Ainsley Close, President, Guardian Security

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Stepping Into the Family Business

Transitioning into a family business is rarely a straight path. Coming from a background in conservation biology, studying butterflies in Vermont, Ainsley was working in environmental policy and public administration. She faced a pivotal life decision in her 30s when her father asked her to step in. This choice shaped the future of the company and her own professional journey.

The challenges were immediate. "Family business transitions are less about specific numbers or sales quotas and more about how people feel," she explains. Ainsley quickly learned that understanding motivations, relationships, and emotions, while balancing operational responsibilities required resilience, patience, and a willingness to learn on the job.

"Kindness, equity, and success guide not only how employees are evaluated but how customers are treated."

Support That Made the Difference

Support came in the form of a peer group that proved transformational. Ainsley joined a Seattle University based peer group led by a business school professor as well as the Family Business Exchange. These sessions offered guidance and camaraderie in a low-pressure environment. "That group was probably the reason I didn’t quit in the early years," she admits.

Building on that experience, Ainsley brought her father to the Family Business Exchange, a program designed to foster dialogue between generations. Unlike conventional consulting engagements, the Exchange provided a non-threatening, collaborative space. The program helped Ainsley and her family navigate succession thoughtfully.

"Kindness, equity, and success guide not only how employees are evaluated but how customers are treated." "It’s not about numbers; it is mostly about emotions. It is the journey of understanding how people feel, honoring what has been built, and finding the ‘spark’ in a safe space to talk about the future."

Values in Action

Beyond succession, Ainsley has been deliberate in embedding her company’s core values into everyday operations. Kindness, equity, and success guide not only how employees are evaluated but how customers are treated. Community-mindedness is central to Ainsley’s approach, extending beyond internal operations to the wider local ecosystem.

Looking ahead, Ainsley is focused on sustainable growth and operational stability. Since she began leading the company, revenue has tripled, and the workforce has grown from 130 to 206 employees. Plans for the future include expanding alarm monitoring capabilities with a secondary facility in Yakima, ensuring redundancy and continuity, and refining technology infrastructure to better serve 20,000 customers with personalized, high-touch service. "We’re combining people and technology to provide a higher level of service than big corporations can," she says.