Services
Five ways to get to a decision. Not five ways to add activity.
Each engagement is selective, confidential, and built around how the family, office, or company already operates. The outcome is a clearer decision, a cleaner vendor relationship, or a model the principal or leadership team can actually govern.
SECURITY DECISION BRIEF
Use it when a principal, family office, founder, growth-company leader, or counsel needs clarity before expanding coverage, hiring a vendor, formalizing a security role, or changing the current arrangement.
The brief typically covers the risk context, current arrangements, decision rights, priority gaps, vendor dependencies, and recommended next steps. The outcome is a short decision document: what to oversee, what to delegate, and what not to overbuild.
PRINCIPAL SECURITY RISK ASSESSMENT
Use it when a change in visibility, travel, residence, liquidity, or public profile has made an informal judgment unreliable. The question is not whether to add coverage. It is what is actually exposed, which arrangements still fit, and what the principal or leadership team needs to decide before spending.
EAG sets the scope, separates the principal’s exposure from the exposure of the office or company, and interprets what the findings mean for decision rights, vendors, and proportion. Where the work requires protective intelligence, technical collection, or an on-site survey, a licensed specialist performs that portion inside a scope EAG sets. The assessment is not a proposal for coverage. The outcome is a short decision document: what to oversee, what to delegate, and what not to overbuild.
INDEPENDENT VENDOR ASSESSMENT
Use it when providers are already in place and the principal or leadership team cannot tell whether the arrangement functions as a coordinated program. The assessment is independent of the vendor relationship.
EAG reviews whether responsibilities are clear, whether the service model fits the actual risk, whether escalation works, and whether the principal or leadership team has the information required to govern the relationship. Where technology is part of the arrangement, the assessment includes whether that technology is being directed or merely installed.
GOVERNANCE AND OPERATING-MODEL DESIGN
Use it when the family, office, or company is ready to move from habit to structure. The work aligns people, access, privacy, residences, travel, information, reputation, vendor responsibilities, and escalation into a model that fits the real operating rhythm.
The result is not a policy binder. It is a proportionate model that reduces blind spots, names decision rights, and lets licensed specialists execute inside a structure the principal or leadership team understands.
SELECTIVE ONGOING ADVISORY
Use it when the risk profile keeps moving: new residences, travel, visibility, workplace issues, reputation, liquidity, or vendor changes. EAG remains the senior judgment resource so the principal or leadership team can keep the arrangement proportionate without rebuilding the model after every change.
Engagements are selective, confidential, and built around fit. An ongoing relationship is not a retainer for operational coverage.
WHAT EAG DOES NOT PROVIDE
Executive protection, investigations, guard services, and direct operational coverage belong with licensed specialists. EAG helps the principal or leadership team select those specialists, govern them, and avoid mistaking coverage for security. If the need is a protective detail or an investigation, the conversation can still clarify the requirement. It will not become the assignment.