George Underwood on leading with purpose, planning, and people

“I didn’t set out to work in security,” George says with a smile, echoing what many seasoned professionals eventually admit.

After a stint as a correctional officer and some time in the nightlife industry, George transitioned into hospital security. It was just a job at first, graveyard shifts, low visibility, and minimal tech.

But then, he got curious.

“When the cameras weren’t working, I’d poke around. I’d read the manuals, troubleshoot on my own, and fix things no one else could. Eventually, the integrators started calling me.”

Curiosity turned into a skillset and that skillset grew into a career.

Over time, George moved from end-user to integrator and back again, working with companies like Siemens before eventually returning to the end-user side to lead security operations for a major nonprofit with a national footprint.

Leading with Clarity

Now based in Washington, D.C., George oversees a distributed network of multiple sites, yet his leadership style remains deeply personal.

“I’m not someone who holds information close to the chest,” he says. “I want my team officers, technicians, integrators, executives to all be working from the same truth.”

His commitment to open communication and operational transparency shapes the way the entire team works..

“If a frontline officer notices a pattern, I want them to say something. Because that insight might be the missing link to preventing a future failure.”

Whether it’s field techs documenting installs or guard staff submitting tickets, every team member is empowered to contribute meaningfully.

Shattering the reactive mindset

In a field known for “fix-it-when-it-breaks” culture, George has made it his mission to get ahead of the curve.

“When I stepped into this role, it was scattered 50 spreadsheets, multiple versions, and no single source of truth. The integrator was running the show, and we were playing catch-up.”

For many security teams, that’s just the way it is. You inherit a patchwork program, juggle operator, technician, and diplomat hats, and improvise fixes on the fly.

It’s a reactive culture, often built around whoever’s been there longest and knows “how things work.”

But George didn’t come from the “always been.”

“I wanted to know: where’s every device? What’s its status? When does the warranty end? How many times has it failed? If I couldn’t answer those questions quickly, then something had to change.”

In a field that doesn’t always reward curiosity, George shows why it matters.

He’s the kind of leader who wants to understand how things work, why they break, and how to make them better. A mindset that blends hands-on problem-solving with strategic thinking has guided him throughout his career.

Whether it was reading camera manuals on the night shift or figuring out how to improve operations at a national scale, George has always leaned into problems rather than away from them.

Mentorship by observation

In an industry where many professionals learn by trial and error, mentorship can quietly shape the direction of a career.

It doesn’t always come in the form of structured programs or formal check-ins. More often, it’s found in everyday moments, shared stories, and a well-timed push in the right direction.

George’s leadership style reflects that approach. It isn’t loud or performative. It’s built on presence, consistency, and conversation.

“I try to be approachable. I talk to the guard force every day. I watch for who asks questions. And when I see someone who’s curious, I invest in them.”

The results speak for themselves. Under George’s guidance, three team members have earned promotions, opportunities they may not have reached without his support and belief in their potential.

“Some people just need someone to believe they’re capable of more. Once you light that fire, it’s incredible what they can do.”

When asked what advice he’d offer to others entering the field, George doesn’t hesitate:

“Come in like a white belt,” he says, borrowing a phrase from jiu-jitsu. “Even if you’ve been doing this for 15 years, act like you’re here to learn.” He follows with a simple but powerful reminder:

“Also, talk to people. All people. The folks above you, below you, across from you. If you can communicate clearly and respectfully with anyone, you’ll be shocked at how far that can take you.”

A final word on leadership

George is the first to say he doesn’t have all the answers. But he’s committed to finding them and sharing what he learns along the way.

“Leadership, to me, means making things better for the people behind you,” he says.
“It’s not about titles or recognition. It’s about leaving the system stronger than you found it.”

In an industry that often rewards command-and-control leadership, George’s approach is quieter, more deliberate and deeply effective.

He’s not just solving today’s problems. He’s building a foundation for others to grow, thrive, and lead in their own right.

And by all accounts, that’s exactly what the security industry needs more of.