How Gallagher is redefining security as a strategic enabler

ISJ hears from Gallagher Security senior leaders Mark Junge, Craig Schutte and Spencer Marshall.

For decades, security has been viewed as a necessary expense – an essential but often invisible layer of protection. Now, Gallagher is flipping that narrative, positioning security not just as a safeguard, but as a strategic enabler.

From streamlining operations to enhancing employee experiences and driving smarter business decisions, Gallagher’s leaders are championing a bold shift: Security as a value driver.

In this Head to Head Exclusive, ISJ sat down with Mark Junge, Craig Schutte and Spencer Marshall to explore what this transformation looks like in practice – and why, at Gallagher, security is just the beginning.

1. Security has traditionally been seen as a necessary cost, but Gallagher is redefining it as a value driver. What does that shift look like from your perspective?

Mark Junge (MJ): Absolutely – the traditional view of security as a cost centre is changing fast and rightly so. We’re seeing more organisations recognise that good security doesn’t just protect assets; it streamlines operations, improves employee experience and opens opportunities for smarter, data-driven decisions. At Gallagher, we often say, “security is just the beginning,” and we mean it. Whether it’s reducing operational complexity or unlocking cost efficiencies, we’re helping businesses turn their security ecosystems into something that delivers real, measurable value.

Craig Schutte (CS): I’ve been with Gallagher for 25 years, and for a long time, security was seen as something that sat quietly in the background. But the shift we’re seeing now is exciting. Customers are starting to realise that the right security solution can simplify how they work, help them meet regulatory requirements, improve people’s safety and even elevate staff satisfaction. We’re not just helping them secure their sites, we’re helping them create better places to work and do business.

Spencer Marshall (SM): That’s one of the things that really drew me to Gallagher: The belief that security can and should deliver more. We’re customer-led in the truest sense and that means looking at where security fits into the broader business operation – not just what it keeps out, but what it enables. And when you approach innovation from that perspective, you end up building tools that genuinely make life easier for people. That’s the real value.

2. You each lead different regions, yet Gallagher’s culture is described as unified. What’s the secret to maintaining that cohesion across continents and time zones?

CS: It all comes back to people. We’ve got incredibly capable teams across the world, but more than that, we’ve got people who care – about each other, about our mission and about the outcomes we deliver. That shared sense of purpose creates a kind of natural cohesion. It’s not something we force, it’s something we protect and nurture. And when you trust the people around you, the distance doesn’t matter so much.

SM: Totally agree. I remember my first few weeks – I’d be on calls with Craig or Mark and people from across the globe and, even though we were in different time zones and hadn’t met in person yet, there was this sense of belonging right away. I think that speaks volumes about the culture here. It’s open, it’s collaborative and it’s consistent, no matter where you are in the world.

3. What’s the leadership dynamic like behind the scenes? How does that translate into forward momentum for the company?

MJ: We’re a team of leaders that genuinely enjoy working together and I think that makes a difference you can feel throughout the global organisation. There’s mutual respect, but also a lot of energy, honesty and humour. That makes it easier to tackle the big conversations, to challenge each other in the best ways – and to keep pushing things forward. Our culture is modelled by how we show up for each other and how a diversity of strengths is a team’s best asset. We’ve seen this have a ripple effect.

SM: It definitely does. One of my favourite moments so far was at our awards night during our Global Security Leadership Conference held at our head office in New Zealand in May. Craig and I showed up in almost identical outfits without planning it. It got a good laugh, but it also kind of captured the vibe – aligned without even trying. We’ve got similar mindsets, shared goals and just genuinely enjoy the ride. That energy is contagious.

CS: Yeah, that was a highlight for sure, and a great reflection of how easy and natural the dynamic is. We challenge each other, we support each other, and we have fun doing it. When people see that their leaders are connected and energised, it sets the tone. It says, “we’re in this together,” and it gives people confidence to lean in, take risks and collaborate.

4. Gallagher has launched some major innovations lately like OneLink, the Controller 7000 platform and QuickSwitch. What do these products say about where the company is heading?

MJ: They say everything about where we’re heading and how we’re getting there. These products are the result of deep listening, genuine global collaboration and the belief that innovation only matters if it makes life better for our end customers. Take QuickSwitch, for example. That idea was born in the kitchen of someone on our Americas team. It traveled across the globe – to our head office in New Zealand, to our teams in APAC & IMEA and Europe – and evolved through real-time feedback from every region. That’s customer-led innovation in action. That’s what happens when people are at the heart of everything you do.

CS: The exciting part is that this kind of collaboration is becoming our norm. With Controller 7000 and OneLink – just like QuickSwitch – we’ve seen our teams bring different perspectives to the table and come up with solutions that are sharper, more complete. It’s a powerful thing when innovation is driven not just by engineers, but by people across every region who understand the real-world challenges our channel partners and end customers face.

SM: Exactly. What I love is that none of these products were created in isolation – they’re a direct result of the way we work together. We’re not just ticking boxes or building features for the sake of it. We’re solving real problems across markets and doing it with a level of teamwork that’s rare in this industry. That says a lot about where we’re headed – and how ready we’re for what’s next.

5. When you look at the next generation of Gallagher solutions, what excites you most – as a leader and as someone who cares about customer impact?

MJ: I’m excited by how connected everything is becoming, not just in terms of technology, but in how our solutions fit seamlessly into our end customers’ environments. We’re building platforms, not just products – and that opens up huge possibilities.

CS: For me, it’s the simplicity we’re delivering on the surface, backed by really smart, secure architecture underneath. That balance is hard to achieve, but when we get it right, the impact is massive.

SM: I get fired up seeing how much of what we’re building is directly shaped by what our customers have told us they need. It’s not in theory; it’s driving tangible outcomes and that’s incredibly satisfying.

6. Finally, what would you say makes Gallagher different in the global market?

MJ: I’d say it’s the way we think and what motivates us. Everything we do, from products to partnerships, is grounded in purpose. We’re focused, intentional and ambitious.

CS: It’s our people, hands down. You can have the best tech in the world, but if you don’t have people who care – and deliver – it won’t matter. Our teams show up and they back it up every day with a disciplined approach.

SM: I’d say it’s our experience. When you work with Gallagher, you feel the difference. It’s how we listen and how we make our end customers’ challenges our own. That’s not something you can fake.