Protectors Edge book applies security lessons to leadership

Fred Burton, Chuck Randolph and Jonathan Wackrow have released a leadership book, Protectors Edge: Leadership through Strategy and Action, published worldwide by Taylor & Francis Group.

Known for their work in protective intelligence and risk management, the authors aim the book at executives and other decision-makers navigating a more complex threat environment. It outlines a leadership framework based on protective risk management and draws on their experience in government, military and corporate roles.

Organised into 12 chapters, the book follows what the authors describe as a full leadership journey. Topics include the changing risk landscape, personal discipline, team resilience, executive influence and organisational integrity.

Its release comes as companies face greater scrutiny over duty of care, reputational harm, and the effects of geopolitical instability and technological disruption. Those pressures have pushed security and risk issues further into boardroom discussions, particularly in sectors with global operations or high-profile leadership teams.

Burton is a former police officer and Special Agent whose career has included work on terrorism and protective intelligence. Randolph is Chief Strategy Officer at 360 Privacy and a retired U.S. Army Lieutenant Colonel who previously led global protective intelligence and security operations at Microsoft. Wackrow is Managing Director of Sentinel Resource Group, a former U.S. Secret Service Special Agent assigned to the Presidential Protective Division, and a CNN law enforcement analyst.

Risk focus

The authors position the book beyond the security profession, arguing that the discipline used in protection can also inform broader leadership practice. It is intended for executives, strategists and managers who must make decisions under pressure while balancing operational, reputational and people risks.

That framing reflects a broader shift in corporate security, as leaders increasingly seek influence beyond incident response and physical protection. In many organisations, risk teams are now expected to contribute to strategic planning, crisis decision-making and communication with senior executives.

According to the book's description, it uses case studies, leadership models and personal reflections to show how operational experience can translate into organisational influence. The goal, the authors say, is to help readers move from tactical execution to strategic leadership.

"Leadership in today's environment is about more than managing risk," Burton said. "It's about seeing around corners, preparing teams for what's next, and leading with integrity when certainty disappears."

Randolph described the book's practical value for leaders across sectors. "This book translates what we've learned in the most demanding environments, military, government, and corporate, into lessons that apply to anyone who leads teams and makes consequential decisions," he said.

Professional backgrounds

The three writers bring distinct but overlapping backgrounds from public service and private industry. That blend has become more common in the protective intelligence market, where former government and military officials have moved into advisory, intelligence and executive protection roles for corporations and private clients.

Burton has also written extensively and is known as a commentator on terrorism and security issues. Randolph remains active in professional education and industry discussions through writing and podcasts. Wackrow combines consulting work with media analysis on law enforcement and protective matters.

The book adds to a growing body of management writing on resilience, uncertainty and decision-making under stress. Its distinguishing feature is its use of protective risk management as the organising lens for leadership, rather than treating security solely as a technical or operational discipline.

For boards and senior managers, that approach may resonate as the boundaries between security, reputation, technology and employee welfare continue to narrow. In practice, incidents that begin as physical or intelligence matters can quickly become corporate governance issues, affecting investor confidence, workforce trust and public standing.

Wackrow tied that view of leadership to service and influence. "Our work is grounded in one truth: leadership is an act of service. The frameworks in Protectors Edge help leaders of all kinds move from reaction to strategy and from authority to influence," he said.