Quiet Coverage for a High-Risk Executive Separation

Situation

A nationally recognized firm with offices in a high-profile downtown tower had a growing problem with a senior executive.

 

Over a short period of time, leadership started seeing a pattern they couldn’t ignore: long, manifesto-style messages, subtle threats, and increasingly “ranty” social media posts—sometimes paired with photos of firearms, comments about shooting, and repeated mentions of always carrying. Worse, other executives were being referenced by name. From a threat-management standpoint, the behavior was tracking in a direction nobody likes to see.

 

At the same time, the firm had a separate—very practical—issue: the executive’s performance had become a real problem, and leadership was preparing to begin termination and separation steps. The concern wasn’t just HR discomfort. It was straightforward risk: How does this person react when the consequences become real?

 

We weren’t the primary team on the assignment. A well-known national agency had already done the heavy lift on risk assessment—both for the building environment and the individual. We were brought in as support to integrate into their operation and execute at a high level, without disrupting the client’s normal workday.

 

One other issue surfaced quickly: the company didn’t really have a serious emergency plan for a scenario like an active shooter. They had basic policies, but not a practical, rehearsed playbook for “what we do if the worst thing starts happening right now.”

 

What We Set Out To Do

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This wasn’t a “uniforms in the lobby” job. The assignment was to protect people without changing the feel of the workplace.

 

• Provide discreet coverage for likely targets and key spaces

• Blend into the building’s normal rhythm so employees and visitors didn’t feel on edge

• Stay alert and ready without looking like we were “waiting for something”

• Support the broader team while leadership worked through separation terms

• Improve readiness by tightening emergency planning and communication—without creating panic or drama

 

 

The Reality on the Ground

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The tricky part wasn’t just the risk—it was the optics.

 

Everyone involved believed the threat could be real and specific, aimed at a small group of people. That means you can’t get lazy. But you also can’t turn a corporate office into a fortress and expect visiting executives to feel comfortable.

 

This got even more delicate during a national meeting, with senior leaders flying in from around the country. The client wanted their guests safe—but they did not want the vibe of an armed camp.

 

So the standard was: quiet, credible protection.

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What We Did

 

 

We integrated with the existing workforce and moved like we belonged there.

 

• Covered entrances and exits without forming obvious “posts”

• Worked hallways naturally—moving, observing, and checking in with the flow of the building

• Spent time in common areas (breakrooms, transitional spaces) the same way any employee might

• Maintained constant awareness for our person of interest while keeping our body language and presentation calm and neutral

 

 

At the same time, we helped the client close the readiness gap. Without turning the office upside down, we offered practical ideas the team could actually use if things went sideways:

 

• Safe rooms: identifying a few “best available” rooms with hard doors, locking options, and minimal exposure; clarifying who should go where

• Escape protocols: simple routes and alternates (including stairwell use), plus “don’t funnel everyone into the same choke point” guidance

• Communication: a clear internal notification plan (who triggers it, what gets said, how to reach people fast), and a way to account for key personnel during an incident

 

The goal wasn’t a glossy binder. It was a workable plan people could remember under stress.​

 

How It Played Out

 

We operated as part of the larger team for several weeks while the firm negotiated separation terms and brought the situation to a formal close. After the separation was finalized, coverage continued briefly to ensure there wasn’t a delayed reaction—because in these situations, the “after” period is often where attention needs to stay sharp.

 

The end result was the one you want: the firm resolved a difficult personnel situation, hosted high-level visitors without disruption, and kept the workplace feeling normal—while the right people quietly kept watch. And they walked away with a clearer, more realistic emergency posture than they had when we arrived.

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Confidentiality Note: Details have been generalized to protect client and partner privacy.​​