Entrepreneurial Spotlight: Marie-Claire Dwek, CEO Newmark Security
Monday, 12 January 2026
In this interview, Marie-Claire Dwek reflects on their journey with Newmark Security, sharing insights into what first attracted them to the business and how it has evolved over time. From navigating global disruption to redefining the company’s strategic direction, they discuss the leadership lessons, challenges and defining moments that have shaped both their personal approach and Newmark’s transformation into a technology- and solutions-led organisation.
Q1) To start at the beginning, what inspired you to be part of Newmark Security, and what initially drew you to the business?
What originally drew me to Newmark was the opportunity to help shape a business with strong foundations but significant untapped potential. It was not just about security hardware. It was about people, data and trust. I could see very early on that Newmark had the ability to evolve into something much more strategic and scalable.
The business sits at the intersection of security, technology and workforce management, which I find fascinating. What inspired me most was the chance to drive change, build long-term value and take the company on a journey from a traditional product-led model to a solutions, and services-driven one.
Q2) Looking at your journey so far, what have been some of the most defining moments for you personally?
One of the defining aspects of my journey has been accepting that business is never static. It is constantly shifting, and you have to be willing to pivot, learn and adapt, often at speed. Each phase of Newmark’s evolution has required a different mindset, whether that was reshaping the strategy, entering new markets or rethinking how we generate value.
Personally, those moments where we have had to step back, reassess and make bold decisions have been the most formative. They reinforced that leadership is not about having all the answers. It is about being open to change and confident enough to move forward when the landscape shifts.
Q3) What challenges have stood out most during your time with the business, and how did you approach navigating them?
There have been several, but the most significant have been navigating periods of major external disruption, from Covid to global supply chain pressures and US tariffs. Each presented a different challenge, but the common thread was uncertainty.
Our approach has always been to stay close to our customers, protect long-term relationships and remain agile. During Covid, for example, we had to adapt quickly while maintaining service levels. With tariffs, we took a creative and collaborative approach internally to absorb pressures rather than pass them directly on to customers.
Challenges do not disappear. They evolve. Resilience, teamwork and flexibility have been key to navigating them successfully.
Q4) Businesses today operate in a constantly changing environment. How have these changes influenced the way you think about leadership and decision-making?
The pace of change has fundamentally reinforced my belief that leadership must be both decisive and adaptable. You need a clear strategic direction, but you also have to accept that the route to get there may change.
I have learned that effective decision-making is not about reacting emotionally to challenges. It is about staying grounded in data, listening to your team and being prepared to adjust course when necessary. Transparency, trust and communication are more important than ever, particularly during times of uncertainty.
Q5) What lessons have you learned along the way that have shaped how you approach your work today?
One of the biggest lessons is that sustainable growth comes from thinking long-term. Short-term wins are important, but building a resilient business means investing in people, systems and relationships that compound over time.
I have also learned the value of surrounding yourself with talented people and empowering them. You do not build a business alone. Success comes from collaboration, shared accountability and a culture that embraces continuous improvement.
Q6) When you think about the future, what excites you most about what lies ahead?
What excites me most is how much opportunity still lies ahead for Newmark. We continue to develop the business, expand into new territories and work with new enterprise customers who value integrated, recurring solutions.
We have built a fantastic team that works incredibly well together, and that gives me real confidence. The evolution of Newmark into a software-led, recurring-revenue business has opened doors we simply did not have before, and I genuinely believe the most exciting chapter is still to come.
Q7) Looking back, what achievement are you most proud of so far?
I am most proud of how we have continually adapted and evolved as a business. Challenges do not arrive once. They keep coming, and the ability to pivot, learn and move forward has been critical.
Transforming Newmark from a predominantly hardware-based company into a software-enabled, recurring-revenue business has been a significant achievement. It has changed how we operate, how we engage with customers and how we think about long-term growth.
The combined result of our hard work as a company is that we have become the driving force behind ‘people flow’ in the workplace – this is an exciting and valuable position to hold across many industries, and this makes me truly excited about the future.
Quick Fire Questions
1) What’s currently at the top of your bucket list?
It is constantly evolving as I do, but right now, a cruise around the Antarctic.
2) If you could instantly acquire one new skill, what would it be?
A photographic memory.
3) Where’s your favourite place you’ve ever visited?
Peru’s Sacred Valley.
4) If you could meet anyone, past or present, who would it be and why?
Margaret Thatcher. She was a formidable character, and I would have loved the opportunity to pick her brains.
