In 2024, the fatal shooting of a UnitedHealth Group executive outside a hotel in New York City prompted many companies to reassess theirstrategies for protecting leadership.

"Broadly speaking, that murder was a watershed moment in the executive security space," said Jordan Arnold, co-founder of Jetty Partners, a New York City-based consulting firm. "It still deeply influences how companies think about protecting their people."

Arnold, a former prosecutor at the Manhattan District Attorney's Office, now offers security-related services through Jetty, including helping companies identify and assess security risks, and scrubbing online data to limit executives' digital footprints.

In a recent interview, Arnold discussed how the shooting has reshaped corporate security thinking, and key questions CFOs and boards should consider as they develop security plans for 2026.

The following Q&A has been edited for clarity and brevity.

CFO Dive: Following the UnitedHealth shooting, there were reports of companies seeking additional security protection. Is that change temporary?

Jordan Arnold: In some organizations, executive protection—including for the C-suite and board members—was not previously viewed as a true business continuity issue or corporate risk. Now, broadly speaking, it has become one. And I think, at least from our perspective, organizations are taking a more comprehensive, proactive approach to protecting their key people. I think first and foremost, it's about humanity.

At the same time, it's also about both caring for the people you need to protect and ensuring shareholders are confident that you're taking appropriate measures to safeguard the enterprise, from a valuation and market position standpoint. So I think there are multiple drivers influencing how executives and boards now think about this issue.

CFO Dive: What does it take and what does it cost for companies to build a strong corporate security system?

Jordan Arnold: The cost, of course, depends on the number of people you're protecting and how complex and layered you want the program to be. The best programs are layered. What we're really talking about is intelligence-driven protection. There is indeed a trend toward companies investing more in threat intelligence, digital monitoring, understanding sentiment expressed online, especially on social channels and platforms, where they're really focusing on predictive indicators, not just bodyguards and traditional physical protection.

CFO Dive: I've seen some estimates that certain S&Pcompanies pay $1 million per year. What does that get you?

Jordan Arnold: It really depends on what the investment is. It can get you any number of physical bodyguards. But again, going back to my earlier point, if they're not benefiting from a team providing them with intelligence—telling them what to be wary of, what real threats might exist—then they may not be getting the value they should from that million dollars, right? So it's a hard question to answer. We have some small business clients whose spending achieves extremely high efficiency... Doing it right is never cheap, that's for sure, but it also doesn't turn the balance sheet upside down.

CFO Dive: So what is the minimum that companies should get in terms of corporate security?

Jordan Arnold: If you're going to make one key investment right now, it's to conduct an assessment to understand "how well are we doing at protecting our people and the organization," and then identify critical vulnerabilities.

CFO Dive: What areas should be protected—offices, residences, conferences attended?

Jordan Arnold: All of the above. The assessment will look at various points of exposure related to organizational operations, personnel movement, and key people. The good news is that this type of assessment benefits not only the C-suite and the board, but in most cases, the entire workforce as well.

CFO Dive: What are some weak links that leave executives vulnerable and can be remedied?

Jordan Arnold: A big one, especially in international travel, is leaving transportation arrangements to chance. This is something we spend a lot of time advising clients on. The transportation they rely on hasn't been properly vetted... Additionally, getting a pre-trip intelligence report—which can be easily prepared—is always a good practice.

CFO Dive: What about conferences?

Jordan Arnold: Conferences provide unique opportunities for adversaries because often the attendees, times, and locations are public... The trend is definitely toward a more security-focused approach to planning such events, in some cases adding security at entrances and placing plainclothes security on the perimeter.

CFO Dive: What advice do you have for executives on staying safe while building their personal brands on social media platforms like LinkedIn?

Jordan Arnold: It's not about not promoting your business, not being publicly visible. It's about making sure you know how to do it in a way that balances the realities of work with the need for protection. For example, there are breadcrumbs everywhere... In some cases, you can take steps to reduce exposure... We systematically help them remove information from online databases, white pages... No one's brand is enhanced or improved because an executive's home address can be easily found through a quick digital search.