What the firm leaves behind.

Every engagement leaves a document the staff can use without the firm: a checklist, a plan, a card, a report. This page describes each of the firm's documents, section by section, so that a department knows before it signs what it will hold afterwards. One of them, the first-hour card, is published here for any program to use.

Written for: The athletic director first, the director of operations second
Names: No staff or athlete is named in any report. Roles only
Delivery: In person or by video, to the client contact. Never by email alone
Ownership: The department's, in every case

How the firm writes.

Plain sentences. A director of operations should be able to act on a finding without calling the firm.
No names. No staff member or athlete is named anywhere in a report. Roles only, and initials only in the appendix.
Every finding has a remedy. A finding without one is an observation and is recorded separately.
Limits stated. What was not examined, and what the equipment cannot find, is written down. A report that overclaims is worse than no report.
No fear. A program is not under attack because it has gaps. Every program has gaps. The tone is a colleague who has seen this before.
No selling. Pricing for follow-on work goes in a separate proposal, never in a report.

The engagement letter.

Governs every engagement. The department's counsel receives it before any work begins, and it is written so that counsel has little to add.

The client contact. One named person who receives reports and findings. No one else, unless the letter names them.
The engagement. Program, facilities, dates or retainer term, and the fee with its schedule. Travel at cost. Net fifteen.
What the firm does. Advises on and assesses physical, operational and personal security; trains staff and athletes; plans travel security; inspects rooms; helps the department respond to threats. The scope is the service named, and anything else is a separate engagement.
What the firm does not do. No guard or bodyguard services. No investigation of individual employees or athletes. No recording of anyone, no reading of private messages, no access to any account or device without the department's written instruction and the holder's knowledge. Never jamming, interception or covert surveillance of any person.
Licensing. Where a request would require a state investigator's license the firm does not hold in that state, the firm says so and refers the work to a licensed firm or declines it.
The department's part. Access, documents and people reasonably needed; the named contact; anything off limits stated in advance. The department is responsible for how it acts on the findings.
Findings and reports. Delivered to the client contact only, in writing, presented in person or by video. Patterns and remedies, without names. A snapshot of what was examined on the dates stated, with what was not examined recorded. No guarantee that a room is free of devices, that a leak will not occur, or that a threat will not materialize.
Confidentiality. Everything learned about the department, its staff and its athletes is used only for the engagement. Working notes and evidence are kept for a stated period after delivery and then destroyed. The department keeps the reports within the athletic director, the head coach, the director of operations and counsel.
Reporting rules, decided in advance. Immediate danger: 911 or campus police first, the client contact second. A live threat or active surveillance: told to the client contact the same day, by telephone. Anything suggesting harm to a minor: reported as the law requires, and the department told. Evidence of misconduct: reported in writing to the person the letter names, within two business days, and investigated no further unless separately engaged and licensed. The firm does not report to the media, the conference, the NCAA or law enforcement on its own initiative except as the letter states.

The proposal.

Four pages, within three business days of the consultation. It is written to be forwarded to an athletic director who was not on the call.

What the firm heard. The program as described in the consultation, in the department's own terms, so that a misunderstanding is caught here.
What the firm proposes. Two or three options, each with scope, dates and price. One of them is usually smaller than the department expected.
What the department receives. The deliverables, named, for each option.
Investment and the founding program rate. The figures, the reduction for founding programs, and what is asked in return.
Terms, who does the work, and why now for this program. Followed by acceptance and next steps: the engagement letter to counsel the same week.

The assessment report.

Twelve to twenty pages. The summary for the athletic director comes first; the appendix lists every room walked, every document reviewed, and what was not examined, so that no one mistakes the report for a guarantee.

The assessment in detail

One-page summary. Three sentences on the state of the program. The five remedies that matter most, with cost and owner. One sentence on what was not examined.
Scope and method. Dates, facilities covered, who was spoken to, what was inspected and with what, what was out of scope by the department's choice. States plainly that no individual was investigated or recorded.
Findings by area. Six areas in order: facilities, travel, devices and information, people and practice, athlete exposure, incident response. Each finding carries what was found, why it matters, the evidence reference, a severity, the remedy, the owner and a rough cost.
Remediation schedule. Every remedy on one table, ordered by severity and cost, with owners and dates. Most cost nothing. The expensive ones are marked optional.
Rooms warranting technical inspection. Which, why, and on what schedule. Usually fewer than the department feared.
Appendix. Room register, document list, people spoken to by role, and what the report does not cover.

Severity	Meaning	Timing
Critical	A live threat, an active leak path, or a room where the plan is exposed today.	Told to the client contact the same day.
High	Would cause real harm if exploited, and exploitation is plausible this season.	Remedy before the next road trip.
Medium	A gap that a motivated person could use.	Remedy this season.
Low	Good practice the program is missing.	Remedy when convenient, or accept and say so.

The sweep report.

The page most firms omit is the one listing the instruments used and what each cannot detect. The firm's reports lead with it.

Scope. Which rooms, on which date, at whose request, and the threat the inspection was designed against.
Instruments. Every piece of equipment used, by category, and what each can and cannot detect.
Findings. Anything found, photographed in place, preserved, and handed to the client contact with a chain-of-custody note. Usually this page records that nothing was found, and says so plainly.
Observations. Matters that are not devices but bear on security: a door that does not latch, a vendor on a master key, a speakerphone that is always live.
Recommendation. Whether the room warrants a repeat inspection, on what schedule, and whether a partner certification is worth the expense. Often it is not.

The tradecraft curriculum and the device checklist.

Seven modules, delivered in a half day or a full day to the coaching staff, football operations, graduate assistants and equipment staff. Each module ends with something the staff drafts themselves, photographed and handed over. The full-day session adds an afternoon exercise against the staff's own building.

The session in detail

How programs actually leak. The three ways, and the staff's own history.
Signals and the sideline. How signals are stolen, and how to make stealing them expensive. The staff drafts its signal-protection plan.
Telephones, tablets and the plan. The device checklist, completed in the room.
The building and the people who walk through it. Five building habits, owned by the director of operations for the season.
The road. A brief in the half day; an hour in the full day.
Exercise: an afternoon against this staff. Full day only.
The first hour, and close. What each person does when something goes wrong.

The device checklist, as issued

Lock screen hides message previews.
Six-digit or longer passcode, biometrics on, auto-lock under one minute.
Cloud backup reviewed: the plan is not copying to a personal account.
Group chats reviewed; former staff removed; disappearing messages on for plan talk.
Remote wipe enabled and tested once.
Hotel rule: hotspot or password network only.
Who I call if this device is lost, written on the card in my wallet.

The travel checklist.

Left with the operations staff after the first advance, so that subsequent trips can be run without the firm. It is organized by when each item must be done.

At contracting. Who else is in the building that week. Meeting space without connecting doors or shared ceilings. The coaches' floor as a block.
Two weeks out. Room assignments and the key list. The device and document plan: what travels, what stays home. The hotel's security contact and the local police liaison identified by name.
On arrival. Keys counted against the travel party. The meeting room inspected before the first meeting. The staff reminded of the three rules for the hotel bar.
During the stay. Who holds the master. Where printed material goes. The rooming list's distribution.
On departure. The meeting room cleared, the whiteboards photographed and erased, devices counted on the bus.

The athlete briefing and the first‑hour card.

Sixty to ninety minutes, written for athletes rather than for compliance officers, concluded with a card every player keeps. Nothing a player asks in the room goes in a report.

Download the first-hour card

Published for any program to print and issue. The firm asks only that it not be altered.

What a stranger already knows about you. From a telephone, with no special access.
Sextortion. How it starts, how fast it moves, and why paying never ends it.
The bettor in your messages. After a poor night, and why blocking is not the end of it.
The fraudulent agent, the fictitious brand, the copy of you. How to verify an approach.
Doxxing. What is already public, how to withdraw it, and how to keep it withdrawn.
The first hour. The adult who will not panic. Five things to do before you sleep.

The card, in full

Do not pay. Do not reply. Paying never ends it.
Screenshot everything with the username and date visible. Do not delete.
Tell one adult who will not panic. You are not in trouble.
Report it in the app, and at ic3.gov.
Lock your accounts. New password, two-step on, private for a week.
Who to call: the program contact, campus police, and 911 if someone is in danger right now.

The after‑action note.

Produced after any matter handled under the response retainer. Two pages, written so the department can hand it to counsel without editing.

What happened. By category and severity. Never the contents of a message, and never an athlete's name.
What was done, and by whom. By role, with times.
What held and what did not. The parts of the plan that worked, and the parts that were improvised.
Recommended changes. To the plan, the contacts or the training, with owners.

The documents are the deliverable. The consultation is where they begin.

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