Businesses must view security as a strategic investment rather than merely a cost centre –Proton MD

ADEKUNMI ODEBUNMI is the managing director of Proton Security Services Limited, a leading integrated security services company in Nigeria. He is a seasoned security professional with more than three decades of experience. Odebunmi has held various positions in the security sector, including roles in Halogen Security and GE Aero Energy. In this interview with CHUKA UROKO, an Assistant Editor at BusinessDay, he offers insights into the security situation in Nigeria; speaks passionately about the organization he leads, highlighting its top-of-the-range services that are technology-led and data-driven, among other security and economy-related issues. Excerpts:

As an expert, what is your perception of security in Nigeria, with banditry and insurgent activities all over the country?

There is insecurity across several parts of the country and we cannot deny that. Let me begin from the Northeast, where a few days ago, it was reported that bandits attacked an army subunit and some soldiers lost their lives. That underscores the continuing security challenges in the country.

Before that happened, the bandits came aggressively, acquiring spaces, land, and territories still around North-East and some parts of North-Central. So that is just telling us that the bandits’ activities in those areas are still very, very active. In the South-East, the situation may be improving.

The boys there are no longer as loud as they used to be. The federal government has done a lot of work in cleaning up the mess in the East. And then in the South West, aside from the infiltration of the region by some Boko Haram elements, now in Kwara State where a king was kidnapped and killed, the situation is not bad.

Again, we’re beginning to see skirmishes of those penetrations into the South West. So, that is just showing in simple terms that the country is not yet safe. But, we still have an environment to continue to do business. And that is why I would say the government also needs to improve in terms of policy initiatives, collaboration within all security agencies, and there must be structured inter-agency communication among all practitioners in the industry.

In the face of all these, how can investor confidence be improved in this challenging situation? What are your thoughts

The question to ask is: What are investors looking for? They are looking for a safe and conducive environment to operate. And that must be transparent enough, not just what they hear.

Before any serious investor comes into your country, he will have heard intelligence about your country. In fact, some will deliberately commission intelligence agencies in your country to really go out and do the needful. They look at how vibrant the market is.

Will our investment be safe? And they go into a lot of things that you might not easily understand as we speak now. So they want to know the environment they are bringing their money into and how democratic such environment is.

I’m not sure how many foreign investors are going o Libya after Gaddafi, or how many of them are going into Sudan. This is because they know they are not under democracy and so free movement and free speech are not guaranteed, and there are elements of insecurity in those areas. So, what do we really need to do in Nigeria is to encourage the flow of foreign direct investment? There must be collaboration among all government security agencies, inclusive of the sector I operate, which is the private security sector.

In what specific ways can the government effectively carry out that task?

In doing this, there must be a visible framework that shows how private security companies can really partner with the government security agencies in terms of intelligence sharing, collaborative training, and exercises. So, in all of these fields, we must be seen to be collaborating together. Also, in terms of technology-driven infrastructure, they must be dependent on us because we are the principal agencies that really work for organizations, businesses, and individuals.

Some experts have canvassed security reforms as part of efforts to strengthen national stability and investor confidence. What do you think?

Nigeria’s security reforms should prioritise institutional coordination, intelligence modernisation, and community-based security models. Investors look for predictability and rule of law. Strengthening intelligence-sharing between agencies, improving rapid response capability, and ensuring consistent enforcement of security policies would significantly enhance confidence. When security institutions operate transparently and efficiently, it signals stability to both domestic and international investors.

Nigeria and the rest of the world live in a volatile and uncertain environment. What measures do suggest for adapting security architecture in this environment?

In a volatile and uncertain environment, Nigeria’s security architecture must become agile, technology-driven, and intelligence-led. This means integrating data analytics, strengthening early-warning systems, and developing flexible response frameworks. Security must also balance protection with democratic principles—ensuring that enforcement respects civil liberties while protecting national economic assets and critical infrastructure.

What’s your take on public–private security collaboration as an approach to tackling security challenges?

Public–private collaboration is essential. Licensed private security operators often serve as the first line of observation across corporate and residential environments. Structured intelligence-sharing frameworks, joint training exercises, and clear operational protocols can create a unified security ecosystem. This allows private security providers to complement national security agencies rather than operate in isolation.

What is Proton’s brand positioning within the evolving security landscape in Nigeria?

We are positioning ourselves as a strategic security partner within the security ecosystem rather than just a guardian company. Proton has evolved significantly. We are an enterprise security solutions provider and technology is the basis for driving everything we do.

So the pillar that holds us is our technology and is our response to incidents that concern our clients or our partners’ facilities. We are expanding into enterprise risk management, technology-enabled surveillance, and intelligence-informed security planning.

And what is our goal? Our goal is to help our clients anticipate threats, protect our clients’ access, and maintain operational resilience in an increasingly complex security environment that we have in Nigeria. That’s how we are already positioned and that is how we want to be seen to be positioned.

What role do you think the organized private sector can play in supporting a more secure and resilient economic environment?

The organised private sector has a critical role in creating and supporting security awareness, regulatory compliance, and investment in protective infrastructure. Businesses must view security as a strategic investment rather than just a cost centre. By collaborating with licensed security providers, supporting community engagement initiatives, and adopting security best practices, companies can contribute to a safer business climate.

What level of innovation and technology would you like integrated into the national security strategy?

Technology should be integrated through responsible governance and clear regulatory oversight. Data analytics, surveillance systems, and predictive intelligence can significantly improve threat detection and response times. However, safeguards must be in place to ensure data privacy, transparency, and ethical deployment of surveillance technologies.

Investment increases operational efficiency and improves service delivery. Tell us about Proton’s investments and what it seeks to achieve.

Proton continues to invest in professional training, compliance frameworks, and security technologies. Workforce development ensures personnel meet global operational standards, while compliance systems ensure adherence to regulatory requirements. Additionally, technology adoption—from monitoring systems to data-driven risk assessments—helps deliver more proactive and effective security services.

In most organisations, there is a problem of bridging policy and field execution. What’s your experience at Proton?

One key challenge in security management is translating policy into operational effectiveness. This requires clear communication chains, regular training, measurable performance indicators, and accountability structures. When personnel on ground understand both the policy objectives and operational procedures, implementation becomes significantly more effective.

How effectively should organisations like yours integrate security and ESG for corporate reputation?

Enterprise security is increasingly linked to environmental, social, and governance (ESG) considerations. Companies are expected to demonstrate responsible risk management, ethical security practices, and protection of employees and stakeholders. Effective security management, therefore, contributes not only to operational continuity but also to corporate reputation and investor confidence.

Like humans, companies are driven by vision, especially for growth. What is Proton’s long-term vision?

Proton envisions playing a long-term role as a trusted partner in Nigeria’s commercial security ecosystem. By continuously improving professional standards, adopting modern technologies, and strengthening collaboration with public institutions and the private sector, the company aims to contribute to a safer and more resilient economic environment for Nigeria.