https://www.sabre-consultancies.com/r2r daily 0.75 2026-10-23 https://www.sabre-consultancies.com/r2r/002/5lessonsforserviceleavers-a8hgw-mbab8 monthly 0.5 2026-10-23 https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/b024238e-c030-4114-b345-8ced6ad35df7/R2R_002-000.png Risk To Readiness - Risk to Readiness #002: 5 Lessons For Service Leavers Transitioning Into The Security Industry: - 5 Lessons For Service Leavers Transitioning Into The Security Industry: For the second edition in the Risk to Readiness series, we sit down former Service Member and founder of The Ops Con, Fraser Coleman. Having served for more than a decade in the Royal Regiment of Scotland and the Irish Guards where he completed two operational tours of Afghanistan Fraser transitioned away from service life and into “civvy street”. Consolidating upon the challenges and lessons faced by many service leavers he founded The Ops Con. A platform engineered by veterans to support those walking the path out of uniform and navigate the competitive worlds of Close Protection (CP) and Private Security. Utilizing his own experiences Fraser sets out five ways that service leavers can prepare for the transition away from the military and emergency services and into close protection and the wider security industry. “I left the military in 2014 and I hit a lot of the traps and pitfalls of transition myself. I don't think transition should be as difficult as it is. That isn't a criticism of any one thing. It's just that a lot of people come out without a clear picture of what's in front of them, and some of that can be put right with a bit of preparation and the right people around you. Security is a natural move for a lot of service leavers. The skills translate, and there's an abundance of work out there, from low level right up to very high level, almost anywhere in the world. But getting into it well takes some groundwork. These are the five things I'd want anyone leaving to think about.” https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/4c90bfac-c473-4932-8a88-349e965ba6f4/R2R_002-001.png Risk To Readiness - Risk to Readiness #002: 5 Lessons For Service Leavers Transitioning Into The Security Industry: - 1. Protect the Financial Pillar – Get the Money Right First. This is the one I believe in most. If the financial pillar falls, most other things fall with it. When you leave, a lot changes at once. The one thing you can get in front of early is money coming in at the end of the month to pay the bills. If that's in place, you've got room to deal with everything else. If it isn't, every other decision gets made under pressure. Mechanism: Before you leave, sit down and work out your actual monthly outgoings, so you know the number you need to cover. Aim to have paid work lined up before your last day, even if it isn't the job you'll end up doing long term. And start early in your resettlement. The sooner you start, the more options you'll have. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/c0325b59-fa32-476b-8d6c-fbdaee38bb11/R2R_002-002.png Risk To Readiness - Risk to Readiness #002: 5 Lessons For Service Leavers Transitioning Into The Security Industry: - 2. Translate What You Already Have – Say It in Civilian Terms. Most people leaving the forces have more to offer this industry than they realise. Planning, briefing, discipline, threat awareness, and working as part of a team when things are under pressure. Those are the things clients and employers in security are looking for. The problem is usually the language. Military CVs are full of terms and abbreviations that mean everything to you and nothing to a civilian recruiter or client. If they can't follow it, they won't see what you can do. You don't need to oversell yourself. You just need to describe what you did in a way someone outside the military can understand and picture. It's also worth thinking about the type of work you're going for. A CV for a residential security role should read differently to one for a corporate close protection team, so tailor it each time. Mechanism: Rewrite your CV in plain civilian language. Take out the acronyms and explain what you were responsible for, who you worked with and what came of it. Then get someone who's already working in the industry to read it. They'll tell you quickly what lands and what doesn't. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/a16c0885-d416-4042-9750-d500fba3410e/R2R_002-003.png Risk To Readiness - Risk to Readiness #002: 5 Lessons For Service Leavers Transitioning Into The Security Industry: - 3. Get Licensed and Qualified – Have It in Hand Before You Need It. In the UK, you can't work in close protection without an SIA Close Protection licence. To get one, you need the Level 3 Close Protection qualification and a recognised first aid qualification, and the SIA carries out its own checks before it issues the licence. None of that happens overnight. If you leave first and then start the process, you can spend weeks or months unable to take work that's there for you. That's exactly the gap that puts pressure on the financial pillar. The same goes if you're looking at the wider security industry. Different roles need different SIA licences, so it's worth knowing which ones apply to the work you're aiming for. Employers will usually screen you as well, which normally means going back over your work history, so keep your service records and references somewhere you can find them. Mechanism: Use your resettlement time and funding to get qualified while you're still serving. Look at ELCAS if you're eligible, and plan it so you've got the licence in hand on your first day out, not three months later. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/d3817cbf-f6dc-4619-b2b5-9cd87a03cfa3/R2R_002-004.png Risk To Readiness - Risk to Readiness #002: 5 Lessons For Service Leavers Transitioning Into The Security Industry: - 4. Find Your People – Like-Minded People You Can Trust. What I took from my own transition is that most people don't need a big programme. What they need is like-minded people they can relate to and have a basic level of trust in, who'll answer questions as and when they come up. Transition throws up questions all the time. Which course, which licence, what a day rate looks like, whether a job is worth taking, who to speak to. Having someone you can just ask makes a big difference. It means you can take things one step at a time, build your own confidence and then go your own way. A lot of people try to work it all out on their own because that's what they're used to. You don't have to. Mechanism: Join a community of people who've already made the move into security and close protection. Ask your questions early, even the ones you think are obvious. And take it one step at a time. You don't need the whole plan on day one, just the next step. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/01932f7c-7fd5-4c28-abe8-74f8011a3225/R2R_002-005.png Risk To Readiness - Risk to Readiness #002: 5 Lessons For Service Leavers Transitioning Into The Security Industry: - 5. Expect the Identity Shift – Buy Yourself Time. This is the one people talk about least. Leaving service can bring a loss of identity, ego death, anxiety, insecurity and the unknown. Many people joined at a young age, and the service is the only professional life they've had. That's normal. It doesn't mean you've made the wrong move or that you're not coping. It's part of leaving something that's been a big part of who you are. This is where the first point comes back in. When you protect your income, you buy yourself time. Time to work out what you actually want to do next and what you enjoy outside of uniform. Without that time, people often grab the first thing that comes along and end up somewhere that doesn't suit them. Mechanism: Don't make the big long-term career decision in your first few months out. Let the income settle first. Once the bills are covered and you've found your feet, you'll be in a much better position to decide what comes next. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/a6c8b34a-7e92-4fae-91fc-62cd8df0784c/R2R_002-006.jpg Risk To Readiness - Risk to Readiness #002: 5 Lessons For Service Leavers Transitioning Into The Security Industry: - Conclusion: None of this needs to be complicated. Get the money right first, make sure people can understand what you bring, have your licence and qualifications sorted before you need them, find people you trust to ask questions, and give yourself time to adjust. The way I'd put it is this: food on the table, roof over your head, and everything else comes in time. Get those basics in place and you've got the space to build the rest of your career at your own pace. Fraser Coleman left the military in 2014 and founded The Ops Con to help service leavers and Blue Light personnel move into the private security and close protection industry. To find out more about the opportunities available to Service Leavers via the Ops Con please visit their website. - https://theopscon.com/ https://www.sabre-consultancies.com/r2r/001/5lessonsfromdefence monthly 0.5 2026-10-22 https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/6212de5c-6b96-403b-9722-2d4da18ae6f6/R2R_001-000.png Risk To Readiness - Risk to Readiness #001: 5 Lessons That Translate Across Risk Management & Defence: - 5 Lessons That Translate Across Risk Management & Defence: For our initial post in the Risk to Readiness series, we sit down with our Operations Officer C, to explore five lessons that carry a direct application across both the defence and risk management sectors. C comes from a background in defence having led multiple teams on operations in conflict zones across the globe. Most recently C has been deployed in Ukraine delivering Short Term Training Team (STTT) packages for organisations such as the Armed Forces for Ukraine and PDMSh. At Sabre Consultancies Ltd, we believe that effective risk management is not simply about implementing the correct processes or procedures. It’s about developing the individual, capabilities and culture required to operate effectively within the modern hostile and high threat environment. Drawing on lessons from both defence and recent conflicts, C explores five areas where evolving the way we think, train and operate can have the greatest impact on enhancing both organisational resilience and operational effectiveness. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/1790075231342-CDIPQPEGX6BSO570IH08/R2R_001_001.png Risk To Readiness - Risk to Readiness #001: 5 Lessons That Translate Across Risk Management & Defence: - 1. Upskilling — Augmenting Individual Capabilities. As recent conflicts have demonstrated, the role of the individual operator has evolved far beyond their “traditional” primary role. Crucial factors such as increasingly non-permissive access to logistical/J4 chains and progressively complex operating environments have highlighted the importance of a broader capability scope, not just at the team level but also at the individual level. The Ukraine conflict has proven the value of operators upskilling beyond their primary role. The medical domain highlights this particularly well. With limited reach back and casualty evacuations likely restricted to ground moves under the cover of fog or darkness, both medical personnel and soldiers are being challenged to conduct more complex medical intervention at the pre-hospital/Role 2 stage. By upskilling individuals through both the official TCCC syllabus and alternative means of learning, the chance of survivability increases exponentially. We are not implying that everyone is required to become an SME in every area, but a multidisciplined operator forges greater resilience. When specialised support or capabilities are delayed or unavailable, holding additional skill sets within the team can engineer the difference between failure and an adaptive yet successful solution. Whether it’s Unmanned Aerial Systems (UAS) or Medical Skills, being inquisitive and striving to develop your skill sets is invaluable. This is about understanding and accepting that the minimum/entry-level standard is no longer enough. Mechanism: Analysing modern conflicts and comparing them to current TTPs and SOPs and understanding where the team weaknesses lie. For eligible service members, utilising ELCAS to enrol onto appropriate accredited courses is invaluable, especially if they have a qualification that you can upload as a competency on JPA. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/1790075265609-4WAL2PL3E47NG7VO6E3V/R2R_001-002.png Risk To Readiness - Risk to Readiness #001: 5 Lessons That Translate Across Risk Management & Defence: - 2. Unconventional Platform Familiarity – Operating Outside Normal Parameters. How well do you understand the equipment you may encounter outside your normal operating parameters? Across UKAF, familiarity with foreign platforms such as AK-pattern rifles or AR-15 variants is often reserved for more specialist or instructional roles. Yet understanding and competency on unfamiliar/foreign weapon systems can significantly enhance your operating capability. By applying the already learnt principles of weapons handling to these platforms, you can increase confidence, operability and recognition as part of threat assessments and estimates. There may be a scenario when your personal weapon system becomes compromised, or you may be unarmed and need to take control of a platform within your immediate environment. This is not the time to be working out how to remove the safety mechanism, or where the change lever is. This principle extends well beyond the subject of weapons. Vehicles, communications equipment and emerging technologies all present the same challenges - unfamiliarity creates friction. Competency on different platforms removes the immediate barrier, enables your team to focus more on the situational picture and expands your tactical options. Mechanism: Understanding what the most prevalent weapon systems within your Area of Operations (AO) or potential theatres are and ensuring basic familiarisation and competency on those platforms. For elements within Defence, accessing suitable facilities such as the National Firearms Centre or Small Arms School Corps (SASC) Weapons Collection. Alternatively, for digital resources, certain platform manuals are accessible via Battle Box. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/1790075277523-ZH0KJ9VIOZ85K0XQ8U4G/R2R_001-003.png Risk To Readiness - Risk to Readiness #001: 5 Lessons That Translate Across Risk Management & Defence: - 3. Adaptability – No Plan Survives First Contact. How well does your organisation perform when the plan begins to fail? When you are deployed on operations you can’t just call hard stop. When an organisation is pressure tested in training does it capitulate or does it thrive? Phrases such as “In the real world on operations we’d do it like this” can become a huge barrier to adaptation when we train to a different standard to the one that we endeavour to operate under. Modern conflicts have repeatedly demonstrated that even well-developed doctrine, TTPs and SOPs can become obsolete in a matter of minutes or hours, with adaptability becoming a key component to both operability and survivability. Remember, it’s not what happens to you; it’s how you deal with the situation. Adaptability is about understanding the core fundamentals of a skill such as basic soldiering and adapting it to suit the environment that you are operating within. Changes in the threat picture, loss of communications, degradation within the logistics and support chain, equipment failure or simply an unexpected action by a hostile actor within the space can rapidly invalidate the assumptions upon which a plan is constructed. The ability to recognise this early and adapt is therefore just as important as the quality of the initial plan. Adaptability isn’t about abandoning the process or becoming ill-disciplined; it's about understanding the intent behind the plan well enough to continue operating when the plan itself is no longer viable. Operators who understand the desired outcome rather than simply follow the sequence of actions are much better positioned to improvise, exploit opportunities and maintain momentum when the circumstances inevitably change. Ukraine has proven that the battle rhythm is extremely fast-paced, with operating concepts evolving constantly around a dynamic cycle. Lower-level leadership within units or organisations are being given greater autonomy to decide the way in which they operate effectively to achieve objectives and meet their commander’s intent. Mechanism: Deliberately introducing controlled disruptions into training, removing critical capabilities from play, evolving the operating picture or introducing an unpredictable constraint to observe how the team responds. The objective is not to trip people up but to identify whether adaptability relies upon individual experiences rather than it being an embedded and notional capability. For example, operating out of a variety of vehicles rather than relying on a singular platform to deliver critical elements such as logistical supply. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/1790075300033-5TA08AIURT91IGW0954R/R2R_001-004.png Risk To Readiness - Risk to Readiness #001: 5 Lessons That Translate Across Risk Management & Defence: - 4. Training – Quality Vs Quantity. More training doesn’t necessarily equate to better operators or a higher operational output as a net result. The quality, relevance and realism of that training is arguably of greater importance. Training can sometimes be viewed as the unwanted ginger stepchild by organisations, either as a budgetary nightmare or another annoyance within an already busy calendar. Organisations can easily become obsessed with meeting mandated training requirements and maintaining competencies, sometimes at the expense of asking whether the training actually prepares individuals for the environment in which they will be operating. Whilst repetition in certain areas still maintains its value, repeatedly training utilising the same predictable scenarios can create competence within the training environment without necessarily developing the ability to deal with real-world uncertainty and fluidity. Training should create capability, not become a demonstration of mandatory compliance. Where possible, training should replicate the pressures, constraints and friction that individuals and organisations are likely to encounter operationally. This includes factors such as competing priorities and unexpected situational changes. Training documentation and supporting materials should also be produced rapidly enough to allow lessons identified through operations, exercises and current conflicts to be incorporated without lengthy development cycles becoming an unrequired barrier to development and positive change. This in turn creates greater scope for experimentation and allows training to be adapted for different domains and operating contexts, rather than relying on a single fixed doctrine or concept. An exercise that always follows an expected sequence can only provide limited assurances. Introducing realistic disruption, unpredictability and forcing decision-makers to operate with an incomplete picture provides a far greater insight into an organisation’s capability and resilience. Digital learning maintains its place within the learning environment and where it is appropriate it can augment the training process, however it carries its own limitations. E-learning should not be considered a substitute for physical training and practical application. Watching a video or completing an online module may provide information, but it does not necessarily develop or maintain practical competence. Effective continuation training requires active engagement, practical application, feedback and repetition. Mechanism: Endeavour to deliver a variety of training to both smaller cohorts and larger groups. Whilst delivering training packages to smaller cohorts inherently carries a lower fiscal impact, it conversely has the potential to deliver far more impactful and engaging training, quality assurance and opportunities for practical experimentation and application. It is extremely difficult to maintain genuine SME-level competency without investing sufficient time into practising the required skills. Skill fade is a genuine issue. Whether its time spent on the range zeroing in on marksmanship skills, or repeated exposure to specific capabilities, competency requires investment into the trifecta of training: initial training, maintenance of skill and continuation training; this cannot be achieved by simply attending a course and being asked to validate this annually. It is very much a case of use it or lose it with any skill. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/1790075319370-8VJ2U22HC81HJBXARR3F/R2R_001-005.png Risk To Readiness - Risk to Readiness #001: 5 Lessons That Translate Across Risk Management & Defence: - 5. Evolution – Changes In The Environment. How well does your organisation adapt when the operating environment shifts? The threat, technology and operating environment are just a few of the constantly evolving factors, yet organisations can often become complacent with established processes, equipment and operating methodologies. The reality is that what worked 15 years ago in a completely different domain most likely doesn’t translate within the new operating environment. Recent conflicts have proven that once a capability is considered niche or secondary, it can rapidly become essential, especially when technological and doctrinal developments accelerate its adoption. Whilst the fundamental principles within a discipline still apply, it is crucial to highlight the importance of continual reassessment that is required to remain an effective organisation. Evolution is not simply about purchasing new equipment or introducing new technologies. It is about developing a culture that is willing to challenge existing assumptions, learn from current experiences and accept that what worked yesterday may not necessarily work tomorrow. The phrase “we’ve always done it this way” can become a significant barrier to organisational resilience. An organisation that fails to regularly challenge its doctrinal bedrock can find itself managing yesterday’s risk whilst becoming increasingly exposed to the threats of tomorrow. The ability to evolve therefore comes from creating an environment where individuals are encouraged to identify weaknesses, challenge established practices where appropriate and contribute through experience-led development of new and appropriate solutions. Lessons identified throughout training, operations, incidents and changes within the threat environment should not simply be recorded; they should drive tangible changes in capability and doctrine. Mechanism: Establish a continuous cycle of identifying, learning, adapting and testing. It is as important to analyse case studies of current conflicts in order to effectively assess future risks and threats, whilst regularly comparing them to current SOPs and TTPs. Encourage personnel at all levels across the organisation to challenge existing methods and provide opportunities to trial new approaches through training and exercises. Evolution should not be something that only occurs following an incident; it should be a continual and embedded component of maintaining organisational resilience and operational effectiveness. https://images.squarespace-cdn.com/content/v1/66ed97567a188544448f071d/1790075333972-PDQS5SY1T5RIM1FSOGER/R2R_001-006.png Risk To Readiness - Risk to Readiness #001: 5 Lessons That Translate Across Risk Management & Defence: - Conclusion: Ultimately, these five lessons are not separate considerations. They are intertwined components that we utilise to build a resilient and capable organisation. Upskilling individuals increases the depth of capability, familiarity reduces friction, adaptability enables teams to respond when the plan begins to fail, effective training develops and maintains those holistic capabilities and evolution ensures they remain relevant as the environment evolves. The operating environment will continue to evolve, and the organisations that remain static or stagnate will inevitably become less prepared to deal with it. Risk management should therefore not be viewed as a standalone process of identifying risks and implementing controls, but as a continual cycle of developing people, testing capabilities, learning from experience and adapting to evolutions. Readiness is not a destination. 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