Everybody, good morning. Good evening, wherever you are in the world. Welcome to lesson three, I'm going to do this one in total. So I'm going to quickly and easily usual pace. But this is a little bit shorter than the lesson two, which I split down into three lessons. And bearing in mind, we did risk assessments, we looked at some examples, when the examples were a man and Jordan, pike dad, a couple of examples there.

But those examples you could take pretty much anywhere around the world with you, and use it as some insight into how Intelligence and Security does bolt together. You can't have one without the other, you can have tons of intelligence but if you don't actually apply that intelligence, then it's no good. And that's where security managers come in. They apply the intelligence to the security management for the safety of their organizations. So the aim of this is to engineer introduce you to the commercial intelligence. And by commercial I mean non military, non police, non intelligence agencies, day to day business use of intelligence.

And that, as we've seen in the past lessons, is generally designed to help us better protect ourselves. And we're going to highlight some of the differences in commercial intelligence. And we're going to look at some of the difficulties and some of the challenges we're going to pull out the component parts of that. So the different uses of intelligence in memory in the, in the big world military, US intelligence envoys US intelligence, they want to see who is behind the next hill. They want to see how high the next hill is. They want to see how they can better get round the next hill, and they want to see if there's any dangers between here and then exhale, and then the journey the onward journey.

So the military I've been using intelligence in one form or other for centuries, they've only been formalizing intelligence maybe for about the past hundred and 50 years. So for instance, Wellington really did firm up on his intelligence capabilities when he was in Portugal and Spain and entering into France, fighting Napoleon, he really did structures intelligence. And he had a good picture on what the French were doing, and most of all, what the French were intending to do. And that is pretty much how a military intelligence is designed. And it's very, very formalized these days. A lot of the skills that we've been talking about the intelligence cycle and all that sort of stuff.

Risk assessments has been developed by the military over decades. Government departments agencies, they also use intelligence, not just like the CIA, or am I six or the FSB. various government departments gather intelligence in the form of population studies. For instance, where are the population gathering in the countries? Where are they moving from? Where are they moving to?

There's lots and lots of different applications of intelligence. And Lundy's, non military, non law enforcement organizations actually don't like to use the term intelligence because it can be quite sensitive. They're using intelligence. They're gathering information and turning into intelligence for their own security uses, but they don't call it intelligence. So something to watch out for. And some countries are very sensitive about the term intelligence.

Some organizations are very sensitive about the term intelligence, law enforcement. Obviously, they will know the criminals are doing and know where they are. They want to know what the plans are, capabilities, their intentions, just like we discussed in lesson two risk assessments in areas like can Better police them, they could put more police in areas where they've realized that there's there's more criminal activity. So they start to gather information on trends patterns, and they do analysis and then bitten into intelligence. And that's quite common. And in the area where we're going to focus in the bar, business and commercial side, does matter of working for an NGO does matter of working for a bank.

We're gathering information on potentially what our competitors are doing. We're gathering information on the security of our locations, the security of cases when we may be traveling to there's there's hundreds and hundreds of different ways we can use intelligence to improve our business but also to make us safer NGOs as I mentioned, and they are all part of the business commercial intelligence or information gathering Type, they just don't like to be involved in that area because they have to work in in, in areas and in countries that are sensitive to the term intelligence but also they don't want to be seen as gathering intelligence. They're not strictly gathering intelligence gathering security information, but they're synthesizing it, analyzing it and using it in the same sort of way. As an example here, business intelligence for oil and gas, what's special about business intelligence for oil and gas, each business component, each part of business, so the commercial world will have their own intelligence need oil and gas.

They want to know what their competitors are doing. They certainly want to know a lot of the areas they work in because they can be risky. For instance, picking oil up with the tanker in on the Libyan coast can be extremely risky. So you need to gather information about The security of the report, who's running it at this point in time? What are their intentions? What are the threats, what their capabilities.

So it's a whole long stretch of intelligence needs from from business, competition to business security. So it can be more commercial intelligence. So US intelligence tends to rely on Osen Open Source Intelligence, finding Financial Intelligence. If it's banking, the banking industry, for instance, humans, human intelligence, this is probably the oldest type of intelligence, law enforcement military of big on it. But pretty much anyone who goes out and speaks to someone else to gather information about what's further along the road or whatever that hill is gathering intelligence from your human source. And that's pretty much What is a nowadays it can be done face to face.

Nowadays it can be done with a third party who's speaking to that other person. And more commonly it can be used online. So you're speaking to someone in Syria finding out what's happening in their town or village and what are they short of? And is there the possibility of delivering more water and food for the near future? So that's another aspect of human intelligence is nowadays the technology. You can get information from other agencies.

There's lots and lots of security information providers, security, intelligence analysis services, one of them control risks and is worse in some insurance companies put out threat reports on a day to day basis and sometimes a minute by minute basis. So there's lots of different sources. You can get information from governments about travel safety, and some of them very Good. So there's lots nowadays lots and lots of sources. And the more you want to pay, the more sources there are available to, unsurprisingly, and occasionally, and as it says, they usually illegally signals intelligence. So gathering information from technical sources, usually mobile phones, media that reporters were big on that certainly in the UK, back in the 90s and early 2000s, illegally gathering information from royal families, from famous people from actors and using that to produce stories, which is, I mean, personally is a very cruel thing to do.

But it's another way of gathering information. And that's one aspect. You need to be aware of the legalities of it all the time and the commercial side, you break the law, then you could end up in jail. So information gathering is Great, but if you're not working for a government agency who has a remit to do it, and who can legally gather certain information certain ways, then you have to work strictly within the word of the law. And there's another example our phone hacking trial, and of course, untold journalists do his firm. And that's what they did.

They hacked phones. So you're looking at your cell phone, your smartphone, and how much information Have you got on that? And how much information would you want an unknown third party to have access to it? I mean, that that's a that's a security side of the intelligence business. But it's a possibility of gathering information on has been on the commercial side. Now, certainly in the UK.

That is the only place I have knowledge for in this. This sort of level of information gathering it's illegal commercially. So the difference says, between commercial and military, you may have a paying client if you're a commercial. So you may be a consultant. And they've asked you to gather information on security incidents in Afghanistan, produce a report once a week for a client, and they give you money for it. So you gather information from a variety of sources, whether it's on the media or people, you know that you produce a report, and they pay you for that service you produce intelligence for, and that can do whatever they wanted to do whatever the client wants to do, I can feed that security model, feed the security manager out in Kabul, for instance.

And there's lots of different aspects for it. If you're a security manager in trouble, then you'll be gathering information so you can protect your staff and also longer term for the business needs. So you want to be gathering this information. So that you can better support business continuity. By business continuity, it means at the end of the day, you want to get paid as long as possible. And you want the project to continue as long as possible.

So if there's anything you can do to help it, survive through an earthquake, survive through incidents, and survived through loss of a staff member, then that's what you should plan and prepare for. And you're likely to have more small limited assets commercially, unless you were in the oil and gas industry weather a little bit more generous about spending money, security and intelligence gathering. Funding is going to be limited. So you have to work within the bounds of those limits. You can you can well justify your risk assessment for more security, but if there's no more money, then you're A bit stuck. So you have to make the best of what you've got.

So there must be almost always be limited assets. And, and commercially, companies are always looking at the profit line. If they can squeeze more profit by reducing the security measures, does the chance they may. So you have to lay it out for them. And that's what I've said previously on lessons. lesson two is justifying your input your information, just to find your security measures will help you keep what you've got, and hopefully build and improve on it.

But when they come knocking on the door and say, Hey, you have to think about reducing your costs by 20,000 a year, then you want to justify what you've got and say, in fact, we need more otherwise we're again very vulnerable. And so there's always a balance between safety, security and profit. So some of the basics. I'm gonna run through These posts tell the truth. Now this may be obvious. And it's it's not quite as simple as it seems.

I'm not saying, always tell the truth in that you always tell your manager when you come in that you have two biscuits instead of just the one. By the truth, I mean, be honest with your client. So if you think they should not be going somewhere because of the threat, and you should say that you should not be concerned by people coming in and say, Hey, we don't hear any more stories about how dangerous that road is. We're going to do it anyway. You should tell them anyway you say your intelligence indicates there is a high risk of attack on that road. And it is highly recommended that you don't go or you go at these certain times.

Remember the by road and sort of nighttime was a better time. So you, you'll be honest with him, be confident, you won't be able to sell anything. And you won't be able to sell any threat assessment or security measure, if you're not confident. So use your intelligence to build up your confidence. So use. And by that, I mean, use the information that you're gathering regarding the threats to build up your confidence, or be a subject matter expert, know what you're talking about.

And I'll cover that in a couple of seconds. It's important, because you may well be working with some guys who know very well what happens on the ground as a security manager, as an intelligence analyst. Excuse me. You may be working with highly professional operations guys who go out in the ground all the time. So you have to be as good as them. Otherwise, you're not going to sell them anything.

You're not going to tell them anything. And they're not going to be confident in what your assessments are. always tell the picture as you see it. And that goes back to probably always telling the truth. Don't cut out little bits that you think's going to scare them. Don't cut out bits that you've been told to cut out, you need to tell the whole story.

Because they can make an assessment on the trip, for instance, on what you tell them. Don't mix up prices intelligence, keep them separate, unless as a security manager, you have some operational responsibilities. You don't tell them how they should do the job. You tell them these are the threats. from a security perspective, you should be doing this, this and this taking yours your phones with you, wearing your seatbelts wearing body armor wearing a helmet. But if you've got operational drivers who have taken the people out, and then they're the guys who make the operational decisions based on the information you give them, which is why you have to be honest.

And don't bend intelligence to suit your operational leads. I've seen a lot of times appraisers, guys, business people will only want to hear what they want to hear, they don't want to hear the rest. And they will hear that that road is good to go. They all will totally disregard the threats, they just see what they want, because they need to make, they need to provide that business, whatever that is, and all they need to make that profit. So you don't bend your information to suit their needs. You tell them what the information is, these are the threats.

These are the likely places for attacks, these are likely times these types of attacks. It's very dangerous. I recommend that you don't go and then that's it. You've hand it over to them and they make the final decision. And that's what that means about mixing operations intelligence to liability commercially, as I said, about the law, you work within the law. You've got no government protection or government agency may have so You may be liable to what you say, if you say something safe, and you got information to the opposite, then you could be liable if someone gets hurt.

So you have to Bri. That's one of the reasons why you pride, the honest assessment, you're responsible for giving whoever goes out and travel, whoever designs that compound, and as much information so they can, they can build the security measures into whatever they have to do. Otherwise, if you don't, if you don't do a proper job, if you don't tell them what they need to know, then you could be liable legally. As it says that if you don't do your job properly as an intelligence analyst or security manager or you have both roles and responsibilities tied into your job, so you need to be honest as an intelligence analyst, and thorough as a security manager, when you mix that assessment into Your security measures. You at the end of the day, if it's seen that you didn't do a good job, you hit something you weren't honest.

You could be deserving blame so you could become. And that's a terrible thing to be because if security fails, then some means someone's been hurt potentially. Some of the big don't send intelligence. probably guess most ladies. And yeah, don't decide on the security posture for you assess the risks and threats. That's putting the cart before the horse as they would say, don't read don't see, draw a picture of that.

Don't decide that you want 10 foot fences with barbed wire and you need armed guards on towers at each corner, and anyone comes nearby gets threatened with being shot. When you haven't actually looked at the risks and threats. It may be that the threat dictates that you need a lot. And if you're in Baghdad in the green zone in 2004, then you probably would. But you need to look at what the threats are now you need to look at them realistically need to gather the information to make a good assessment, and then you build the security model. Don't change the threat picture to suit your security needs.

If you want higher walls. If you want more guards, you want them with machine guns. You want dogs at the gates. Don't change the threat picture. So you can build that because you'll be questioned about where the information came from. How did you make that assessment?

Why do you need guards and dogs on the gate when actually it's a medium threat level place and it looks ridiculous, and it scares people off? You will be questioned especially commercially because you start spending money on something. Someone will always question what you're doing. So be ready. To provide answers about where you got the information from and how did you make the assessment if someone quest starts to question your security measures, this is a key one, don't keep information to yourself. Tell someone, if you think you know something that's important.

Pass it on. And that's your job. So like the green zone cafe, for instance, in lesson two, you get a feeling about something, you get information about something, act on it, do something that's your job as a security manager, is to say, I'm really concerned about the green zone cafe, we should put it out of bounds, or I'm concerned about using this stretch of road it seems dangerous and there's more criminal activity, we should stop using it for the next week. You need to get out and tell someone because if someone gets hurt and you knew about it, then that could cause major problems. Not only for the person who got hurt But for yourself in your career. So push out that information, tell the right people tell the operations people, look, this road is starting to get dangerous.

I'm recommend we don't use it for next week. And they may come back and say, all right, can we do it? Can we go back in three days time and say okay, we'll review it in three days time, and we'll see how it goes from now you work in partnership with them. But don't keep it to yourself. That is a major major failing of intelligence. Right?

I've looked at this exercise. Oh, client wants to travel the route in 48 hours time during daylight, right 48 hours times, not a great deal of time to be gathering information. You may already have that information, which is which is fantastic. And that may be the routine, but you should be setting routines to say if you need to travel on routes in dangerous areas, then you need to give me X amount of days. So I can Prepare, plan, prepare, and route is prone to complex attacks using weapons and improvised explosive devices. What do you tell your client that term to travel?

What do you do? And this is the route. Let's have a look. This one here, you see the pointer, read our IDs blue suicide, yellow or shootings. And they want to go up to the right here to this like you got the dates and the times see where it says 16 1455 that's the 16th and it's the time 4055 next tax for the 35. Next time it's 436 930 in the morning, 737 30.

I'm seeing a little bit of a pattern here. So it's early mornings. So ladies afternoon, and that was the way it was around this area. They planted bombs, they went out and shoot things then they went to work and then they came back so to think some more So this route, what do you what would you say? is true, but scuba diving? How would you sell that as a dangerous route or not?

Yeah, it's dangerous, you would have to present some good information, some good analysis to say, these are the types of attacks where you've got shootings, the yellow dots, suicide bombs, the blue and red or IDs, you've got the timings, you got the exact location so you can build a picture of when it's when it's safer, when it's not safer. And this is a good this is an excellent way of gathering information using a mapping system. Because what can happen is and what often happens is a walk in, the operations guys will walk in for hours for the one to leave, and they'll say we want to go on this route. Tell us about it. If you have it all on a map, you have all the data on the map, you can bring this screen up and go All right, this is what we've got, we've got times, types of attacks, locations of attacks, there's clusters of areas where you're going to be there's a high likelihood of being attacked, and smaller clusters of certain villages here of shootings, and in between, it's quieter.

And these are the types of attacks. So we'll look at the times that we can judge. One is, if we leave earlier, leave later and work out the route from that. So presenting it visually is a great way of bringing in the client if it's the operations team, for instance, the drivers, and you can discuss this you can bring up more information and it means you don't have to write thousand page reports and you've only got four hours to do it. So this is a great system to do it and this is what we used in Iraq. And as the as the examples subject matter expert, I send you need to be a subject matter expert so you can better understand the capability tease of the people who are out there trying to kill your, your staff members.

You need to understand how they work, how they operate where they work. So you can brief people up and say this is what you're looking out for when you're driving up and down the road. These are remote control IDs, someone would sit on that hill, they would use a marker looks like that telegraph pole as a marker, maybe plant a bomb nearby. And the second one because if the first one goes off the second vehicle, it's going to be spaced out and further back so may get blown up using the second one, I would just click the button when that went past the marker, blow it up. Second one would usually come to a stop around about here. Blow that one up.

Perfect. So you're learning about the tactics of the terrorists you may be up against. For instance, Different types of devices. This is now a photograph showing a road. The yellow dots are where the artillery shells were all linked together. And vehicle as a green top vehicle out looks like a truck or a bus.

So it shows you the scale. So if you have a convoy, something may stop the convoy there may be a vehicle broken down or maybe a nother bomb goes off, the convoy will stop and align behind it and then someone will press the button as it sees up here. The daisy chain of devices would blow up the device there, so the vehicles in the convoy. So all these all these IDs, improvised explosive devices, were daisy chained together and would detonate 1234567 all at the same time. And that would take out whatever's in between there and they're very, very useful. there's a there's sorry, this explains it up here in the top left is he seen fake ID.

So that's what made the convoys stop. So it can be that or broken out vehicle or whatever else the child running in road wherever whatever they want to use would stop everything alongside these devices and that device would would blow up as one knowing these tactics and helps you better explain it so you can brief up the drivers brief up staff. And you can understand that okay, well, we need to space out a whole lot more when we're in convoys, or we need to be watching out not only for fake IDs, but other things buried there on the roadside. And here's an example of this a disguise artillery shell. This was embedded in plaster of Paris. And this is what it looks like.

It looks like a brick or a concrete block and very, very difficult to see when you are moving Vehicle excellent hidden all you do is wire like this one you just cover the wire over with a bit of sand. And an extremely difficult no list of course helps to become shrapnel when the device explodes. So you known about the devices you start learn about the tactics of the terrorists, the devices used by terrorists and in the learning a lot more on the skills he can brief up drivers and stuff how to avoid these things. So that's pretty much a snapshot of commercial intelligence. There are thousands and thousands of applications to it and would take me the rest of my life to explain it. But there's more advanced courses done I'm putting together so we can we can touch on that.

We've looked at the types of intelligence available in the commercial side the some of the basics looks like I can start the liability and responsibility as intelligence analysts. Thanks Door security manager touched on knowing your subject that is critical. You have to be able to speak with confidence when you speak to your clients, your staff, your loan managers, and getting that confidence means you have to understand what the criminals do the terrorists do, what an earthquake does, all that sort of stuff. And overall, you have to be honest and confident with the people you're speaking to the people you're writing to and briefing to the report. Thank you very much for your time. I very much appreciate it.

And let me know if you have any questions about what we've been talking about.