rings

The Bullseye Framework consists of three concentric rings, what is possible, what is probable, and what is working. For your convenience, the nineteen channels are listed at the bottom of this article.

Outer Ring: What’s Possible

In the initial step, the team will embark to brainstorm and explore every conceivable traction channel. This process involves traversing each given channel and envisioning what success might look like in each. Then document how these approaches might look.

What if you made a billboard with your product?

What would your ideal speaking engagement look like? Who would be in the audience?

It’s important not to dismiss any traction channel during this stage. The outer ring serves as a counterbalance to any preconceived biases, ensuring that all channels are considered. By thoroughly brainstorming ideas for each channel, leaders can overcome the tendency to prematurely eliminate potentially valuable avenues.

For every channel, it is crucial to identify at least one viable channel strategy that has the potential to drive significant results. This could include specific tactics within social ads, search engine marketing, or any of the other nineteen traction channels.

To inform your brainstorming process, it’s essential to conduct research specific to your industry and company. Understanding successful marketing strategies in your field and analyzing how similar companies acquired customers can be invaluable in this stage.

Middle Ring: What’s Probable

The second phase of the Bullseye Framework involves practical experimentation. Team members promote the most promising traction channel ideas from the outer ring to the middle ring.

Often, some channels will stand out as particularly exciting and promising. Focus your efforts on these channels, avoiding those where enthusiasm diminishes rapidly. Then, conduct multiple experiments concurrently, optimizing efficiency. This is different than shotgun marketing as channels are tested and measured in parallel, as opposed to trying multiple avenues blindly.

For each traction channel within the middle ring, create cost-effective traction tests that address three critical questions:

a. How much will it cost to acquire customers through this channel?

b. How many customers can be acquired through this channel?

c. Are these customers aligned with your current goals and target audience?

The specifics of how to test each traction channel can vary significantly from one business to another. The Bullseye Framework emphasizes the need for smaller-scale tests that yield quick results and insights. Speed is paramount at this stage, as the goal is to gather data and validate assumptions on the effectiveness of a channel.

Inner Ring: What’s Working

The final step of the Bullseye Framework focuses on the most promising channel, the “core channel.”

“If all goes well, one of the traction channels you tested in your middle ring produced promising results. In that case, you should start directing all your traction efforts and resources toward this most promising channel. You hit the bullseye! You’ve found your core channel,” as Weinberg said, potentially alluding to why it is called the Bullseye Framework.

The key objective in this phase is to maximize growth within the core channel through continuous experimentation and optimization. Every effort is directed towards extracting the maximum value from this channel.

A common pitfall at this stage is the temptation to maintain efforts in other traction channels that showed some success. However, it’s essential to prioritize the core channel, as it is likely to deliver the most significant impact on growth.

This framework is robust. Although it could be intimidating at first as it incorporates nineteen channels and categories to sort through, with a team involved in the process and eliminating options in the second round, the list will quickly turn into a manageable endeavor.

Gaining traction allows customers and clients to be effectively informed of the value you’re delivering. Using measurable results and proven methodologies attracts growth in a reliable and predictable way.

Do you have comments, questions, ideas, or suggestions? Share with us at: [email protected]

Here are the 19 channels of traction as given by the authors:

Targeting Blogs

Publicity

Unconventional PR

Search Engine Marketing

Social and Display Ads

Offline Ads

Search Engine Optimization

Content Marketing

Email Marketing

Viral Marketing

Engineering as Marketing

Business Development

Sales

Affiliate Programs

Existing Platforms

Trade Shows

Offline Events

Speaking Engagements

Community Building

Contact us and let’s get started!