Hiring a UHNW Security Consultant in Los Angeles

Posted On:Oct 09, 2026
Posted By:Michael Braun

For ultra-high-net-worth families, choosing a security consultant is not the same as hiring a security guard company.

The difference is important.

A guard company provides personnel.

A security consultant helps determine what personnel, technology, procedures and protective structure are actually required.

I have spent years working around high-net-worth and ultra-high-net-worth clients, and a common mistake I see families make is starting with the question:

“How many guards do we need?”

That is usually the wrong first question.

The better questions are:

What are we protecting?
Who is the principal?
What risks are realistic?
What information is already exposed?
Where are the weak points?
What does the family actually need to accomplish?
What level of protection fits the lifestyle?

A professional security consultant should help answer those questions before recommending a solution.

For a Los Angeles family office, this becomes even more important because the environment is complex.

A principal may live in Beverly Hills, Bel Air, Malibu, Montecito, Hidden Hills, Calabasas or another high-value area.

They may operate businesses globally.

They may travel frequently.

They may have children in schools, participate in public events, attend entertainment industry functions or maintain multiple residences.

The security program has to fit the reality of the family.

It cannot be a generic package.

The demand for stronger executive security programs has increased as executives, business owners and public figures face a wider range of risks. After the December 2024 killing of UnitedHealthcare CEO Brian Thompson outside a Manhattan hotel, a Reuters analysis of proxy statements published in April 2025 found that at least a dozen S&P 500 companies had flagged an increase in security risks, and that companies such as Walmart, General Motors, American Express and Broadcom had disclosed new or increased security expenses.

The same pressure is showing up at home. In February 2026, The Wall Street Journal reported that anxiety over high-profile violence has wealthy homeowners spending heavily on armed security, guard houses, AI cameras and reinforced safe rooms. One homeowner it profiled added a guard house, tall gates and retina scanners to his Los Angeles home after an armed intruder broke in.

But technology and manpower are only part of the answer.

The foundation is a properly designed security strategy.

That starts with selecting the right consultant.

Security consultant reviewing an estate site plan with a family office manager in a Los Angeles hillside home

Key takeaways

A security consultant should diagnose before recommending. The first step should be understanding the family, lifestyle, exposure and risks, not selling a predetermined service.
Independence matters. A consultant should be able to recommend the right solution even when that means fewer personnel, different technology or another provider.
Conflicts of interest must be examined. Families should understand whether the consultant profits from recommending specific vendors, systems or staffing models.
Credentials are important, but experience matters just as much. Licensing, operational background and demonstrated work with similar clients all matter when evaluating a consultant.
The scope should be written clearly. A professional engagement should define assessments, deliverables, recommendations, implementation support and ongoing advisory responsibilities.
Confidentiality is fundamental. NDAs and controlled information handling protect the family, the consultant and the security program itself.
Close protection design begins with lifestyle. A protection plan has to be one the principal can actually live with.

The difference between a security consultant and a security provider

The terms are often used interchangeably, but they represent different roles.

A security provider generally delivers a service.

That may include:

Security officers.
Executive protection agents.
Residential protection teams.
Event security personnel.
Drivers.
Patrol services.

A consultant looks at the bigger picture.

The consultant may evaluate:

Residential vulnerabilities.
Travel patterns.
Family routines.
Threat exposure.
Privacy concerns.
Existing security systems.
Staff procedures.
Emergency planning.
Protective intelligence.
Executive protection requirements.

The consultant then develops recommendations.

Sometimes the answer is additional security personnel.

Sometimes it is better access control.

Sometimes it is changing procedures.

Sometimes it is improving communication between existing resources.

The value of an independent consultant is that the recommendation should come from the assessment, not from the desire to fill a staffing schedule.

Independence should be the first question

When a family office hires a security consultant, one of the first questions should be:

“Are you advising us, or are you selling us something?”

That distinction matters.

A consultant who only makes money by selling guards may naturally see the solution through a staffing lens.

A consultant who installs security technology may naturally see the solution through a technology lens.

A consultant who provides independent advisory services should be able to evaluate the entire system.

That does not mean a consultant cannot also operate a security company.

Many experienced security professionals combine consulting and operations.

The important issue is transparency.

The client should understand:

What services does the consultant provide?
What recommendations create revenue for the consultant?
Are vendors being selected because they are the right fit, or because of existing relationships?
Are alternatives being considered?

The family should never be uncomfortable asking those questions.

Conflicts of interest in UHNW security consulting

Ultra-high-net-worth families often have complex security needs.

A single recommendation can involve significant spending:

A residential security team.
A command center.
Access-control upgrades.
Security technology.
Vehicle programs.
Travel protection.
Security staff.
Training.

Because the financial impact can be substantial, conflicts of interest need to be clear.

A good consultant should disclose relationships.

For example:

If a consultant recommends a specific camera platform, does the consultant receive compensation?
If a consultant recommends a staffing company, does the consultant have an ownership interest?
If a consultant recommends a technology integrator, is that relationship disclosed?

These questions are not accusations.

They are normal due diligence.

Family offices already expect conflict disclosure from attorneys, investment professionals and other advisors.

Security should be approached the same way.

Start with a written scope of work

A clear sign of professionalism is whether the engagement starts with a clear scope.

A security consultant should define what they are actually evaluating.

A residential security assessment may include:

Property access.
Perimeter conditions.
Entry points.
Lighting.
Technology.
Staff procedures.
Emergency plans.
Vendor access.
Threat exposure.

A family protection assessment may include:

Principal lifestyle.
Travel requirements.
Public exposure.
Online presence.
Family considerations.
Movement patterns.
Event requirements.

A corporate executive assessment may include:

Office exposure.
Public appearances.
Workplace concerns.
Travel schedules.
Executive communications.

The scope should be specific.

A phrase like “complete security review” sounds impressive but does not tell the client what they are receiving.

A professional engagement should explain:

What will be reviewed.
Who will be interviewed.
What information is required.
What the final deliverable includes.
What recommendations will be provided.

Credentials and licensing in California

Families evaluating security consultants in California should understand that there is not one single “executive protection consultant license.”

The industry operates through different regulatory categories depending on the services being provided.

For companies that protect people or property in California, the Bureau of Security and Investigative Services licenses Private Patrol Operators. Applicants must pass a licensing examination and a criminal history background check through the California Department of Justice and the FBI, carry commercial general liability insurance with minimum limits of $1 million per occurrence, and name a qualified manager who runs the business day to day.

That means a family hiring a company to provide ongoing protective personnel should verify the company’s licensing status. I walk through that process in how to vet executive protection companies in Los Angeles.

But licensing alone is not enough.

A license confirms legal authority to operate.

It does not automatically prove that a provider understands UHNW protection.

For a consultant, I would look beyond a credential list.

I would ask:

Have they actually managed protective operations?
Have they worked with complex households?
Do they understand residential security?
Do they understand executive movement?
Can they communicate with family offices?
Can they write clear operational recommendations?
Can they explain why a recommendation is necessary?

A consultant’s ability to think strategically matters as much as the letters after their name.

Experience with similar clients matters

Security is highly contextual.

Protecting a retail location is different from protecting a family office.

Protecting a public event is different from protecting a principal’s daily life.

Protecting a residence is different from protecting a global executive who travels weekly.

A consultant should understand the environment their client lives in.

For a Los Angeles UHNW family, that may mean understanding:

Entertainment industry exposure.
Media attention.
High-value residences.
Private aviation.
Multiple homes.
Household staff.
Luxury events.
Public appearances.
Children and family privacy.

The consultant should understand that security has to work alongside normal life.

A family cannot live permanently behind restrictions.

The goal is controlled freedom.

The first phase is usually discovery

Before recommending close protection, I want to understand the person.

Not just the threat.

That starts with discovery.

Who is the principal?

What does a normal week look like?

Where do they spend time?

Who are the important people around them?

What creates exposure?

What concerns already exist?

Have there been incidents?

Have there been unwanted contacts?

What level of visibility does the family maintain?

What privacy expectations exist?

A billionaire technology founder may require a very different approach than a private family whose wealth is intentionally quiet.

The security solution follows the lifestyle.

It should not force the lifestyle to change unnecessarily.

Designing close protection begins with the principal, not the agent

Once the discovery phase is complete, the consultant can begin designing the protective model.

This is where experience matters.

A common mistake is starting with personnel:

“We need two agents.”
“We need a driver.”
“We need a residential officer.”

Those may eventually be correct.

But they are not the starting point.

The starting point is understanding the mission.

For example:

A technology founder who travels internationally every week may require a very different program from a retired entrepreneur who spends most of the year at one residence.

A celebrity with constant public exposure may require a different approach from a private family whose main concern is residential privacy.

A family with children creates different considerations than a single executive.

The consultant has to translate lifestyle into protective requirements.

That includes:

Where does the principal spend time?
When are they most exposed?
What activities cannot be disrupted?
What level of visibility is acceptable?
How much security can realistically become part of daily life?

Good protection programs are not measured by headcount.

They are measured by whether they solve the right problems.

Close protection design is a planning process

When I design executive protection, I look at multiple layers.

The first layer is intelligence.

Before deciding on personnel, I want to understand the environment.

Are there known threats?

Has there been unwanted contact?

Is there online exposure?

Are there public controversies?

Are there predictable patterns?

Are there upcoming events that increase visibility?

Protective intelligence has become an increasingly important part of executive security because many risks develop before a physical encounter occurs.

The FBI runs a Behavioral Threat Assessment Center focused on preventing terrorism and targeted violence, and its guidance notes that before most mass attacks, someone observed concerning behaviors that signaled the person was on a path to violence.

The second layer is movement.

Executives are often most exposed during transitions:

Leaving a residence.
Entering a vehicle.
Arriving at a venue.
Moving between meetings.
Walking through public spaces.

The consultant evaluates how the principal moves through the world.

The third layer is the protective team itself.

Who is needed?

What skills are required?

What coverage model makes sense?

Does the family need a full-time detail?

Part-time coverage?

Travel support?

Residential security?

A hybrid approach?

The answer should come from the assessment.

The consultant should define the protection model clearly

A professional security consultant should explain the difference between:

Protective presence

This is visible security intended to provide deterrence, immediate assistance and reassurance.

Discreet protection

This reduces the visible security footprint while maintaining capability.

Residential security

Residential security focuses on the home environment, access, staff coordination and property operations.

Executive protection

Executive protection focuses on the principal’s movement, activities and personal safety.

Protective intelligence

This focuses on identifying concerning behavior, exposure and developing risks.

These elements may overlap.

But they are not interchangeable.

A family office should understand what problem each service solves.

Hiring armed personnel without understanding the mission can create unnecessary cost without creating better protection.

NDAs and confidentiality are part of the security structure

For UHNW families, confidentiality is not an administrative detail.

It is part of the security program.

A consultant may learn information that is extremely sensitive:

Home addresses.
Family relationships.
Children’s schedules.
Travel patterns.
Business conflicts.
Upcoming transactions.
Medical considerations.
Security vulnerabilities.
Existing incidents.

The engagement should define how that information is handled.

A strong NDA should address:

Who can access information.
How information is stored.
Whether information can be shared with subcontractors.
How long confidentiality obligations continue.
What happens when the relationship ends.

The purpose is not simply legal protection.

It creates discipline.

A security professional should understand that information itself can create risk.

A leaked itinerary can create a physical-security issue.

A leaked residence detail can create a privacy issue.

A leaked staffing plan can create an operational issue.

Security assessments should produce usable deliverables

A major difference between a professional consultant and someone simply offering an opinion is the quality of the deliverable.

A family should not receive a vague report saying:

“Improve security.”

That does not help anyone make decisions.

A useful assessment should explain:

What was reviewed.
What risks were identified.
Why those risks matter.
What recommendations should be prioritized.
What should happen immediately.
What can happen later.
Which improvements deliver real value.

A typical UHNW security audit may include:

Executive summary

A concise explanation of the major findings and priorities.

Threat and exposure review

An evaluation of known risks, public exposure and lifestyle factors.

Residential review

Assessment of access points, property operations, staff procedures and technology.

Protection recommendations

A proposed executive protection structure based on the actual mission.

Implementation roadmap

A practical sequence for improving security.

The purpose is decision support.

The family office needs to understand what to do next.

Family offices should treat security like any other professional advisory relationship

Many wealthy families already understand the importance of professional advisors.

They hire:

Attorneys.
Accountants.
Investment managers.
Estate planners.
Insurance specialists.

Security should receive the same level of professional evaluation.

A family office should understand:

Who is advising them.
Why that person is making a recommendation.
What expertise supports the recommendation.
How success will be measured.

Security decisions can involve significant expense and can directly affect family lifestyle.

That requires careful selection.

The consultant should understand family office operations

A UHNW family is rarely just one person.

There may be:

A family office.
An executive assistant.
Estate managers.
Household employees.
Drivers.
Pilots.
Travel coordinators.
Business executives.
Legal advisors.
Investment professionals.

A security consultant has to understand how these pieces interact.

For example:

A travel coordinator may know flight details.
An assistant may know meeting schedules.
An estate manager may know household operations.
A protector may know movement plans.

The security program has to connect these people without creating unnecessary information sharing.

Family offices know they have gaps here. In the Citi Wealth 2025 Global Family Office Report, about half of the family offices surveyed said they were underprepared to address cybersecurity, personal security and geopolitical risks.

That is why I treat security as part of family-office governance and authority control rather than a separate service.

A consultant should understand the difference between risk and inconvenience

A difficult part of UHNW security is balancing safety with normal life.

A recommendation can be technically secure and still fail operationally.

For example:

A family may not want a visible security vehicle at every activity.

A principal may not want an agent standing beside them during every personal interaction.

Children may need privacy.

A spouse may not want daily life to feel restricted.

The consultant’s role is finding the right balance.

The question is not:

“How do we eliminate all risk?”

That is impossible.

The question is:

“How do we reduce meaningful risk while allowing the family to live normally?”

Selecting a consultant requires asking difficult questions

Before hiring a security consultant, I would encourage families and family offices to ask:

How do you identify risk?
How do you decide staffing levels?
Do you recommend your own services?
What happens if your assessment shows we need less security?
Who performs the assessment?
What experience do they have?
Have they managed protective operations?
How do you protect confidential information?
What does the final report include?
How do you prioritize recommendations?
What happens after the assessment?

These questions separate professional advisory work from simple sales presentations.

A good consultant should welcome them.

The consultant relationship should continue after the assessment

Security is not a one-time decision.

Families change.

Threats change.

Technology changes.

Residences change.

Travel patterns change.

A security plan created five years ago may no longer match reality.

A strong consultant relationship may include periodic reviews.

That could involve:

Annual reassessments.
Travel reviews.
Residential updates.
Threat reviews.
Major lifestyle changes.
New business exposure.
Public visibility changes.

The goal is keeping the protective model aligned with the actual family.

How MSB Protection approaches security consulting

At MSB Protection, I approach UHNW security consulting from an operational perspective.

The purpose is not to sell a predetermined number of guards.

The purpose is understanding the client, identifying exposure and building a protection model that works.

That may involve:

Executive protection.
Residential security.
Protective intelligence.
Security assessments.
Travel security.
Family-office coordination.

The recommendation should follow the facts.

Every family is different.

Every residence is different.

Every lifestyle creates different challenges.

A professional consultant should be comfortable explaining not only what should be added, but also why.

That is how trust is built.

A UHNW family is not simply hiring security.

They are trusting someone with information about their private life.

That responsibility should be taken seriously.

When a security consultant recommends against more security

A clear sign of an independent consultant is the willingness to say:

“You do not need that.”

Security is not improved simply by adding layers.

More cameras.

More guards.

More technology.

More procedures.

Sometimes those additions are appropriate.

Sometimes they create complexity without solving the actual problem.

A good consultant should be able to explain:

What risk exists.
How significant it is.
What options address it.
What the limitations are.
What the cost-benefit looks like.

For example, a family may believe they need a permanent armed residential detail because of their wealth.

After an assessment, the consultant may determine that the greater issues are:

Poor visitor management.
Excessive public information exposure.
Weak vendor controls.
No emergency communication plan.
Predictable travel patterns.

In that case, improving those areas may provide more security value than simply adding personnel.

The consultant’s responsibility is not to make the security footprint as large as possible.

It is to make the protection program appropriate.

Building a long-term advisory relationship

Good UHNW security consultants are not only involved when something goes wrong.

They become trusted advisors who understand the family’s changing environment.

That relationship may include reviewing:

New residences.
Major renovations.
New business ventures.
Changes in public visibility.
Children becoming adults.
Increased travel.
New employees.
New household staff.
Major events.

A family that purchases a second residence in another state or country may need a different security approach.

A founder who takes a company public may suddenly face a different exposure level.

A public figure who becomes involved in controversial issues may need updated protective planning.

The security program should evolve with the family.

Security consultants and technology recommendations

Technology is an important part of modern security, but it should support the strategy rather than replace it.

I frequently see families start with technology because it feels measurable.

They can count cameras.

They can count sensors.

They can count access points.

But the question is not:

“How much technology do we have?”

The question is:

“Does the technology improve our ability to detect, assess and respond?”

A consultant should evaluate technology based on operational value.

Examples include:

Does surveillance cover meaningful areas?
Are alerts reviewed by someone capable of responding?
Are access-control permissions managed?
Are systems maintained?
Does the family understand who can access security data?

These questions matter because security technology also creates information risk.

California has also tightened the rules on personal data. The California Privacy Protection Agency adopted regulations in September 2025 covering cybersecurity audits, risk assessments and automated decisionmaking technology, and its updated CCPA regulations took effect on January 1, 2026.

For UHNW families, the same principle applies beyond digital systems:

Access should be limited.
Information should have ownership.
Permissions should be reviewed.
Security data should be protected.

Choosing between a large security company and an independent consultant

Families often ask whether they should hire a large established security company or an independent consultant.

There is no universal answer.

Large companies may provide:

Significant staffing capacity.
National reach.
Established infrastructure.
Multiple service lines.

An independent consultant may provide:

A more personal advisory relationship.
Greater flexibility.
Direct involvement from the person making recommendations.
A narrower focus on strategy.

The important question is not company size.

It is whether the person advising the family understands the mission.

A large company can provide excellent consulting.

A small firm can provide excellent consulting.

The family should evaluate capability, experience and independence.

What I would look for before hiring a consultant

If I were advising a family office selecting a security consultant, I would evaluate several areas.

Operational background

Has this person actually worked protective operations?

Have they managed teams?

Have they dealt with real-world security decisions?

Communication ability

Can they explain complex risks clearly?

Can they communicate with executives, family members and household staff?

Analytical ability

Can they separate real risk from assumptions?

Can they prioritize recommendations?

Professional standards

Do they document work?

Do they maintain confidentiality?

Do they understand liability and accountability?

Local understanding

For Los Angeles specifically, do they understand:

Traffic realities.
Private aviation.
Luxury residential environments.
Entertainment-industry exposure.
Event security.
Regional threats.
Community dynamics.

A consultant does not need to know everything personally.

But they need the ability to build and manage the right protective network.

Frequently asked questions

What does a UHNW security consultant actually do?

A UHNW security consultant evaluates a family’s risks, lifestyle, exposure and existing security measures, then develops recommendations. This may include executive protection planning, residential security reviews, protective intelligence, travel considerations and operational improvements.

Should a UHNW family hire a security consultant before hiring guards?

In many cases, yes. A consultant can help determine whether guards are actually the correct solution, what type of protection is needed and how the program should be structured before the family commits to a long-term expense.

How do families verify a security company in California?

Families should verify licensing, experience, insurance and operational history. Companies providing contracted private security services in California generally require Private Patrol Operator licensing through the Bureau of Security and Investigative Services. The BSIS licensing FAQ lists the requirements, including at least two years of paid security experience plus one year in a management or administrative role with a licensed operator, a written examination, a criminal history review by the Department of Justice and the FBI, and $1 million in general liability insurance.

What credentials should a security consultant have?

There is no single credential that automatically proves a consultant is qualified. Families should evaluate the combination of operational experience, licensing where applicable, professional background, references, communication ability and experience with similar clients.

How much involvement should a family office have with the security consultant?

The family office should be involved enough to understand recommendations, approve priorities and coordinate implementation. However, the consultant should maintain enough independence to provide honest advice, including recommendations that may not increase spending.

Sources

About Michael Braun

Michael Braun is a former Special Unit Operator, former Manager at Gavin de Becker & Associates, and Founder & CEO of MSB Protection, an executive protection and residential security firm serving high-net-worth and ultra-high-net-worth clients.

Braun has built his career at the intersection of specialized protective operations, executive protection, residential security, protective intelligence, and security risk management. His experience spans special-unit operations, leadership within Gavin de Becker & Associates, and the development and oversight of private protection programs within demanding UHNW environments.

He has been recognized by The Top 100 Magazine as a leading CEO in the private security field and is the subject of an upcoming Marquis Who’s Who feature highlighting his leadership and contributions to the profession.

Today, Braun is recognized for his work in executive protection, UHNW estate security, residential protection, protective intelligence, adversarial security assessments, and security auditing throughout Beverly Hills and Southern California.

His work focuses on moving private security beyond simply “providing a body” and toward intelligence-led, risk-based protection programs designed to identify vulnerabilities before an adversary can exploit them.

Looking for Executive Protection or Residential Security Services?

If you are a high-net-worth or ultra-high-net-worth individual, family office, estate manager, chief of staff, or executive in Beverly Hills, Los Angeles, Malibu or Southern California, MSB Protection provides executive protection, residential security, 24/7 protection, protective intelligence, medical-readiness planning, and security risk management.

We evaluate the complete security environment, from threat exposure and residential vulnerabilities to personnel, technology, procedures, protective intelligence, and emergency response, and build a program around the risks that actually exist.

Contact us for a confidential consultation or message us at +1 (805) 285-2807.