Having been named on the 2022 IFSEC Global Influencers list in the association figures and thought leaders’ category, we speak to Eddie Sorrells, COO and General Counsel of DSI Security Services. We hear Eddie’s thoughts on the trend towards providing ‘blended security solutions’, as well as how electronic security continues to grow at a rapid pace and the impact it has on the working lives of security professionals at all levels.

Eddie Sorrells, COO and General Counsel of DSI Security Services
Can you give a brief overview of DSI Security Services as it stands today?
DSI Security Services originated in 1969 when Sheriff A.B. Clark started a security service firm, in response to a request from a construction company building a nearby nuclear plant. From its humble beginnings, DSI has expanded, currently operating in 33 states across the United States. Over the past 10 years we have begun to implement a strategic focus on “blended solutions” by offering our customers not only security personnel but cutting-edge technology solutions as well. We’re still privately owned, which gives us the flexibility to react quickly and provide customised solutions to our customers.
I currently oversee all operations of the company and I serve as DSI’s Chief Legal Officer. Each day my main responsibility is to ensure that every customer of DSI is having their needs met, our employees feel a part of a great organisation, and the company is protected from any legal and/or regulatory threats.
Can you summarise how legal strategy impacts on the provision of security services, and how much overlap is there between legal process and security?
Increasingly, there is a large overlap. The security practitioner of 2022 and beyond must be well-versed in legal strategy – at least at a basic level. The contract security industry has seen a marked increase in claims being filed followed by large settlements or verdicts. Everything from contracts, post orders, and even your marketing material can impact your legal liability. That was my main motivation for writing my first book Security Litigation: Best Practices for Managing and Preventing Security-Related Lawsuits.
It is unlikely to win any literary awards or reach bestseller status, but hopefully it has offered some practical advice to security practitioners. Bottom Line: It pays to make sure your in-house or outside counsel is involved in your operations, marketing, etc.
Your business is split into three main sectors – uniformed, electronic, and consulting. Can you say what the percentage of total revenue each sector accounts for, and which one is showing the highest growth rate at present?
Our uniform division is by far the largest revenue driver, and likely will be in the future. But electronic security is growing at a rapid pace. I attribute this to two factors. Firstly, we have evolved into looking at our services as one set of solutions that are customised based on the threat and vulnerabilities our customers are facing (i.e. we are not beholden to tradition but what works).
Secondly, many end-users are starting to realise how valuable technology can be in their overall security plan. The consulting component is inherent in all we do. The end-user of today does not want a “staffing agency”. They want a trusted security partner who can look at all angles and be proactive.
The old way of thinking must disappear, and we have to be willing to go in new directions. This may mean looking at the security industry as one industry – not in traditional silos. If you are solely a “guard” company in 2022 and beyond, you must evolve or risk becoming irrelevant in the near future.
What do you see as the main threats and issues for the security industry at present?
One of the biggest issues we are facing now is talent acquisition at all levels. From the security officer to the C-Suite, we must find ways to attract more people to the profession. I am grateful that I was able to ascend from a security officer to what I do now, but where is that opportunity for young professionals today? We have made great strides, but there’s still a long way to go. In the last two-three years we have experienced an unprecedented labour crisis, but even when we emerge, the leaders in our industry must step forward and provide a pathway to success to the bright minds that follow us.