“I wish we lived in a world where my job wasn’t necessary,” said Larry Thompson, vice president of security at the NBA’s Orlando Magic. Unfortunately, though, security is necessary. And it’s often a key component of effective facilities management.
So, what’s ahead for building security in 2025? Thompson will be sharing his industry predictions during a Facilities Management Advisor webinar this Wednesday, Jan. 22, at 2 p.m. ET. (Make sure to register for FREE here. If you can’t make it to the live event, no worries; all registrants will receive an on-demand link.)
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In the lead-up to the exciting event, let’s meet your expert speaker!
Thompson started at the Orland Magic as director of security in 2017 and was promoted to vice president of security in 2022. In his role, he oversees security for the Orlando Magic basketball team and related organizations, including the Osceola Magic G-League affiliate and the Orlando Solar Bears ice hockey team. He develops and implements security policies, procedures, programs, and methodologies for the Magic, working to provide for the protection of personnel, guests, and visitors to Magic properties and spaces, as well as the organization’s physical assets.
Before joining the Magic, Thompson was the assistant sergeant at arms for police services and law enforcement in the Office of the House Sergeant at Arms for the U.S. House of Representatives. Preceding that, he served as the missions director of New Life Church in La Plata, Md., coordinating humanitarian efforts to Haiti, Mozambique, Malawi, and Zambia. Prior to that, Thompson was a member of the U.S. Capitol Police (USCP) in Washington, D.C., for 28 years, where he carried out the responsibilities of a deputy chief.
With so much experience, he has a lot of inspiring advice to offer. To learn more about Thompson, unique challenges of sports security, and his take on industry issues, please read the in-depth “Faces of Facilities” interview below:
How did you get your start in the security field?
I began my law enforcement career rather inauspiciously in 1981 after graduating from the University of Central Missouri with a degree in political science. I had interned and worked on Capitol Hill in Washington, D.C., during each of my college summers and naturally leaned toward a job in Congress, but my application with the USCP was more of a necessity of finding a job, rather than the seeking of an opportunity that it later turned in to.
After familiarizing myself with the work of the USCP, I found myself the recipient of several promotions and numerous interesting assignments. After 28 years, I retired from the agency, taking a job as the missions director for my church. After a year there, I was called by one of my former bosses, who worked for the House Sergeant at Arms, and asked if I would be interested in a position they had open in the office. I accepted, and for seven years worked in that office, becoming the assistant sergeant at arms for police services and law enforcement.
My arrival at the Orlando Magic as their security director again came through a recommendation and referral. This time from my current boss at the time, the House Sergeant at Arms, who referred me to the Orlando Magic, where I interviewed for, and accepted their offer to become, the director of security.
My role as the VP of security for the Magic came about through a recommendation I made regarding the security structure of the organization. After working for the Magic and considering the structure that was in place, I noted some “gaps” and opportunities for improvement and streamlining, plus the need for a strategic approach to security for the entire organization (adopting an approach that considered not just the Magic basketball team, but all affiliate organizations under the Magic umbrella). This recommendation was approved and resulted in the Magic embracing and approving a new position responsible for the security strategy and its implementation for the entire Magic organization.
To sort of sum up the journey, I got my start by just being in a place of “readiness.” For anyone on their own journey, I would say look at the building blocks in your life and try to maximize upon your foundation. Look for assignments, rather than just opportunities. My previous work experiences, from my college jobs to my current position, put me in a great space to take advantage of both assignments and opportunities that came my way.
Who was your biggest influence in the security industry?
So many people influenced me and helped me along the way. Not to sound maudlin, but I have told many people that if it wasn’t for a simple question from my wife, in the early days of our marriage and parenthood, I might never have taken seriously the job opportunities that were ahead of me within the USCP. Her unending support allowed me to take on responsibilities that came with promotion and pursue job opportunities that I might otherwise have ignored.
In my early days on the police department, a wise sergeant taught me the value of taking care of your people. I observed how he took care of those he led, including me, and because of that caring, I was willing to do all I could to ensure he was pleased with my work product. When I was assigned to a rising lieutenant’s section of go-getters, I was imbued with a renewed sense of devotion, commitment, and excellence. A mentor who later became the chief of the agency selected me to become his assistant chief, and showed me the value of trust, attention to detail, and how to manage ultimate responsibilities.
It is difficult to pinpoint a “biggest” influence; instead, I have seen the influence of many over the course of my career—even those whose influence, if followed, might be termed negative, have had value. Seeing those with potentially negative influences helped me to see and understand what mannerisms and attitudes to avoid, in contrast to those with a positive influence, who I sought to learn from, and even emulate, as appropriate.
What’s your best mistake, and what did you learn from it?
Early in my law enforcement career, I had an idea for improving an operating procedure within our bureau. I was so sure of my idea that I bypassed sending it through my immediate supervisor (who I feared might slow things up, or disapprove it), sending it instead directly to the commander of our bureau. My supervisor was not pleased and correctly counseled me on my error in bypassing him. While this didn’t do irreparable harm to the relationship I had with my supervisor, it took me time to rebuild the trust that I had damaged.
This “best mistake” helped me to learn the value of patience (my idea wasn’t so novel or critical that it needed to be heard without my supervisor’s approval, or input). I should have been patient in sending my idea through the proper chain, and I had to patiently regain the trust of my supervisor. I also learned some much-needed humility. Of course, my actions made my supervisor view me as an arrogant know-it-all! Perhaps he didn’t express this, but I am sure he must have internalized it (And correctly! Who was I to think I could just bypass him and his position/authority?)
As good as we think our ideas, or ways of doing things, are, there are usually (often?) other effective ways of getting the job done—your way (my way) is not the only way, and being aware of how your actions will potentially negatively impact others (and you) is always a good consideration.
I also learned that mistakes—when made as an error of the head, as opposed to an error of the heart—are things that we can recover from. Having the right attitude after we make a mistake (e.g., own it, apologize with sincerity, vow to try not to make the same error again [this can just be an internal discussion you have with yourself]) will allow you to move beyond the mistake.
As Mandela said, “I never lose. I either win or learn.” We do well to learn from our mistakes.
What are the biggest security issues at your organization? Are there any unique challenges compared to some other organizations?
The primary focus of security within the organization incudes personal protection (as it relates to player safety, employee safety, and guest/visitor safety), physical security (of arenas, administrative offices, and residences [of players for all Magic affiliates, to a degree]), brand protection, critical incident management, and event management.
There are certainly issues related to security in professional sports that are not present in other areas. While working for the USCP, part of our responsibility included the personal protection of every member of Congress, with particular attention paid to leadership, and Representatives and Senators who may have had a threat pending against them. Most interest toward these protectees was politically motivated.
In the sports industry, the types of threats are more related to fan disappointment (with player performance [actually, somewhat similar to constituent disappointment with member of Congress “performance”]) or undue and concerning fan interest. Social media footprints of players create opportunities for all sorts of concerning interest, as well as the interest of fans who seek to be in the presence of athletes—ensuring players enjoy a safe environment at restaurants, bars, clubs, or basically at any public venue requires a great deal of planning and situational awareness.
The youth of many professional basketball players (especially within our organization) means that a particular understanding among security professionals must be established and maintained regarding the potential privation of life experiences that may be present in others, in order to help develop a sense of personal security self-awareness.
While other industries must deal with this next point, the unique nature of hybrid work models, employed by companies in large measure during the pandemic, have continued to require a new look at security measures, particularly related to cybersecurity and threats in this realm. At our organization this has required us to educate, train, and test our workforce, as well as consider attacks in this environment as “critical incidents,” just as we would a bomb threat or other more “traditional” types of security incidents, and so employ a structure that allows us to effectively manage outcomes.
Are there any unique benefits of working security at your organization?
Some benefits that are present in this area of professional sports include the availability of security resources that may not be obtainable by other security professionals. For example, as the VP of security for the Orlando Magic, I have access to the NBA’s intelligence reports on a wide range of matters, including terroristic threats, health and safety information, and local issues (e.g., demonstration activity). The NBA also provides a robust investigative arm that can assist with a wide variety of queries regarding player and staff safety (e.g., threats to physically harm, extortion, theft).
The collaboration with other security and law enforcement professionals has been outstanding in my NBA experience. Arena security personnel, local law enforcement agencies, and even private security personnel reach out helping hands to assist in whatever capacity I have requested. This is unusual as I compare it to my law enforcement career, where I often had to contend with regionalism, jurisdictional roadblocks (some legitimate, but some arbitrary), territorialism, and egos. This is not to demean these previous law enforcement relationships, but managing potential roadblocks in interactions with other law enforcement personnel sometimes required more time and deftness to achieve success.
What’s your favorite part about working in the security industry?
Working as a security professional in general is intrinsically rewarding. Having an ability to help ensure the safety and security of others is extremely gratifying, pleasing, and fulfilling. To have had the opportunity to provide security in two singular and distinctive arenas, for the U.S. Congress and for a professional basketball team, is something that I try not to take for granted.
There is no other U.S. Capitol in the world, and no other organization charged with protecting the Capitol Complex and those working in it and visiting it. To have had a small part in ensuring that the Congress can carry out its Constitutional duties, and do so safely (or restore order when the safety is breached), is one of my favorite remembrances. Having a role at providing security for some of the most historically significant events in our nation’s history (e.g., presidential inaugurations, State of the Union Addresses, significant legislative events), as well as managing security in the middle of crisis events such as 9/11, the anthrax and ricin attacks on the Congress, and numerous others, is something that I feel privileged to have been a part of.
Currently, in a somewhat similar fashion, ensuring the safety and security of professional athletes, their families, and caring for the staff supporting this industry, is an unparalleled experience.
What’s your least favorite part, and how would you change it?
My least favorite part of my current job is the ever-changing threat picture facing our organization, and others, and the challenge to remain up to date on the wide range of security issues facing the security industry.
From an increasing and even more unpredictable terrorism threat, to the proper application of security technologies (AI presents amazing opportunities, but also significant challenges in properly understanding and applying this innovative tool), to the ability to hire, train, and maintain a properly trained cadre of security professionals, the security industry has become more complicated in multiple ways over the years, and shows no sign of becoming more manageable.
Of course, with these challenges also comes the opportunity to innovate and grow, but as I have said so many times in my career, I wish we lived in a world where my job wasn’t necessary. Taking a slight detour from the question, but related in this security environment, is the need for security to be established at houses of worship. I am the security team leader at my church (naturally!), and the fact that we must prepare for the unthinkable in that environment is tragic. But we must.
The “fix” to this challenge is, I think, several-fold. The need for the security professional to embrace continuing education is key, and with the rapid changes in technologies, the threat environment, and regulatory guidelines, accessing information from a wide variety of sources (e.g., formal education, seminars, conferences, webinars) remains crucial.
Enhancing collaboration with not only security professionals, but also those in the business community, will only serve to enhance both security and business. Understanding that the “new paradigm” of moving beyond “guns, gates, and guards” is also critical—protection of people and physical assets requires a new approach, which includes the assistance of those outside the traditional security community and listening to and employing ideas that we may not have considered in the past.
The application of data-focused implementations of security strategies will also be necessary to meet the challenges present in the day. Particularly as security is related to business (whose language is data) and as resources continue to be battled over among parties who all have legitimate needs for them, data and its convincing use in persuading decision-makers is already a component of effective security implementations.
Establishing good mental, emotional, and spiritual habits will enable you to meet the challenging demands of security work. Ensuring your significant other and other family and friends also understand your work life and its peculiar challenges is important as well.
How can company leaders make security a value within their organization?
Interestingly, at the Capitol, and in communities in general, the value of security is more or less “built in”—legislative requirements for law enforcement and security in communities ensure that the structure is in place to protect people and property. However, ensuring that the community trusts the law enforcement professionals to operate fairly and consistently is a priority, and especially so in our current environment.
Community leaders must devote appropriate resources to ensure the right people are employed as security professionals, and that policies and protocols are effective not only in enforcing laws, but also in appropriately addressing law enforcement/community interactions and expectations.
Company leaders must also fight against complacency. I have observed the support of the community (and leaders) soar for security and law enforcement in the midst, or immediate aftermath, of a crisis, only to see it wane over time—complacency among company leaders must be avoided, and security professionals must be adroit at persuading company leaders to embrace security efforts in an ongoing manner.
In professional sports, or other non-governmental organizations, security must be able to create a business case for their operation. Company leaders will see value in security as they understand the value added by employing robust security programs. Creating an environment where employee safety, customer safety, brand protection, asset and information security, and income generation (as mated to a safe work environment) is something that all company leaders should strive to achieve. Company leaders should also look to create executive-level security positions within the organization. This sends a message to the entire organization of the value of security, plus, when properly placed within the organizational structure, can give more direct access for the security professional to the company leader.
Organizations employing chief security officers or other named executives in charge of security, no matter the title, have taken a step to ensure that security matters are not an afterthought, and are woven into the fabric of the organization.
What are you most proud of?
Personally, I try to limit feelings of pride within myself, or things that I may have been fortunate enough to witness being accomplished. Part of this stems from the recognition of my own weaknesses, and the blessings that I have received in spite of them. Throughout my career, I have been privileged to work with exceptional individuals, some who had led me, and others who I have had the honor of guiding in some small way.
If I look back, and consider my present situation, I am grateful to have been thought of in a positive light by my cohorts. I’m not perfect, which many could attest to, but fulfilling employment and achieving success, in any meaningful way, is about relationships.
I am thankful to have had so many good relationships throughout my career. This, I think, breeds achievement, for both the organization and the personnel within it. This achievement is profound, especially when the credit for the achievement is duly given to the person/people who are/were responsible for the accomplishment (i.e., family, friends, and supporters).
Do you have any advice for people entering the security profession?
Entering the profession of security (and law enforcement as a specific subset of that) requires a motivation that looks beyond self. With law enforcement under scrutiny, it is particularly wise for anyone thinking of choosing this career to be particularly self-aware and to critically consider their purpose, goal, and aim in doing so.
Financial rewards are generally modest, and in this era, and perhaps always, others might view your profession (and you) with skepticism, or outright hostility. Prepare yourself to be loved by some, and even hated by others. Understanding your biases is now as important as it ever was (more so?), so taking time to understand these, and effectively manage them, is also crucial.
Once you have addressed these foundational issues, consider the following:
Prepare yourself for long hours, and know that flexibility will be required of you to fully meet the requirements of the job. You must ask others (family and friends) to maintain this flexibility with you. Your sacrifices of time away from friends and family will affect not only you, but them.
Develop and maintain an inquisitive mind. Educate yourself (though now somewhat of a cliché, be a lifelong learner—not only in the specifics of the job itself, but about you). Know who you are and what you are about. Hold yourself to high standards, with a high moral compass. Develop in yourself the attributes of just being a good person—treat others fairly and respectfully, and refrain from harsh judgments (I can think of many times in my law enforcement career, when I looked at a person that our agency had just arrested, and thought of the rather thin line that separated me from them—a situation or circumstance in my own life, had it gone another way, and I might have been the one in handcuffs).
Wherever you are in your career, do the best job you can while in that position. You are always on the way to somewhere, and people are always looking at you, evaluating how you treat them, how you manage stress and disappointment, and how you manage success.
Always look to find that person, or persons, that you can learn from. Having a mentor was so very helpful to me in my career. Hopefully, it will be someone you can have interaction with to learn from and grow, but mentors can also be people that you observe from a distance and seek to apply their best attributes into your way of doing things. As you learn from a mentor, also seek to share what you have learned and experienced with others. Not only is this helpful to them, but you will reap great rewards from lending a helping hand to others.
While security is a demanding profession, it is undoubtedly one with great returns. You will be providing others with a safe environment within which to work or relax—to live life. The gratification that comes from helping and protecting others is hard to quantify, but the work carries with it its own, satisfying rewards.
Anything else you’d like to add?
It’s difficult to discuss policing/law enforcement or security without mentioning the issues confronting our society regarding systemic bias, racial disparities, and inequality generally. These matters are not new, but the interest in addressing them have taken on new meaning recently. The attempt to address the apparent and nuanced components of these issues is occupying much of our society, with many competing viewpoints vying for acceptance.
Without offering a lengthy discourse on the matter, I would like to suggest that law enforcement agencies (along with their communities)and security operations (along with their companies) must take steps to address these important matters in a deliberative manner.
In our own organization, the hiring of a diversity and inclusion officer has pointed us in a direction to foster an assurance that these matters will remain part of an ongoing discussion and encourage implementation of steps to address bias and stimulate greater inclusion. Agencies should take steps to ensure that they are hiring individuals who have attitudes corresponding to the agency values in this area, and training must be implemented and/or continued to provide employees with the tools to meet the standards the agency desires.
This is not easy work, so a commitment from leaders, long-term, will be necessary to ensure success in this vital area.
Are you or a colleague an FM professional interested in being profiled for the “Faces of Facilities” series? Please contact Editor Joe Bebon at JBebon@BLR.com.