AMF Armed
Security Services

Georgia's Board of Private Detective and Security Agencies requires that a security company's qualifying agent satisfy one of three pathways: (1) at least two years of full-time supervisory or administrative experience in security operations, (2) at least two years of law enforcement experience with a federal, state, county, or municipal agency, or (3) a four-year related criminal justice degree.

Angel M. Feliciano Jr. satisfies the law enforcement experience pathway by a significant margin. His documented record includes multiple sergeant-level supervisory roles, two international police training deployments, and decades of patrol operations — all directly relevant to company qualification and operations management.

AMF Armed Security Services will operate as a licensed private security company under Georgia's Board of Private Detective and Security Agencies. The company is not positioned as a staffing agency that places guards. It is positioned as a professionally managed protective services firm with documented command standards, trained supervisors, and accountability infrastructure that mirrors law enforcement grade operations.

Georgia issues company licenses to the business entity. Armed security officers must be registered with the state through a licensed company. Unarmed security guards are not required to be state-registered but still fall under board training requirements.

Middle Georgia is an underserved market for professionally managed contract security. Most regional operators rely on minimally trained, low-wage guards without supervisory infrastructure. AMF's retired-officer model fills a documented gap between the national guard staffing companies — who provide coverage but not command quality — and the informal, unstructured local operators who lack licensing, documentation discipline, and client accountability.

The primary geographic territory for year one is a six-county radius anchored in Jones County (Gray), extending into the surrounding Middle Georgia markets where the founder has prior relationships, operational familiarity, and credibility.

The retired-officer model is the company's market advantage — but it must be paired with operational discipline to remain defensible. A retired officer with strong patrol instincts but poor customer service skills is the wrong fit for a commercial client relationship. Each employee must be matched to the right post based on demeanor, report-writing ability, physical readiness, firearms status, and communication skills.

Operations from day one should include a 24/7 call-forwarding system, supervisor rotation schedule, GPS-tracked patrol vehicles for mobile contracts, body camera policy where appropriate, digital incident logging, shift checklists, and documented chain-of-command procedures modeled after law-enforcement-grade accountability standards.

Before taking the first contract, all of the following should be assembled into a single licensing and operations binder — physical and digital. This binder is what you present to a client who asks for proof of licensure, to a county official who asks about your business registration, to a plaintiff's attorney in the event of an incident, and to an insurance carrier at renewal. Gaps in this binder are liability exposure.