Alkermes Pharmaceuticals

Mark Mattar is an accomplished security executive with more than 20 years of experience leading enterprise security, risk management and operational protection programs. Recognized for strategic leadership and innovation, he develops high-performing teams and comprehensive security initiatives that safeguard people, assets and business operations.

Leadership Lessons from Global Security

My experience in global security has reinforced that effective leadership requires adaptability and a real appreciation for regional differences. Each part of the world operates within its own cultural norms, legal frameworks, and business priorities, so a one-size-fits-all approach just doesn’t work.

Because of that, I’ve learned that active listening and a willingness to keep learning are critical. Building trust with regional teams and leaning on their expertise leads to better decisions overall. Surrounding yourself with people who have deep organizational knowledge and different perspectives makes a big difference.

Managing time and expectations across global teams is another big piece of it. Coordinating across time zones adds complexity - not just in scheduling, but in balancing priorities. Global leadership is not just about setting direction; it’s about enabling alignment across people who are operating in very different realities.

Security Risks in a Changing World

While challenges vary by industry, a few stand out across the board. One of the biggest is the increasing threat landscape targeting executives and senior leadership. Geopolitical tension and increasing social divide have made executives, boards, and even their families more visible and more vulnerable to physical threats, harassment, and digital exposure. Executive protection today is a much more critical part of enterprise risk than it used to be.

Another growing challenge is emergency management in a hybrid work environment. Historically, organizations relied on relatively simple ways to account for people during emergencies - physical muster points, clipboard-based roll calls, and designated evacuation or emergency coordinators. Those approaches worked when the workforce was stable and consistently on-site.

Today, that’s no longer the case. Employees move between home, office, and other locations throughout the day, and schedules are constantly shifting. In some cases, even the people responsible for coordinating an emergency response may not be on-site. You really can’t rely on physically seeing people anymore to know they’re safe. Visibility has shifted from physical to digital.

The risk here isn’t just inefficiency. Its inaccuracy. Not knowing exactly who is on-site during an emergency can slow down response and increase risk. What used to be a straightforward process is now much more dynamic and depends heavily on real-time information. Emergency management hasn’t become optional; it’s become more complex and more reliant on data than ever before.

“The role of security is shifting from reacting to incidents to anticipating and preventing them.”

Organizations need to rethink how they approach this by leveraging technology - things like access control data, badging systems, and various mobile tools are available and can be leveraged to get a more accurate picture of where people are. At the end of the day, it’s not just about evacuating a building – it’s about being confident that everyone is accounted for, no matter where they started their day.

Another challenge that continues to grow is workplace violence. It’s something we’re seeing across industries, and it requires a proactive approach that includes awareness, prevention, and coordinated response planning.

Aligning Security with Business Goals

Balancing security and operational efficiency really comes down to alignment. Security teams need to understand what the business is trying to accomplish, and the business needs to understand how security supports that. When both sides are aligned, you get better buy-in and more ownership.

Standardization helps a lot. Having consistent platforms, procedures, and response protocols creates efficiency and ensures a strong baseline across sites. At the same time, you still need flexibility to account for regional differences and local risk.

The most effective security programs are the ones that fit naturally into how the business operates. If security creates too much friction, it won’t last. The goal is to build something that works in practice, not just on paper.

The Future of Security Management

One of the biggest trends is the continued convergence of physical and digital security. Threats don’t stay in one lane anymore, so security programs can't either. Organizations are moving toward more integrated approaches to managing risk.

There’s also a growing reliance on data and automation. Security teams are using analytics more and more to identify trends, improve visibility, and make better decisions. The role of security is shifting from reacting to incidents to anticipating and preventing them.

At the same time, expectations around governance and accountability are increasing. Because of that, physical security is evolving from a reactive, cost-focused function into something that’s more proactive and intelligence-driven. The organizations that do this well are the ones that treat security as a strategic capability, not just a support function.

Advice for Aspiring Security Leaders

For anyone looking to move into security leadership, the biggest thing is understanding the business. You need to be able to show how your program supports broader organizational goals and brings value. Using data and analytics to demonstrate trends and risk is one of the best ways to do that.

It's also important to understand technology. Security is becoming more and more technology-driven, so knowing what tools can do and where their limits are helps you build better, more effective strategies.

Finally, Executive Presence - strong communication skills, confidence and presence really matter. It’s hard to get a seat at the table, but once you’re there, you need to be able to contribute and influence decisions. Strong communication skills go a long way. The people who tend to succeed in this space are the ones who can connect risk, technology, and the business in a clear and practical way.