Managing Safety

Four months after graduating from St. John’s University in 1974 with a degree in criminal justice, Lew Rice was sworn in as a special agent with the then-newly formed Drug Enforcement Administration. By the time he retired 26 years later, he had been given assignments in New York City, Philadelphia, Miami, Detroit, Washington, D.C., and Kingston, Jamaica. He had also become the special agent in charge of the New York DEA office, and written a book, DEA Special Agent: My Life on the Front Line (Dorrance Publishing Co.; $12), outlining his ascent in a dangerous industry as well as his involvement in the heroin investigations of Harlem drug lords Leroy “Nicky” Barnes and Frank Lucas. His extensive experience working with local, state, federal, and international law enforcement agencies had also prepared him to oversee the changing environment in the area of corporate security.

Today, as vice president of Global Security and Trademark Protection for The

Estée Lauder Cos., Rice is in the ninth year of his second career, managing a team of 31 security executives throughout the world. His responsibilities include playing a key role in the development, implementation, and execution of the companies’ crisis management plan, as well as  investigations, loss prevention, and supply chain security; travel security as employees travel to challenging environments around the world; executive protection; and special event security for special events and launches.

Here he explains how he managed the transition and how his background prepared him for a new opportunity.

How has corporate security changed?
Prior to 9/11, the corporate security industry, for the most part, especially global companies, had a professional in that position, but not necessarily one trained or knowledgeable in law enforcement. After 9/11, the discipline changed dramatically. The terrorist attacks showed that civilians could be the target of terrorist groups. A lot of companies began to look at their

security function at that time. Some of my peers got a bump up and some got shown the door. Corporate executives realized that they needed to hire somebody who really knew that discipline and had strong relationships with contacts in federal, state, local, and international security forces around the world to bring the right information into the company.

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Is intelligence much more coordinated today?
The New York City Police Department and the FBI have corporate security outreach programs, and on a regular basis they will bring together corporate security executives and talk to them about what they’re seeing, what’s going on, and what they should tell their employees. The NYPD has everyone on an e-mail and if there is anything going on in the city, we will get a heads-up alert.

What advantage did your DEA background offer?
The great advantage with the DEA is that it is an international investigative agency.

They have offices in U.S. embassies throughout the world and work very closely with the security forces, police, and military in Asia, Africa, and Europe. I retired in good standing, so I can call on my relationships within those agencies. With those connections, we can get information and bring it back very quickly to the company.

What has been the challenge transitioning into a corporate position?

When I came to the corporate world, I was the special agent in charge of the New York office of the DEA– its largest operational office. My interaction was at the highest level of law enforcement agencies. I was working with several hundred men and women who went through a 17-week academy; they were socialized in federal law enforcement. They knew the mission. They knew the drill. In the corporate sector, it’s not like that. Through networking and through understanding the core mission of the business, I have been able to get buy-in from senior management and employees.

How do you staff globally?
When I came in, the company allowed me to go around the world to interview and hire people in various parts of the world where we have operations. Those outside the U.S. are primarily former law enforcement professionals with strong reputations for success and with strong relationships in their country. Relationships are always going to be important. People are comfortable working with people they know. If there is a terrorist attack or rumors of a terrorist attack in London, the right security persons in place can call their colleagues in the metropolitan police and find out what’s going on. It may not be top-secret information, but enough to bring back to the corporation so they know how to manage safety procedures for their employees. The company has realized how important it is to have first-class security executives looking out for their safety.