Frank Elsner is a public safety and leadership professional whose story begins far from the roles he holds today. Born in Germany and raised in Canada from 1965, he grew up between Vancouver and the small town of Oliver, BC. Sports shaped much of his early drive. He played rugby and soccer, and he became the No. 2 wrestler in his weight class in the province. He also earned expert diver certification at 17 and served as student council president, experiences that taught him focus and responsibility.
Elsner entered policing in 1983, starting with the RCMP before moving to the Ontario Provincial Police and then the Thunder Bay Police Service. Over the next 13 years, he took on demanding roles as an undercover officer, detective, intelligence officer, dive master, and tactical team member. He rose to Inspector before moving into leadership positions, serving as Deputy Chief in Owen Sound and Greater Sudbury, and later as Chief of Police in Sudbury. He also held senior roles with the Ontario Association of Chiefs of Police and the Criminal Intelligence Service of Ontario.
While building his career, Elsner returned to school as a mature student, completing a Political Science degree at Lakehead University and later a Master of Public Administration from Western University.
Today, he serves as Chief of Safety and Security for the Natural Factors Group of Companies. He remains active in community service and motorcycle riding, continuing a lifelong pattern of dedication, curiosity, and steady growth.
What is your typical day, and how do you make it productive?
I grew up as an athlete and later worked in policing, so routine is second nature. I usually begin with a short motorcycle ride or a walk. It clears my mind. At work, I spend the first hour reviewing safety reports and checking in with my supervisors. Most of my day involves meeting with teams, visiting sites, and working through plans that reduce risk. I stay productive by making decisions early. Policing taught me that waiting often creates bigger problems.
How do you bring ideas to life?
I start by breaking ideas into small, workable pieces. When I worked undercover, planning had to be simple or it fell apart. I still use that mindset. I talk through ideas with people who see the world differently than I do—engineers, frontline staff, analysts. They challenge the blind spots I miss.
What’s one trend that excites you?
I’m fascinated by how companies are blending human judgment with real-time intelligence systems. In policing, we often relied on instinct supported by partial information. Now, in the private sector, the data comes faster, but you still need people who know how to interpret it calmly.
What is one habit that helps you be productive?
I use a debriefing habit I learned from tactical teams. After every major task or meeting, I take two minutes to ask: What worked? What didn’t? What needs to happen next? It keeps me honest.
What advice would you give your younger self?
Slow down. When I was ranked No. 2 in the province for wrestling, I thought speed solved everything. Later, as a young officer, I rushed decisions because I wanted to prove myself. I’d tell that version of me, “Patience will take you further than adrenaline.”
Tell us something you believe almost nobody agrees with you on?
I believe silence is underrated. People assume leaders must always be talking. I’ve found that quiet moments often reveal the truth—whether in an interrogation room or a boardroom.
What is the one thing you repeatedly do and recommend everyone else do?
Write things down by hand. Not on a phone. Not on a laptop. On paper. I started doing it at Lakehead University when I was a mature student working full time. It forced the information to stick.
When you feel overwhelmed or unfocused, what do you do?
I get on my motorcycle. Riding forces you to be present. There’s something about watching the road ahead that resets the brain.
What is one strategy that has helped you grow your business or advance in your career?
I made a point of accepting assignments no one else wanted—undercover work, dive operations, intelligence files. Those jobs weren’t glamorous, but they taught me depth. Later, as a Chief, that range helped me connect with every unit.
What is one failure in your career, how did you overcome it, and what lessons did you take away from it?
Early in my policing career, I mishandled a briefing. I gave too much detail and not enough direction, and the team went into the operation unclear. Nothing catastrophic happened, but it shook me. I learned to deliver information the way tactical teams operate: brief, clear, and focused on the objective.
What is one business idea you’re willing to give away to our readers?
Someone should build a digital “after-action tool” for regular workplaces. Tactical teams have it, but most companies don’t. A simple system for quick debriefs would improve performance everywhere.
What is one piece of software that helps you be productive? How do you use it?
I use a secure note-taking app that mirrors the old field notebooks we carried as officers. It keeps my thoughts organized by incident, date, and action needed.
Do you have a favorite book or podcast you’ve gotten a ton of value from and why?
I revisit Deep Survival by Laurence Gonzales. It breaks down why some people stay calm under pressure. After years in policing and now working in safety, I find that mindset valuable.
What’s a movie or series you recently enjoyed and why?
I enjoyed Slow Horses. The mix of intelligence work, human flaws, and dry humor feels authentic. Real leadership often looks messy behind the scenes.
Key learnings
- Purposeful reflection after key actions improves clarity and performance.
- Diverse experiences—especially challenging or undesirable assignments—build long-term leadership depth.
- Structured calmness in decision-making often matters more than speed or volume.