Keeping global cash infrastructure secure

How did your military background prepare you for corporate leadership and life at G+D?

The military taught me that collaboration and loyalty is fundamental to the success of any organization, so I would describe myself as a loyal person. The leadership training in the German military is also excellent – you’re trained as a leader from the ground up. You start as a soldier, become a corporal, then a sergeant, then an officer, gaining experience at every level. That prepares you well for management and for understanding how intentions flow down through different levels toward the same goal.

Knowledge-wise, it’s all about risks. In military intelligence, I analyzed what the enemy would plan next and how we could defend against it. I was already dealing with security technology – cameras, intelligence assets, and so on. I still use this knowledge today. The experience also made me much more culturally aware, which is crucial when working on projects across continents with diverse teams and customers.

For the benefit of Spotlight readers, how would you explain what a Global Head of Security does?

Everything we do at G+D is security-related, but of course, I’m not an expert in every area. So I see myself as a facilitator for all the world-class experts across all my teams, making sure they have the information and resources they need to fulfill their different tasks. 

Ultimately, my job is to help my team make thousands of G+D processes more secure. Whether that’s determining the right wall thickness for a vault, or defending against cyber threats targeting our digital infrastructure. It’s a lot of responsibility, but that’s what keeps it exciting.

Compared with the pressure of being in combat zones, securing billions in cash infrastructure must feel quite manageable, no?

I’ve always been able to deal with pressure, so whenever I find myself under pressure or in difficult situations, I rarely think, “I can’t manage this.” In fact, I prefer it most when others say, “I don’t want to lead in this situation; it’s a mess.” That’s when I think, “OK, nobody else wants to do it – what can go wrong? So I’ll do it.” 

Can you share an example of such a situation?

I’m a strong believer in eating your own dog food. What I mean by this is that we sometimes have to travel to challenging regions. When the destination is especially critical, I want to be the first person to visit, so I can assess the risks and situation for myself before we send any other colleague to an area like that. Of course, this is not always possible, but fortunately G+D supports this leadership style and I am able to lead by example.

Nevertheless, there are situations where things go in the wrong direction and we need to relocate colleagues from unsafe conditions. In one situation, we had team members from different countries working in a region where the situation changed quite quickly. Rather than relying on multiple government channels with different response capabilities, we coordinated the relocation ourselves. This is very important to me, because personal security always comes first.

What makes G+D’s approach to large-infrastructure security projects unique?

Our biggest advantage is that we design and operate the sites ourselves, so we know what works and what doesn’t. We take a holistic approach built on four pillars: physical security (think concrete walls and AI cameras), digital security (networks and software), personal security (hiring and protecting our global workforce), and process security (securing operations and logistics).

We have to strike a balance between being as efficient as possible and as secure as necessary. Security isn’t bolted on; it’s part of the design from the start. To do that, it’s important to have all the experts at one table. So when we design a cash center, we sit with architects and operations colleagues from day one to create concepts where security integrates seamlessly into operations.

That way, we know exactly where our BPS^® machines go, how the covers open, where cameras need to be positioned, et cetera. This integrated approach means we can make sites incredibly secure while maintaining the operational efficiency our customers need. There’s probably no other company that can do this the same way.

Is that what made the Angola cash center project such a success?

Angola was a blockbuster for G+D and my infrastructure security systems team – it perfectly demonstrates holistic end-to-end security design. It was 95% greenfield, which meant we could influence the architecture from day one through what we call “security by design.” We brought together architects, operations experts, and my security team to combine maximum efficiency with high security in an aesthetically pleasing building.

The customer (Banco Nacional de Angola) was extremely satisfied with the results, as Angola now has one of the most modern and secure cash centers in the world, with several hundred cameras with petabytes of data storage, hundreds of doors, gates and security sensors distributed across the entire site, all integrated to work as one system, as the eyes and ears of the cash center.

What were the main challenges you faced on a project of this scale?

The major challenge, as is often the case with international projects, was communication. You cannot assume that everyone will speak English, so you have to assume that at least 30% of your messages won’t reach the intended recipient. Close monitoring is essential to close these communication gaps in real time and prevent costly corrections later.

Although this adds complexity, I find the international nature of our projects stimulating. The different cultures mean that there are very different perspectives on problems, which often result in very creative solutions. Of course, as we say in German, you sometimes have to jump over your own shadow – that is, you have to force yourself out of your comfort zone – but that trains your mental openness and flexibility.

What excites you most about leading these kinds of global security-infrastructure projects?

The variety of topics. I get up each morning, never really knowing what the day will bring. I’m constantly learning something new and working with really bright people. My three engineers are among the best in Europe – they really know their stuff. When we meet suppliers or companies that integrate security systems, we usually end up teaching them what they can do better.

I’m also proud of my IT security team. When they interact with our software developers, you can see that the developers understand what they’re saying and think it makes total sense. This always stimulates a lot of productive communication. Working with these genuinely good and bright people really motivates me.

Finally, what do you look for when hiring for such specialized roles?

Loyalty. The team is loyal to every team member, and I expect that loyalty back – it’s not a one-way street. I also look for dedication, but within reason. Some of my younger colleagues are real workaholics, and I have to tell them I don’t want them to burn out in six months because I need them for five, 10, or 20 years.

Of course, when we have a really high workload for a week, I expect them to do what needs to be done, but I want them to feel this balance. It’s give and take.

Published: 14/10/2025