Victor Bonfim, Aldra Security COO: Training Minds, Not Just Bodies
In an era where security operations span volatile regions, critical infrastructure, and high-profile individuals, the demands on protection professionals have never been greater. ALDRA ALAMEEN stands at the forefront of this evolving landscape, merging military precision with the adaptability of the private sector. In this exclusive interview, Victor Bonfim—himself a product of both armed forces and law enforcement—shares how the company approaches everything from executive protection and diplomatic security to crisis response and advanced training.
By: Orhan Hadžagić
a&s Middle East: With a background in law and public security, how do you see the evolving intersection between cybersecurity threats and legal frameworks in the Gulf region, and what role does a company like ALDRA ALAMEEN play in navigating these challenges for its clients?
Victor Bonfim: This intersection has become a critical and, honestly, still somewhat nebulous point in the security landscape. On the one hand, digitalization has been advancing rapidly, helping vital sectors develop more quickly and efficiently. But on the other hand, it creates openings for all kinds of threats – from cyberattacks and espionage to sabotage and information warfare.
And this is where a major challenge emerges—one that extends beyond technology and into legal and strategic territory. Security-related legislation is constantly playing catch-up with evolving threats, and in that race, gaps inevitably appear. Things become even more complex when we’re dealing with cross-border crimes, ultra-sensitive data regulation, or perpetrators operating in hybrid environments.
That’s precisely where we come in. Our role is to bridge these three worlds: the client’s day-to-day operations, technological innovation, and the constantly evolving regulatory landscape. We don’t just deliver security solutions – we guide clients in strategic decision-making, based on intelligence and solid governance.
“Regarding veterans, I do not doubt that they remain highly valuable assets in the sector.”
Our work spans everything from advising on internal policies that make sense in the current scenario to setting up coordinated responses to serious incidents – always combining local realities with international standards. Because, at the end of the day, modern security is just that: a game of convergence. And to play it well, you have to think legally, act technically, and react tactically – all at the same time.
Military Minds in Civilian Missions: Why Veterans Still Lead in Private Security
a&s Middle East: Having served in both the Army and Police forces, how has your military background shaped the way you structure training and preparedness programs at ALDRA ALAMEEN? Are veterans and ex-military personnel still considered assets in today’s private security sector?
Victor Bonfim: My history within the Armed Forces and the Police has always been closely linked to the training of people. From the beginning, I was involved in training professionals, from early-stage soldiers to special forces operators, in highly advanced courses. This gave me a clear understanding of how the entire training cycle works, from selection through the construction of technical curricula to knowing exactly what works—or fails—under real pressure.
At ALDRA ALAMEEN, this background has become the foundation for everything we do in the area of training and readiness. Our model is based on doctrine, but with the flexibility that the private sector requires. You can’t apply a rigid military manual in an international corporate environment, where each operation has its reality – whether in conflict zones or in the protection of sensitive assets such as embassies, offshore platforms, or large global corporations.
What the barracks taught me—and what I carry to this day—are five core pillars: discipline, resilience, technical excellence, leadership under pressure, and, perhaps most importantly, adaptability. Especially coming from special operations, I learned that there is no such thing as a standard mission. Each project is a universe: the country, the culture, the language, the type of threat – everything changes. Leadership, in this context, must maintain excellence regardless of the scenario. And this requires operational thinking that is agile, strategic, and well-grounded.
Regarding veterans, I do not doubt that they remain highly valuable assets in the sector. These professionals embody values that are increasingly rare: loyalty, resilience to pressure and stress, and a mission-driven focus. However, the civilian market has its own set of rules. The transition requires humility and adaptation. I myself started at ALDRA ALAMEEN performing very operational tasks. Over time, I grew – leading teams, managing projects, and eventually taking on a more strategic role.
What helped me evolve in the sector was one key factor: mentoring. I was fortunate to be personally guided by our CEO, Lario Lovric, who has extensive experience in international security. This greatly accelerated my adaptation. Today, we make a point of replicating that model within the company. We create development tracks that truly harness the potential of veterans. Many of them are now leading critical projects – not only because of their experience, but because of the mindset they bring.
Ultimately ultimately , what we’re looking for are operators capable of making decisions in high-stress environments, with ethics, preparation, and a strong sense of mission. That’s the kind of professional the modern security market demands – and that’s exactly the kind of people we select and train to work with us.
Not long ago, our work was mostly reactive—something would happen, and we’d respond. Today, with the right tools, we can anticipate patterns, detect anomalies, and adjust entire routines based on concrete, immediate response data.
a&s Middle East: ALDRA ALAMEEN operates across high-risk and sensitive environments such as Oil & Gas and government sectors. What are some of the biggest operational challenges you face when it comes to managing security in these sectors?
Victor Bonfim: When we talk about protecting assets in the Oil & Gas sector or within government operations, we’re not just talking about security—we’re dealing with structures that, if compromised, could impact the entire stability of a country. These are high-value strategic environments, often located in politically unstable regions, with territorial disputes, the presence of hostile groups, and frequently in remote areas where response must be fast and effective, even with limited resources.
The major challenge is ensuring that all this protection operates without disrupting the client’s operation. It may sound simple, but it’s a delicate balancing act. We need to implement robust measures—such as access control, active surveillance, and contingency protocols—without interfering with the client’s routine or causing friction with production, logistics, or strategic operational decisions. And this is only possible when there’s seamless coordination between physical security, field intelligence, and digital response. As I mentioned earlier, threats today come from all directions: sabotage, terrorism, cyberattacks, and disinformation. It’s a multidimensional battlefield.
With Lario Lovrić, Aldra Al-Ameen Security CEO
At ALDRA ALAMEEN, we tackle this with multidisciplinary teams that breathe complexity. Of course, we rely on state-of-the-art technology—but at the end of the day, what truly makes the difference is the quality of our human resources on the ground. People trained to act with precision, in high-stress environments , with situational awareness and a strong sense of responsibility.
Another key factor is interoperability. We maintain constant communication with local authorities, armed forces, civilian agencies, and the managers of the assets we protect. This minimizes miscommunication, helps anticipate problems, and ensures that any response, when required, is fast and well-coordinated.
For me, it all comes down to three words: resilience, anticipation, and adaptability. Without these three pillars, it’s impossible to operate effectively. The environment changes every day, and the threat doesn’t send a warning. What we deliver to our clients is a security structure that works under pressure, adapts in real-time, and—above all—allows the operation to run safely, stably, and without surprises.
We don’t just monitor physical threats—we follow the social, political, and legal landscape.
a&s Middle East: Your biography highlights successful missions in conflict zones. How do you translate those experiences into corporate strategy and leadership within a private multinational security firm?
Victor Bonfim: My experience in conflict zones has changed the way I see almost everything—especially when it comes to leadership and strategy. On the ground, you quickly realize that even the best plan in the world can fall apart in seconds. In that environment, staying calm, making decisions during high-intensity situations, and adapting to the unexpected are no longer optional—they’re basic survival skills. This mindset, heavily influenced by special operations doctrine, is something I intentionally brought into the company.
In practice, this translates into a straightforward operational culture: an absolute focus on the mission, decentralized initiative, and small but highly efficient teams prepared to make decisions and act quickly, based on real-time situational awareness. Our command model is clear in its objectives, but it gives tactical freedom to those on the ground. This allows for speed without losing control. Here, no one waits for orders to act—each operator knows what needs to be done because they’ve been trained to think, not just obey. And that only works with preparation and mutual trust.
Another value I brought from the field—and developed further alongside Mr. Lario—is the importance of presence-based leadership. I don’t believe in commanding by email. I make a point of being present, talking to the leaders of each unit, understanding where the bottlenecks are, and above all, ensuring that the company’s culture is being applied consistently. That creates respect, engagement, and more accurate decisions—because they’re based on reality, not on PowerPoint slides or Excel spreadsheets.
There’s another point that I believe is perhaps the most valuable of all: conflict zones teach you that the human factor is sovereign. State-of-the-art equipment and sophisticated systems help—but without a well-trained, well-led, and purpose-driven team, nothing works. That’s why investing in people is a top priority for us. We hire talent, but we also shape that talent within our culture—with doctrine, discipline, and a strong sense of mission.
Clarity of purpose, leadership with moral authority, and responsible freedom at the front lines are values I learned in the field, refined at ALDRA ALAMEEN, and continue to apply every day.
Our culture goes far beyond procedures—it shapes how we think, act, and react in time-critical operations.
Close Protection Is a Mission—Not a Job
“Here in the Gulf, we maintain a strong presence because we know the terrain, we respect local norms, we understand cultural nuances, and we actively engage with both governments and businesses.”
a&s Middle East: Close protection and authority-level security require more than just operational precision—it’s also about psychological readiness. How do you ensure your personnel are equipped mentally and ethically for such roles?
Victor Bonfim: You’re absolutely right. Protecting an executive or a public authority—whether in normal conditions or high-risk scenarios—goes far beyond knowing how to handle equipment or execute a technique with precision. It’s about being constantly involved in a mission of enormous responsibility, where any slip, no matter how small, can compromise someone’s safety, image, or even life. This demands psychological preparation, maturity, environmental awareness, and an ethics that is impervious to ego.
Our process begins with selection. We look for operators with solid track records—but we don’t rely on résumés alone, because as we often say: paper can say anything. We want to understand the person behind the qualifications and the interview. We assess self-control, emotional intelligence, ethics, and the ability to exercise judgment under pressure. You simply cannot put someone unstable or impulsive in such a sensitive position.
Then comes adaptation to the role. We blend special operations doctrine with our own executive protection protocols, all tailored to the legal and cultural context of each country where we operate. We seek operators who have experienced “stress inoculation”—whether in real missions or high-fidelity training—people who have been exposed to chaotic scenarios and have a brain trained to stay clear when things get rough. That’s what enables our professionals to make the right call when there’s zero margin for error.
Another essential factor is continuous evaluation and training. Our operators undergo regular updates in physical conditioning, self-defense, and armed combat, as unpracticed techniques become a liability. Beyond that, we demand constant situational awareness—operators must fully understand the context in which they’re operating, whether it’s a diplomatic mission, a government event, or the daily routine of a high-profile executive.
We also work with lean, highly cohesive teams. Close protection doesn’t function with large structures or over-command. It works with professionals who operate in full coordination, who read the environment, and who know how to take initiative when needed—without depending on micromanagement. That requires maturity, mutual trust, and intense preparation.
a&s Middle East: The Gulf region is rapidly adopting smart technologies. How does ALDRA ALAMEEN integrate innovation and digital tools in traditional security operations, especially in threat analysis and incident response?
Victor Bonfim: Nowadays, the line between what’s physical and what’s digital is very thin—because everything is connected. At ALDRA ALAMEEN, we see technology as a true force multiplier. It enhances our ability to predict, react, protect, and train with far greater efficiency. And here in the Gulf region, the environment is especially fertile for innovation. Governments and major companies are heavily investing in automation, intelligent systems, and full operational integration.
We follow this transformation closely. We use predictive analytics platforms that help us identify outlier patterns, anticipate threats, forecast social tension points, and even optimize routes using on-the-spot updated data. We also operate an integrated system that tracks human resources, training, and logistics—keeping our operations lean and bottleneck-free. This training management component is something I had never experienced in the police or military. It allows us to monitor each trainee’s technical development, identify achieved objectives, and match profiles to tasks more precisely. This significantly impacts service execution and response time.
Additionally, our systems are designed to interface with those of our clients and local authorities—ensuring smoother integration and faster response when every second counts.
That said, there’s one point I always emphasize to our teams: technology must serve the operator, not the other way around. Even in a digitized environment, our focus remains on the human element. Tactical judgment, ethical judgment calls, and operational awareness are still irreplaceable. The system can show you what’s happening—but it’s up to the professional on the ground to decide what to do with that information.
We widely use smart technologies, but we use them with a clear purpose. They don’t just boost performance—they elevate security to a once-unthinkable level.
At the end of the day, modern security is just that: a game of convergence. And to play it well, you have to think legally, act technically, and react tactically – all at the same time.
a&s Middle East: You’ve been recognized for acts of bravery and strategic excellence. In your opinion, how important is leadership under pressure in today’s private security industry, and can it be taught or is it innate?
Victor Bonfim: Leading under pressure in our world isn’t a differentiator—it’s a prerequisite. Anyone who works in security knows: in many situations, you have just seconds—sometimes not even that—to make a decision that can change the outcome of an entire operation. And when you’re in a high-risk environment, there’s no time to “wait and see.” Either you react with clarity, or the consequences can be enormous—on every level.
Now, is this ability something you’re born with? Look, some people do have a sharper instinct for it, yes. But in my experience, what truly makes the difference is how much you train and how much you develop. Leadership under pressure is something that can—and should—be cultivated. It’s a mix of practice, values, reflexes, and, most of all, mental readiness. You can’t improvise in this kind of role. When chaos takes over, that’s when the real leader steps forward—the one who keeps the team cohesive and focused on the mission, even when everything else is spinning out of control.
But that alone isn’t enough. Leadership is also about culture. Inside the company, leading means being close. It means guiding, correcting, really listening, and being available—especially in difficult moments. I maintain direct contact with all operational leaders personally. I’m not the kind of commander who stays behind a desk. I make a point of spending time on each project, feeling the demands firsthand, understanding the real difficulties, and staying connected to the “men at the front line.”
Another thing we value deeply is developing leaders from within. We’re constantly watching for those who show leadership potential. And it’s not just about their technical background—we evaluate judgment, posture, ethics, communication clarity, experience, and how well they understand the company’s culture. Because, in the end, it’s not only about knowing what to do, but also about being able to make the right decision under pressure—with responsibility and full awareness of what the company expects from its teams.
And there’s one point I consider crucial, which often goes unnoticed: leadership isn’t a one-way street. The weight of responsibility can’t—and shouldn’t—fall solely on those who lead. Subordinates also play a key role in the process. And that’s where culture comes in again. In high-risk environments, there’s no room for misalignment. Any disconnect between client, company, leadership, and team can trigger failures with serious consequences. That’s why the organizational culture has to be alive, clear, and shared. Every professional must understand their role in the system—not as a passive executor, but as someone who contributes, supports, and collaborates with the leader toward a common goal.
a&s Middle East: Given the global ambitions of ALDRA ALAMEEN, how do you manage the balance between maintaining a strong local presence in the Gulf and expanding international operations without compromising quality and values?
Victor Bonfim: Balancing global growth with strong local roots is, without a doubt, one of the greatest challenges for any serious company. And for us, the answer was clear from the start: there’s no point in expanding if it means diluting what makes us who we are. Our logic is simple—every new project, whether in the Gulf or on the other side of the world, begins with one core question: how do we ensure that our values are embedded in every decision and every action on the ground?
The answer lies in three non-negotiable pillars: strong culture, present leadership, and replicable doctrine. Our culture goes far beyond procedures—it shapes how we think, act, and react in time-critical operations. And that’s not something you can improvise. It requires consistent training and a selection process that prioritizes character, alignment, and mindset over just a technical résumé.
Here in the Gulf, we maintain a strong presence because we know the terrain, we respect local norms, we understand cultural nuances, and we actively engage with both governments and businesses. But we never compromise on our core principles: loyalty, competence, and commitment. That consistent posture is what has given us room to grow with stability.
When it comes to international expansion, our strategy is to take our culture with us—we don’t outsource that. Every new contract is closely monitored. We’ve created an environment where even an operator working thousands of miles from our base knows exactly what’s expected, because they’ve been trained in the same language and under the same standards. Our doctrine is solid, yet adaptable. Supervision is constant, but respectful. And that creates a kind of standardization that holds, even across diverse environments.
We also maintain a continuous training system that includes cross-border exchanges. The same operator managing a critical site in the Gulf today might be on a diplomatic mission in Africa tomorrow—and still know exactly how to act. Why? Because they’ve been formed within the same culture of excellence and accountability.
For us, growth isn’t about scale—it’s about coherence. Expanding doesn’t mean copying and pasting; it means adapting without losing our essence.
a&s Middle East: As someone with deep insight into intelligence and protective operations, how do you see the role of predictive risk analysis evolving with the use of AI and big data?
Victor Bonfim: The arrival of artificial intelligence and big data has truly changed the game in how we approach security. Not long ago, our work was mostly reactive—something would happen, and we’d respond. Today, with the right tools, we can anticipate patterns, detect anomalies, and adjust entire routines based on concrete, immediate response data. It’s a fundamental shift in mindset: we’ve moved from “reacting” to “preventing with precision.”
Predictive analysis has become one of the pillars of our strategic model. We work with platforms that aggregate multiple data sources in real time, processed by AI to generate alerts, simulations, heat maps, and risk scenarios. This allows us, for example, to reposition resources ahead of time, reroute safely, or review protocols before a threat materializes.
We’ve also developed internal solutions tailored to the realities we face: auditing systems, incident tracking, access control, field management—all integrated, all behavior- and risk-based. This not only increases efficiency but also enhances transparency and accountability in our operations.
In high-risk areas, this predictive capacity makes a huge difference. If you can forecast an event that might compromise security even a day or two in advance, you’re literally saving lives and preserving strategic assets. That’s what we deliver: anticipation, fast response, and critical thinking based on evidence—not guesswork.
a&s Middle East: Finally, from your experience, what trends do you observe among young men entering the security industry today, what motivates them, and how has the profile of a “security professional” evolved compared to two decades ago?
Victor Bonfim: The profile of the security professional has changed significantly compared to twenty years ago. Back then, it was common to find operators with a nearly exclusive focus on physical skills, limited technical training, and a reactive mindset—the classic “wait for the problem and then act.” Not that this isn’t important today—it absolutely is, and that’s why experienced professionals remain highly valued. But nowadays, the industry demands multi-skilled individuals: people who understand technology, communicate well, apply refined tactical behavior, and—above all—demonstrate emotional intelligence and strong ethical foundations.
What I see most in the young men entering the field today is a genuine desire to be part of something bigger. They’re not just looking for a job. They’re looking for mission, purpose, belonging. And that’s where one of ALDRA ALAMEEN’s greatest strengths lies. Our motto, “We are ALDRA ALAMEEN,” isn’t just a marketing line—it reflects a living culture of collective spirit, shared responsibility, and pride in what we deliver.
Of course, this new generation brings its own challenges. Many are quick to learn technical content but tend to have a lower tolerance for frustration—and that’s something we need to work on. As leaders, it’s our job to channel that energy, shape the mindset, and transform potential into consistent performance.
Our training program goes far beyond operational instruction. We shape behavior and thinking. From day one, each operator understands that we expect discipline, self-control, a sense of responsibility, resilience, and full alignment with the company’s values. We use high-pressure simulations, constant feedback, and place strong emphasis on organizational culture—because, as I’ve said several times in this interview, that’s what sustains performance when pressure hits.
That said, we must be careful. While these young professionals have a strong connection to technology—which is a great asset—we need to ensure they don’t become entirely dependent on it. That’s something older operators understand well and can pass down to the next generation.
This new generation comes in hungry for growth—and when that drive is properly guided, it becomes a tremendous advantage. They’re the ones who will renew the industry, bring fresh perspectives, and strengthen everything we’ve built so far.
When Chaos Hits, the Plan Must Already Exist
a&s Middle East: In addition to the energy sector, ALDRA ALAMEEN also works to protect NGOs, multinational companies, and critical infrastructure in high-risk countries. How do you manage missions involving evacuations, crisis support, and diplomatic protection?
Victor Bonfim: Evacuation, crisis response, and diplomatic protection missions are among the most delicate and demanding operations we conduct—and precisely for that reason, there’s no room for improvisation. These missions typically unfold under extreme pressure, with short decision windows and variables that are completely out of our control: institutional collapse, armed insurgency, natural disasters, hostile populations, logistical breakdowns. It’s the kind of scenario where every minute counts, and every mistake is costly.
We strive to integrate these missions into structured plans long before a crisis begins. With sensitive clients such as international NGOs, multinationals, and embassies, we work with predefined risk scenarios. We identify safe zones, map out alternative routes, establish agreements with local partners, and maintain layered extraction protocols. So when chaos erupts, the plan is already in place—our job is to execute it with precision.
Our specialized cells are composed of operators with real-world conflict zone experience. These are multidisciplinary teams that combine armed security, intelligence, logistics, and crisis communication. Each team operates with tactical autonomy, which allows for rapid and effective response even when conditions shift by the hour.
Another key element is contextual intelligence. We don’t just monitor physical threats—we follow the social, political, and legal landscape. We rely on local sources, predictive analytics, and direct engagement with authorities. This gives us the ability to make surgical decisions in volatile environments.
In diplomatic protection, the balance becomes even more sensitive. Security must be ensured without compromising neutrality or the mission’s image. We act with extreme discretion, ensuring full interoperability with local forces, and always operate under protocols rooted in containment, a defensive posture, and, if necessary, strategic evacuation. The client’s institutional stability is treated as an absolute priority.
Ultimately, our directive is straightforward: protect lives and restore operational continuity in the shortest time possible.
Training for Clarity Under Chaos
a&s Middle East: The company provides training for both state forces and private sector operators. What is the philosophy behind these training programs? And how do you ensure that a professional is technically and ethically ready to operate in extreme environments?
Victor Bonfim: The foundation of our philosophy is simple but profound: we’re not just here to teach techniques—we’re here to train professionals who can make critical decisions under pressure. People who, even in chaos, can maintain clarity, discernment, and responsibility. This applies equally to state forces and private sector operators. The scenario may change, but the requirement is the same: those on the ground must be ready to act.
Our training model is inspired by special forces doctrine, but adapted to the reality of each mission. We work on three main pillars. The first is technical and physical: endurance, mastery of equipment and tools, coordinated movement, and tactical procedures. The second is cognitive: decision-making in high-stress environments, situational awareness, and tactical reasoning. And the third—and perhaps the most critical—is behavioral: discipline, self-control, resilience, and awareness of the impact of one’s actions.
A key differentiator in our method is the use of stress inoculation. We create realistic simulations that place the operator in front of real dilemmas: moral conflicts, deliberate operational failures, loss of command, and ambiguous orders. We want them to feel the pressure before they face it in the real world—because in the field, there’s no space for panic or emotional improvisation.
And one point we do not negotiate: ethics. For us, the security operator is a stabilizing agent. They must have posture, understand human rights, international laws, rules of engagement, and the limits of force. All of this is present in our training. An operator who completes our programs leaves not only technically competent, but also fully aware of the responsibility they carry.
This approach applies at all levels. When we train state forces, we reinforce doctrine and promote interoperability among them. When we train private operators, we shape a profile aligned with the corporate environment—without compromising on rigor. In all cases, the goal remains the same: to deliver a complete professional, someone who knows how to act, think, and decide in extreme scenarios, with technical skill, moral integrity, and mission clarity.
