Director of Security for CCA
Former Marine sergeant and Army National Guard officer locks down success with Corrections Corporation of America.
by Warren Duffie

The crisis had spiraled out of control. Over the course of two days, inmates in a Ponce, Puerto Rico, prison has rioted non-stop. They smashed walls, set mattresses ablaze, and took 13 guards hostage.

In response, Corrections Corporation of America (CCA) — the U.S. company running the prison — dispatched seven platoons of corrections officers to quell the disturbance. One of these teams was commanded by former Marine Corps sergeant (and National Guard lieutenant) Brian Koehn. The assignment: Re-take a housing unit occupied by inmates. Armed with tear gas, batons, and shields, the officers stormed the area and subdued the rioters.

“Needless to say, I was very grateful for my Marine Corps training,” Koehn says. “I was an infantryman and had experience leading troops, so those skills came very handy that day.”

Nowadays, Koehn’s job is a bit quieter but no less challenging. He’s the director of security for CCA — a tall order when you consider that, with 15,000 employees and 63 prisons, CCA is the fifth-largest corrections system in America.

Koehn, 40, normally arrives at the company’s Nashville, Tenn., headquarters at 7 a.m. After checking his e-mails and voicemail, he tackles whatever projects await him. He might have to write a report about tactics used by CCA’s national hostage rescue team, brief someone about the K-9 unit, or schedule the testing of new security equipment, before leaving at 6 p.m.

“No two days are the same,” Koehn says. “That’s the challenge, but also the appeal. What has really helped me in my current job has been the leadership training and discipline I developed in the military — as well as the ability to identify problems and solve them.”

The “Correct” Career for You?
Founded in 1983, CCA is considered the founder of the private corrections industry. It specializes in the design, building, and management of prisons. With 15,000 employees, 62,000 inmates, and $1.15 billion in annual earnings, CCA is eclipsed in size only by the federal government and four states.

One key reason for success has been its employees — particularly veterans like you. In fact, CCA cherishes military veterans as it’s structured much like the armed forces — with a refined chain of command, paramilitary combat-style training, and uniformed officers.

“Candidates with prior military experience have already mastered many of the skills and concepts needed to excel with our company,” says Jenna Slocum, a CCA spokesperson. “We provide veterans with a highly refined chain of command, clear policies and procedures, and an environment that fosters open communication.”

Upon hiring, new hires are trained in areas such as defensive tactics, report writing, hostage situations, search techniques, and crisis intervention. Officers can also be trained on chemical and inflammatory agents or serve on a Special Operations and Response Team (SORT), which subdues riots and other disturbances. Officers can quickly move up the ladder, serving as managers, supervisors, chiefs of security, and wardens.

But career fields span beyond prison guards and wardens. CCA hires teachers to provide basic education, GED prep courses, and vocational training to prisoners. Counselors are needed to help inmates readjust to society through addictions treatment and psychological training. In addition, there are medical positions such as physicians, registered nurses, dentists, and mental health professionals.

Those hired by CCA enjoy a wide range of benefits, including: health and dental, survivor benefits, flexible spending accounts, 401(k), paid time off, and disability benefits.

“CCA is an attractive choice for professionals following careers in the armed forces,” Slocum says. “You can build upon your specialized military training and experience, explore new professional development opportunities, and create a lifelong career. Military personnel have strong records of becoming leaders in our company — leaders who manage our facilities, provide a host of educational and rehabilitative services, mentor the offenders, and train the less experienced correctional staff.”

From Mufflers to the Marines
In 1985 Koehn had no idea he would end up in the corrections industry. He just wanted some direction in life. The St. Cloud, Minn., native was 19 years old and working in a muffler shop — dull, stifling work.

“I wanted to do something with my life,” he says. “And the allure of the Marines — the few, the proud — looked really good. So I enlisted.”

After basic training and infantry school at Camp Pendleton, Calif., Koehn was assigned to the Concord Naval Weapons Station, then the largest naval weapons depot in the continental United States (the inland portion of the station was approved for closure in 2005).

In 1989 Koehn left the Marine Corps to pursue a college degree. He figured it would be smart to return to St. Cloud, live with his parents, and use his G.I. Bill to attend school full time. He served in the Marine Corps Reserve for six months before beginning classes in criminal justice at St. Cloud State University.

While in college, Koehn joined Army ROTC and earned a commission while serving with the Minnesota/Ohio Army National Guard.

“At that time I also determined my career path,” Koehn says. “I had taken a class on privatized prisons. It seemed like a fascinating line of work, and I figured I could embark on a rewarding career that paid pretty well.”

In 1992 fate placed him on his career path. A new privatized prison — the only one in Minnesota — was opening in nearby Appleton. Koehn thought his military background would serve him well during the application process. He was right, and was hired as a sergeant in charge of the monitoring facility that controlled all movement, communication, and surveillance in the prison. Not long afterward, he was placed in command of the prison’s SORT squad.

Over the next decade, Koehn served in other supervisory positions at the prison (which was acquired by CCA in the mid-1990s), as well as at facilities in Ohio and Idaho. In 2003, he was named CCA’s incident response coordinator and transferred to the Nashville headquarters.

In this position, he oversaw the emergency response tactics for three divisions, supervised various SORT unit, and taught instructors in pepper ball, inmate control, and knife techniques. In 2005 he was named director of security.

“This is a dream job for me,” says Koehn, who is a second-degree black belt in Soo Bahk Do Moo Duk Kwan, a Korean martial art. “It’s the result of a lot of hard work.”

And a lot of sacrifice. Koehn took a big pay cut when he started out. His first salary was $7 an hour — much less than that of a Marine Corps sergeant. But, he says, his primary concern wasn’t the money but the chance to gain valuable experience. The cash would come later.

“If I could name one pothole during my transition, it’s that it took me awhile to learn that civilians aren’t Marines,” he says. “You have to soften your approach when dealing with them. Don’t just bark orders. Explain why and how you need something done. I almost got in trouble a few times because my employees were turned off by my approach.”

Koehn’s Advice
When asked for advice on how to create a smooth transition to civilian employment, he offers:

Plan your separation early. “Start at least a year ahead. If you wait until the last minute, you’ll have a harder time finding a job.”

Get an education. “As you move up the career ladder, a bachelor’s degree becomes essential.”

Learn to deal with civilians. “Like I said, they might not like being barked at. Apply what’s great about your military experience — discipline, leadership, work ethic — but leave the shouting behind.”