Spring 2024

Insights

David Johnston, Collaboration, and NRF PROTECT

CRO: The Next Role for LP Execs?

The Power of the Command Posture

Plus: Who's the Best Interviewer of Them All?

THE LOOTERS ARE COMING!

It’s time for retailers to prepare for more unrest.

Organized retail crime (ORC) is sucking the life out of retailers. In an

Organized retail crime (ORC) is sucking the life out of retailers. In an industry with already thin margins, businesses are forced to increase security measures and prices, reduce hours, and even close stores.

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Our platform is proven to decrease crime and increase safety. See the results from a recent study by LPRC.

1. nrf.com/media-center/press-releases/shrink-accounted-over-112-billion-industry-losses-2022-according-nrf

archivesdaily/2023-Midyear-ORC-Report.html 3. businessinsider.com/stores-closing-in-2023-list 4. nrf.com/research/national-retail-security-survey-2022

/research/national-retail-security-survey-2019 6. retaildive.com/news/retail-shrink-the -changed-little-in-2022-nrf/694844/#:~:text=On%20par%20with%20previous%20years,27%25%2C%20per%20the%20report.

retaildive.com/

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Trlica

Too Busy to Develop Yourself? Book an Appointment

Spring is here. For some, that means new growth or awakening. Depending on your part of the country, things that were asleep are now rousing, like tulips, cherry blossoms, magnolia trees, or cuddly bears. In retail LP, shrink plans are in full swing, and driving results through audits, training, and investigations are underway. There’s a lot going on, and it can be easy to put your head down and focus on what is right in front of you. Next thing you know it will be Q4. Here’s my challenge to you: take time to engage with what’s happening outside your company. Much like bears coming out of our hibernation caves, we need to look around and sniff the air a bit.

Volunteer.

Your

expertise is needed, and don’t worry— it’s not always a big commitment, so do what you can. Volunteers make much of what you see at industry events possible.

How do we do this while keeping up with our demanding jobs and juggling other priorities? Someone in my life frequently reminds me, “If it ain’t on the calendar, it ain’t getting done.” Look at your calendar and schedule time to do those things that make you well rounded. Schedule a daily and weekly time to read industry news. Attend webinars on new topics that feature new leaders and ideas.

Start that LPC, LPQ, CFI, or other coursework you’ve been putting off. Put it on the calendar and make your study time non‑negotiable. Join a cohort! Volunteer. Your expertise is needed, and don’t worry—it’s not always a big commitment, so do what you can. Volunteers make much of what you see at industry events possible. It’s a great way to meet others, expand your coalition building skills, get your name out there, and help worthy causes.

Stefanie Hoover, CFI Editor-in-Chief

Your expertise is also needed to keep the industry informed. Write an article for LP Magazine. When I go to meetings at various venues, one of the things I most look forward to is the numerous people who have ideas for articles. They passionately share their thoughts with me, and when they finish, I tell them to write about it. No one knows LP better than the practitioners. We will help you if you don’t know where to start. In fact, we have some new contributors in this edition; their fresh voices and ideas—and yours—are crucial to keeping LP Magazine at the top of its game. Can’t find the time to write? Schedule it.

Sign up to attend an industry conference and lock it in. When you’re there, don’t take conference calls or outside meetings, block your calendar. Your company is investing in you to attend the show, so make the most of it. Be fully committed and engaged. Articles in this issue from the NRF and RILA will shed more light on the tradeshows and what’s new. Lastly, pick up the phone and check in on your friends in LP at other companies. When I see the caller ID from one of my LP friends, it makes my day. A good laugh is sure to ensue as we catch up, and I always learn something. Making time for the little things can make all the difference.

Juggling is an art form that takes practice. Objects of varying sizes and importance take special focus to keep aloft. You may not get to everything I mentioned every day, week, or even month. But if you schedule it and focus on the small things and the big ones, in the long run, you’ll reap the rewards.

Powered by The Loss Prevention Foundation

President Caroline Kochman

Caroline.Kochman@losspreventionfoundation.org

Vice President, Editor-in-Chief

Stefanie Hoover, CFI StefanieH@LossPreventionMedia.com

Editorial Director Jacque Brittain, LPC JacB@LossPreventionMedia.com

Managing Editor Digital Courtney Wolfe CourtneyW@LossPreventionMedia.com

Assistant Editor Allie Falk

AllieF@LossPreventionMedia.com

Retail Technology Editor Tom Meehan, CFI TomM@LossPreventionMedia.com

Contributing Writers

David Johnston

John W. Jones, PhD

Michael Loox, CFI

James Martin, MS John Matas, CFE, CFCI David Thompson, CFI Jack Trlica

Design & Production SPARK Publications info@SPARKpublications.com

Creative Director Larry Preslar

Advertising Strategist Ben Skidmore 972 587 9064 office 214 597 8168 mobile Ben@PartnersPR.com

Subscription Services New or Change of Address LPMsubscription.com or circulation@LossPreventionMedia.com

Loss

Jennie Anderson Vice President, Loss Prevention, Safety, Security, and Environmental, AutoZone

Scott Glenn, EDJ, LPC Vice President, Asset Protection, The Home Depot

Bobby Louissant Global Security Program Manager, Meta

Mark Stinde, MBA, LPC Vice President Asset Protection, Casey's

Marty Andrews, CFI Vice President, Loss Prevention, VF Corporation

Robert Holm Director, Global Safety and Security, McDonald’s

David Lund, MBA, LPC, CFI Vice President, Loss Prevention, DICK’S Sporting Goods

Rick Beardsley Senior Director of Loss Prevention and Safety, At Home Group

Seth Hughes Divisional Vice President, Asset Protection and Risk Management, REI Co-op

John Matas, CFE, CFCI Director, Global Fraud, Risk, and Compliance Operations, Etsy

Cloud Group Senior Vice President, Loss Prevention, Ross Stores

Dan Moren Senior Manager, Starbucks

Richard Peck, LPC Senior Vice President, Loss Prevention, The TJX Companies

Siemers, CFI Vice President, Global Protection Services, Tiffany & Co.

LPM's Editorial Board is composed of some of the loss prevention and asset protection industry's top executives from a wide range of retail sectors. These senior executives provide guidance to the LPM team on article topics and industry issues that are of current concern and interest to LP professionals. To learn more about the Editorial Board, contact Stefanie Hoover, CFI, at StefanieH@LossPreventionMedia.com.

Hank

Ray

Carmen DuBose, LPC, CFI Senior Director of Asset Protection, Hibbett /City Gear

Scott Draher, LPC Vice President, Asset Protection, Safety, and Operations, Lowe’s

Christyn Keef, LPC Vice President of Asset Protection and Safety, Walmart

Mike Lamb, LPC Vice President, Asset Protection and Safety, (Ret.) Kroger

Michael Limauro, LPC Vice President, Global Asset Protection, Whole Foods Market

Rhett Asher SVP, Community Relations and Partnerships

Bobby Haskins VP, Retail Partnerships

James Stark Segment Manager, Retail

Stephen B. Longo VP, Strategic Initiatives

Stuart Rosenthal VP, Global Sales

Tom Meehan, CFI President

Chris Reene Head of Commercial

Craig Greenberg Chief Commercial Officer

Vy Hoang Chief Customer Officer

Dave Sandoval President

Alix Arguelles Director of Product

Ned McCauley Director, Sales

Tony Sheppard, MSM, CFI, LPC VP, Retail Risk Solutions

Amit Kumar Founder/CEO

Scott Thomas National Director for Signature Brands

Cita Doyle, LPQ, LPC VP, Sales and Marketing

Jack Ashton VP, Strategic Development

LPM's Solution Partner Board is composed of the magazine's strongest solution provider supporters. These executives provide their counsel on how the magazine can better advance and serve the loss prevention and asset protection industry. To learn more contact Ben Skidmore at BenS@PartnersPR.com.

Matt Kelley, MBA Head of Retail, Go To Market

Robb Northrup Director, Marketing Communications

Jordan I. Rivchun Head of Business Development

Rex Gillette VP, Retail Sales

Join these great companies as an LPM corporate sponsor. Email Editor@LossPreventionMedia.com for more information.

THE LOOTERS ARE COMING!

Widespread protests and looting shocked the nation and rocked retail in 2020. As a contentious presidential election draws near, it’s time for retailers to prepare for more unrest.

By Courtney Wolfe

Looting is a word that can evoke passionate feelings. For most, it likely conjures images of broken windows, crowds of bodies fighting over TVs, violence, and chaos. For some, it could bring a sense of pride, of people coming together to fight for a just cause. But for retailers, looting brings an intense feeling of fear: fear for their employees, their customers, their bottom line, and their livelihood.

While looting isn’t an issue retailers are forced to think about as often as organized retail crime or petty shoplifting, it is one of the most devastating things that can happen to a brick and mortar establishment. Smash and grab burglaries, too, run in a similar vein of risk and repercussions.

“[Looting and smash and grabs] continue to be a major issue affecting retailers today,” said Jeff Franson, founder of DefenseLite. “Storefront and brand damage, loss of inventory, and negative employee impact all lead to significant expenses to retailers both in hard dollars and in ancillary damages, including escalating insurance costs.”

Brad Campbell, president and founder of Riot Glass, said that based on feedback from his clients, looting and smash and grab incidents have surpassed “any previous records” and continue to escalate.

“Our growth year over year has been exponential as retailers discover solutions to slow and thwart brazen crimes with physical security measures,” he said.

NGS CEO James Beale has also seen massive growth in proposal requests for his company’s solutions aimed at forced entry mitigation.

“This is still a big issue, not only in cost but also in its impact on staff and customers,” Beale stressed.

Many of these businesses that offer solutions to looting and smash and grabs became vital in 2020, when a rash of mass looting incidents spread across the country, documented for all to see on news broadcasts and social media.

Hindsight Is 2020

Four years ago, the COVID 19 pandemic, a presidential election, and built up racial tensions combined to create a perfect storm of instability and unrest in the United States. All of this came to a tipping point on May 25, 2020, when police officers killed 46-year-old George Floyd, a black man, in Minneapolis.

Shortly after his death, a video of Floyd saying he couldn’t breathe while Minneapolis Police Officer Derek Chauvin knelt on his neck for more than nine minutes went viral, outraging millions of Americans who had already been cooped up for months because of COVID 19.

This outrage swiftly turned into action, as tens of thousands of people swarmed the streets to protest the injustice in at least 140 cities nationwide. Many of these protesters were peaceful, but some vandalized police vehicles, and set fire to or looted businesses. As things

“[Looting and smash-and-grabs] continue to be a major issue affecting retailers today. Storefront and brand damage, loss of inventory, and negative employee impact all lead to significant expenses to retailers both in hard dollars and in ancillary damages, including escalating insurance costs.”

Jeff Franson

marchello74 / shutterstock.com

progressed, then President Donald Trump tweeted “When the looting starts, the shooting starts,” and moved into an underground bunker.

The unrest continued, protesters clashed with police, and people died. City leaders pivoted from supporting the protests to working to stop them, even enforcing curfews. Minneapolis Mayor Jacob Frey tweeted, “What started as largely peaceful protests for George Floyd have turned to outright looting and domestic terrorism.” Police departments were overwhelmed, and with retail crime falling at the bottom of the response totem pole, retailers were left to fend for themselves, with some mom and pop store owners guarding their stores with weapons in hand. Many businesses that looters attacked never reopened.

The vandalism and looting born out of these protests cost the insurance industry at least $1 2 billion, surpassing the 1992 Rodney King riots in LA as the most expensive damage in insurance history, according to a report from Axios.

“This was the retail storefront 9/11 event—a complete disaster in every major city across the US,” Franson said. “Retailers had spent decades protecting stores from traditional smash and grab crime. These efforts mostly failed miserably under this new type of criminal activity. Stores were not prepared for excessive rioting and slow or no police response time.”

Vice President of Business Development for Indyme Solutions Hedgie Bartol, LPQ, LPC, said that these incidents sent a shockwave through the industry.

“It terrified employees and impacted retailers to the degree of shuttering stores and having to invest in more tactical solutions such as bollards, glass that is extremely difficult to break, etc.,” he said.

Campbell said the 2020 riots were devastating, not only because of the physical damage to the stores and loss of merchandise but because of the emotional toll on employees and the LP and construction managers who suffered many sleepless nights in the aftermath.

“Like a hurricane or other natural disaster, post riot triage is chaotic and unsettling for all involved,” he explained. “Glass vendors are overwhelmed, as are board up services, and other vendors needed to restore storefronts and other damaged property quickly. Customers are also affected by the news and slow to return.”

“Like

a hurricane or other natural disaster, post-riot triage is chaotic and unsettling for all involved. Glass vendors are overwhelmed as are board-up services and other vendors needed to quickly restore storefronts and other damaged property. Customers are also affected by the news and slow to return.”

Brad Campbell

Tony Sheppard, MSM, CFI, LPC, vice president of retail risk solutions at ThinkLP, was working as a director of LP and ORC at a large retailer at the time of the lootings and remembers watching the stores he took so much pride in burning down to the ground.

“The biggest thing is, if you get any indication that things are going to happen, you want to close and evacuate the store so people don’t get hurt,” Sheppard said. “Monitor social media, and just pay attention to what might pop up. Reach out to law enforcement, but [in 2020] things were so widespread they didn’t have the manpower to keep up in most cities.”

What made matters worse was the fact that many stores deemed non essential by the government had already been closed for a long period of time when the lootings began, Sheppard added, making them even more susceptible to attack.

“I believe [the incidents of 2020] underscored the need to reevaluate how retailers protected themselves from forced entry,” Beale said. “Retailers

had to examine the storefront security systems and products they were using post construction on the LP side and the measures being adopted on the design and construction side.”

Ultimately, 2020 served as a massive wake up call for the industry.

“Retailers understand they will be hit again, and many are making the investments needed to build more robust solutions into their designs and security plans to keep the bad guys out,” Franson said. “We were never busier responding to the new demand. Today, we are working with our partners to get in front of the problem and not be reactive.”

One City’s Story

Of the 140 cities affected by the civil unrest of 2020, each has its own unique story detailing how the protests unfolded, and how law enforcement and government officials responded.

Chicago, the third largest city in America, is, of course, one of these cities. Known as a melting pot of different cultures, it is also a city steeped in controversy and racism, and it remains one of the most segregated cities in the country, making racial tensions especially high.

Another factor that intensified the impact of the protests in Chicago is that many of the city’s high end retail stores are located in just a few areas.

“In Chicago, you have the Magnificent Mile, so you have a lot of lucrative targets in a very small area,” Sheppard said. “In other cities, things may be more spread out, or there may be fewer lucrative targets in the same area. If you’re a criminal and figuring out where you’re going to go, you want the biggest bang for your buck.”

Thankfully, the city had already started preparing for this type of event before May of 2020. By then, Sgt. David Neberieza with the Chicago Police Department (CPD) was working on a specialized unit inside the Detective Division which had started to improve how they manage digital evidence recovery in investigations—collecting video footage, analyzing cell phone records, investigating social media, etc.

“The city has a pretty intricate camera system, and that’s a big component of it all,” Neberieza said. “We refined our craft for collecting video, we established protocols, and having all of this in place propelled us to succeed when [the civil unrest of 2020] happened.”

Installing glass that is difficult to break is one way to protect your store against looting and smash‑and grabs.

When George Floyd was murdered in May and protests broke out in Chicago, Neberieza says more than seventy-five buildings and ten to fifteen police cars were set on fire. Afterward, he was a part of the group that tried to gather video evidence to investigate the fires. This turned out to be harder than expected, though, so the team created more protocols for handling future incidents.

These protocols were put to the test when, just a few months later, Chicago erupted into an even more intense display of civil unrest when misinformation about police shooting a black child spread like wildfire.

“Misinformation turned into civil unrest, and we had a perfect storm that led to people looting,” Neberieza explained. “In August these groups went downtown and were hanging out on the lakefront, which turned into a gridlock. It kept growing to a point where every street was gridlocked.”

Partly because of the gridlock, CPD was unable to send additional forces

down to the scene of these crimes, leading to mass chaos.

“It seemed like people were opportunists—they had tools in their cars, they were telling others to come there on social media, and people were leaving and coming back,” Neberieza said. “By Sunday morning, it had ended, and on Monday morning, the chief of detectives rallied everyone to get in a room, and right then and there, he started talking about creating a looting task force.”

"If you don't have a relationship with law enforcement, you won't be successful."

Sgt. David Neberieza

Just a few days later, the task force was operational and hard at work pulling video from private businesses.

“This was a great opportunity to implement a strategy from what we had learned back in May,” Neberieza said.

“We had multiple officers and detectives specially trained in working with digital evidence and created a system for recovering video, searching for footage online, working with other detectives who investigate social media, and then creating spreadsheets identifying how we were going to memorialize everything.”

One of the greatest success stories out of these efforts was the task force’s work in informing the community of its existence, and that they were looking for information from businesses that were affected.

“If they didn’t call in and create a police report, we can’t investigate them,” Neberieza added. “These big retailers have loss prevention managers, and they may report their losses to their bosses, but if they don’t reach out to CPD, we can’t start an investigation. So, we put out a call to the community with a new email address for the task force and a phone line. When that went out, hundreds of emails started coming through from close to 300 buildings.”

With all of this evidence, the newly formed task force could start completing

Protecting HIGH VALUE products in real time

by monitoring their position and movement

case reports, and within weeks, they had created a smooth system for identifying criminals.

“A great part of this was working with the retailers and creating a network of communication with them,” Neberieza said. “The relationships I made in the weeds there are still helping us to this day. Building relationships between law enforcement and retail is imperative in this realm, especially because the retail crime blew up.”

Tony Sheppard was one of these retailers Neberieza formed a relationship with at this time—a meeting that Sheppard calls “a fluke.”

The retailer Sheppard was working for was using GPS trackers on products, but they didn’t have a very good success rate in Chicago at the time. He scheduled a meeting with CPD to understand what was going wrong, and the meeting turned into a two hour crash course on ORC. Neberieza explained what they were attempting with the task force, and Sheppard shared his viewpoint as a retailer.

“It was really about sitting down and talking about what I had done for the last fifteen years working with other law enforcement agencies,” Sheppard said. “They already had a pretty good system going on; they were already bringing in people they had caught for looting. I just gave him my opinion. I was very impressed with what Chicago was doing.”

Neberieza said working on the task force really opened his eyes to what retailers have to deal with regarding crime—a realization that has continued to impact how CPD handles retail crime.

“If you don’t have a relationship with law enforcement, you won’t be successful,” Neberieza said. “Through speaking with Jac [Brittain of LPM] and Tony, going to retail conferences, etc., those connections helped everyone, and it’s a model going forward.”

In the end, Neberieza said CPD was able to make around 100 arrests related to the looting incidents in August that often led to convictions of more serious crimes.

“People think they’re stealing perfume, but they’re also dealing with financial fraud, weapons, narcotics, and more when you look at the whole picture,” he said.

The task force was consumed with investigating the August incident through April of the next year, when they finally called it. From there, they started working to establish a permanent ORC team.

“We went to the CLEAR Conference in 2021 to do a presentation and get the ball rolling, and we finally formed a team,” he explained. “The team wasn’t operational until 2022, and since then, they’ve had some great success stories. It really is a credit to all the personnel involved with the CPD ORC team from top to bottom. They have done a tremendous job—they work very hard for the retail industry.”

An Ounce of Prevention

You may think widespread looting like what we saw in 2020 will never happen again (or at least until after you retire). But the truth is that these incidents are more likely than you might think. Philadelphia just experienced a two day looting incident last October where people armed with hammers and axes were breaking into businesses, stealing thousands in merchandise.

Many cities have formed ORC task forces since 2020, similar to Chicago, but rather than relying too heavily on law enforcement, LP professionals should take a proactive approach to protecting their stores against looting and smash and grabs.

Especially with what will likely be a highly inflammatory election coming this year, retailers need to start preparing for the worst, even if they insist on hoping for the best.

“If you haven’t already, get ready,” advised Brad Campbell. “This problem is not going away anytime soon. In fact, it is getting worse and more widespread as more criminal groups figure out that the risk/reward of soft on crime policies is in their favor. We have a contentious election to get through, and the closer we get, the harder it will be to get work done in time for the most vulnerable months ahead. Business has already been picking up exponentially.”

Beale added that protecting brick‑and mortar locations goes far beyond installing surveillance cameras—rather, buildings need to be built with the threat of looting in mind

“As they say, an ounce of prevention is worth a pound of cure,” he said. “I would suggest retailers have open discussions with the various stakeholders in their facility, loss prevention, and design construction departments to evaluate what they are doing at the time of construction, and whether that is suitable or needs to be adjusted based on specific market risk profiles and historic event data.”

Beware of flashy technologies with large promises, though.

“Talk to peers in LP and find out what works and what is simply security theater,” Franson said. “Talk to vendors that have been around the block and haven’t rushed into the access control space. You can’t beat a vendor that’s got real field experience—both good and bad. Buy the systems that are going to work all the time. Don’t sacrifice performance by going cheaper. Buy once, cry once.”

Investing in physical solutions to looting is important in preparing for potential unrest, but allowing your team to work with law enforcement to stop these brazen criminals in the aftermath of incidents is equally as important.

“There was an idea that this was only a flash in the pan fad and then it would end,” Neberieza said. “One of the things I told the ORC people I was dealing with was that we need a couple things off the bat: file a police report and submit your video footage, and we need a point of contact that will meet with a detective, sign complaints, and appear in court. This type of stuff is here for a while and it’s up to law enforcement and retailers to figure it out together.”

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By David Johnston

Jason Dixson Photography

Today’s retail landscape is challenged by a multitude of unmatched risks, threats, and events. Global conflicts, political instability, and natural disasters are impacting assets and people locally and abroad. Digital and e commerce fraud vectors have intensified with greater convergence between physical and cyber related actors and loss. Manufacturing and supply chain disruptions and organized criminal activity are also impacting business operations. While these individual challenges are not new to retailers, the frequency and degree of concurrent events have collectively created a new dynamic across the industry. It’s more important than ever that retailers focus on utilizing our strengths and ensuring we remain ahead of future threats.

Convergence Requires a Broader View of Today’s Risk Environment

Retail plays a vital role in our nation. A leader in innovation, job creation, and contribution to our national economy, the retail industry generates $5.3 trillion in US GDP. Retail is the country’s largest private sector employer, supporting and providing first job opportunities and career pathways across various industries.

Retail is also integral to our national security. Providing our nation with access to food, clothing, and medicines, we must ensure that products remain available, protected against tampering, and sold through channels that instill constant trust and confidence within the public. Today’s threat environment has expanded beyond physical store locations. Omnichannel threats have increased the convergence between physical, digital, and cyber domains. Data breaches, account takeovers, false digital personas, and automated bot attacks are engaged across in store BOPIS and BORIS capabilities, gift card schemes, and all forms of fraud within mobile, digital, and online platforms. Undetected vectors can cause great loss in a short period of time.

Global and domestic issues related to conflict, weather events, natural disasters, and geopolitical division have escalated risk frequency throughout the world. Business continuity challenges include supply chain and manufacturing disruptions. Transnational ORC activity

involves correlation to national security issues including human, drug, or weapon trafficking.

Detering bad actors today requires multiple disciplines and functions within a retailer to recognize, develop, and implement mitigation strategies. For asset protection professionals, this requires a broader view of how their role must monitor, recognize, and be a leader of security risk across the enterprise.

The Value and Strength of Industry Collaboration

As threat actors and vectors continue to evolve, so must our industry so that we can remain ahead of today’s issues and tomorrow’s threats. Retailers and industry partners must build upon their strengths as a collective group to tackle what lies in front and ahead for our industry.

The National Retail Federation's (NRF) loss prevention community works with retail LP and AP professionals, law enforcement, and government agencies to protect retailers, people, assets, reputations, and brands. These groups deliver best practices and benchmarking and support the efforts of the NRF Loss Prevention Council, which includes leaders across all retail segments and sizes to provide direction, strategy, and forethought to the role of LP and AP.

“

Being a member of NRF’s Loss Prevention Advisory Council and an active participant of NRF PROTECT affords me opportunities to collaborate with other industry leaders on emerging risks and mitigation strategies while keeping abreast of leading edge and innovative technologies to help address our everchanging risk landscape. ”

Rob Holm, Director, US Security, National Operations Business Services, McDonald’s USA, LLC

As the leading authority and voice of retail, NRF has long advocated for Congress to provide law enforcement funding and resources to combat ORC.

The INFORM Consumers Act, which went into effect in June 2023, brings transparency to online marketplaces by requiring them to verify the identities of high volume third party sellers.

However, market transparency alone will not stop ORC, which is why NRF strongly supports the Combating Organized Retail Crime Act. The legislation would establish a new Organized Retail Crime Coordination Center to align counter ORC activities nationally and internationally by developing national level ORC intelligence, facilitating information sharing and cross agency investigations, and serving as a center of expertise for training and technical assistance.

NRF was recently honored with the Reed Award for Best Lobby Day in recognition of Fight Retail Crime Day on Oct. 26, 2023, which convened retailers, including LP and AP professionals, in the nation’s capital in support of bipartisan legislation to address organized retail crime. As a result of this day of action, more than 130 bipartisan lawmakers have publicly supported the Combating Organized Retail Crime Act.

In addition to efforts in Congress, NRF has worked closely with state retail associations, state lawmakers, local law enforcement, and news media across the country to draw attention to ORC. The effort has been successful, with eighteen states and the District of Columbia acting since January 2022 to address ORC by updating definitions, adopting sufficient criminal penalties, allowing for aggregation of multiple thefts, or creating ORC taskforces led by state law enforcement.

NRF also supports ORC alliances and other regional task forces that bring together law enforcement, prosecutors, and retail investigators. NRF’s ORC/Investigators’ Network includes more than 1,000 retail loss prevention professionals and federal, state, and local law enforcement officers who share information, develop strategies, and form partnerships to fight ORC. Retailers would not be successful without the partnerships of solution and service providers, along with other professional and industry associations

supporting their efforts. Industry partnerships bring forth innovation, new technologies, and services that keep our industry ahead of the growing risk curve. Their commitment to our industry is paramount to the success of so many retail organizations. We must all be appreciative of their commitments to sponsor, exhibit, and support individual and industry events. Industry partner expertise should never be overlooked. The knowledge they bring with regard to best practices, customer experiences, and aggregated knowledge must always be welcomed within our community. We call them industry partners for that reason—they are partners in our efforts to protect people, assets, and profitability.

Consumer privacy, data sharing, and understanding the benefits and challenges of innovative technologies are key areas of NRF engagement at the federal and state levels. NRF remains committed to providing the retail industry with the ability to innovate and utilize new technologies while understanding guardrails and governance that protect against

malicious activities. Through our Center for Digital Risk and Innovation, NRF published “Principles for the Use of Artificial Intelligence in the Retail Sector,” supporting the industry’s AI governance and strategic planning. AI will play a role in asset protection technologies, and these principles encourage appropriate and effective governance and beneficial uses of AI technologies.

NRF PROTECT 2024: The Event to Protect, Prevent, and Prevail

As retail challenges continue to evolve and increased industry collaboration is key, it is more important than ever that industry leaders come together to acquire a unified and holistic approach to address them. NRF PROTECT is the premier event to find experts and insights to mitigate risks, safeguard assets, and reduce potential loss. Held June 4 6 in Long Beach, California, NRF PROTECT unites asset protection, cybersecurity, digital, and e commerce fraud professionals responsible for protecting their respective brands.

“ I always look forward to attending NRF PROTECT as it brings together talented individuals from both the retail and solution provider contingents. It’s the perfect combination of education, new solutions, and networking. I highly recommend it for both industry veterans and new LP and AP professionals.

I’m particularly excited this year as NRF continues to integrate cybersecurity and risk management into the conference.”

Tim Lapinski LPC, CFI, Divisional Vice President Enterprise Risk Management, Helzberg Diamonds

This event brings together key players in loss prevention, fraud prevention, cybersecurity, and enterprise risk, offering a comprehensive showcase of the latest tech advancements to mitigate risks, safeguard assets, and reduce potential losses. No other industry event provides industry professionals with a more comprehensive learning experience, engagement with industry partners and stakeholders, and the largest networking experience for those who protect the retail industry.

“By fostering a comprehensive approach to loss prevention, asset protection, and enterprise security risk management, we’re not only reshaping our strategies domestically but are also astutely navigating the precarious waters of global conflict and its ramifications on retail. NRF PROTECT is indispensable as a collaborative and professional gathering that elevates knowledge, enhances skills, and builds credibility for the attendees and the industry. Together, we advance the resilience and sustainability of domestic retail.”

Scott McBride, Chief Global Asset Protection Officer, American Eagle Outfitters and NRF LP Advisory Council Chair

Highlights from This Year’s Event Include:

■ Keynotes That Bring Forethought and Insight: Build upon your potential with keynote speakers, including former NFL coach Herm Edwards, who highlight leadership and achieving success, how to think differently with foresight and strategy, and how you can bring greater value to your role, your career, and your organization.

■ Critical Insights and Learnings: We’ve doubled the number of LP

and AP breakout sessions, focusing on both strategic and tactical learnings. Experience new learnings or sit alongside your cross functional partners with our Cybersecurity and Digital and E Commerce Fraud tracks.

■ Special Programs Designed for Everyone: NRF PROTECT holds special programs, including an Executive Afternoon for LP and AP leaders and their designates, a Cybersecurity and Digital Fraud Incident Exercise, and this year’s special Educational Workshop designed specifically to train on open‑source intelligence (OSINT) research with online marketplaces and partner due diligence investigations.

■ Luncheons Focused on Networking and Development: Re branded to meet all professional roles at Protect, our Women at Protect Luncheon continues to lead and inspire, while our ORC/Investigators and Law Enforcement Luncheon brings together asset protection, law enforcement, and prosecutors to strengthen the relationships we need to build success.

■ Innovation that Shines with Our Industry Partners: Explore one of the largest expo floors dedicated to retail protection with over 220 industry partners. Discover cutting‑edge solutions and service partners to better safeguard our organization.

Collaborate at the NRF Fusion Center, where federal, state, and local law enforcement, district attorney offices, property management security, and more come together with our retail community to strengthen relationships.

■ The Largest Network of Connectors: Engage with your peers, say hello to old friends, and make new connections while enjoying music, food, and refreshing beverages throughout the event. Celebrate those in asset protection and cyber excellence as we honor distinguished careers at the NRF PROTECT Awards. NRF focuses on bringing value to all those who protect their brands, assets, people, and profitability. NRF PROTECT has what you need to stay ahead of today’s issues and tomorrow’s risk landscape. For more information or to register, visit NRF.com/PROTECT.

David Johnston is vice president of asset protection and retail operations for the National Retail Federation. In his role, he leads initiatives and member programs focused on asset protection and store operations, facilitating engagement across the industry and promoting best practices and policy initiatives around crime, violence, loss, and issues challenging the profitability of retail store operations. He regularly speaks at industry and professional events in support of advocacy and industry issues and serves as a board of advisory member for the LPRC.

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Chief Resilience Officer

The Next Opportunity for Loss Prevention Executives?

By Jack Trlica

According to the Merriam-Webster Dictionary, “resilience” is defined as “an ability to recover from or adjust easily to misfortune or change.” For purposes of this discussion, I would modify this definition as follows: Resilience is the ability of a business or corporation to anticipate and prepare for business disruption or economic crisis in order to minimize the disruption, quickly recover, and potentially out perform competitors both during and following the crisis. While the term resilience is not necessarily a common term in the retail loss prevention industry, this definition alludes to many of the functions within the retail enterprise that LP professionals and their peers are familiar with, such as asset protection, risk management, crisis planning, disaster recovery, and business continuity. Resilience, as it has come to be used over the past several years, includes all these functions and more that are coordinated at the C level to build an organization that not only survives crises, but thrives following business disruption. This is where the chief resilience officer (CRO) role comes into play.

How Does Resilience Produce Value?

In 2020 the Boston Consulting Group (BCG) published the results of their quantitative research of 1,800 companies that showed that “resilient companies enjoy better outcomes than their peers on one or more of three dimensions: First, the immediate impact of an external shock on their performance can be lower than their peers. Second, the speed of their recovery can be higher than their peers. Finally, the extent of their recovery can be higher than peers.” The report illustrated their findings as shown on the next page.

According to the BCG report, the way that resilient companies achieve superior performance in crises is by creating four types of advantages:

1. Anticipation advantage—The ability to recognize threats and prepare for them in advance, which helps cushion the immediate impact and improve recovery speed.

2. Cushioning advantage—The ability to withstand the initial shock, which helps in cushioning the immediate impact.

3. Adaptation advantage—The ability to quickly identify the actions needed to restore operations and implement them swiftly, which helps improve recovery speed and achieve a greater extent of recovery.

4. Shaping advantage—The ability to shape the dynamics of the industry in the

post shock environment, which helps in achieving a greater extent of recovery.

The BCG study looked at a wide variety of business disruptions over a twenty-five-year period that included major economic recessions, such as the dot com bubble, the 2008 global financial crisis, and the COVID-19 pandemic as well as market specific disruptions such as the 2015–2016 energy crisis caused by the drop in oil prices. One could argue that the findings could be applied to the recent global logistics disruption and the current organized retail crime crisis that have impacted retailers for the past few years.

The Emergence of the Chief Resilience Officer

As mentioned above, building a resilient organization requires coordination of all parts of the enterprise that is managed at the C level by an individual whose sole responsibility is to focus on building organizational resilience. In a 2021 article in Forbes titled “The Rise of the Chief Resilience Officer,” the author states: “Such an individual is a master at bridging departmental divides and driving coordinated action across different areas of the business. Most importantly, they’re able to build effective processes and decision‑making frameworks so an organization can respond with agility in the event of disruption. To do that, though, they must be a member of the C suite and peer to other C level execs.”

One might ask how a CRO differs from a chief risk officer. The Forbes article argued, “At first glance, they’re one and the same, but done right, they’re complements who work hand in hand. While a risk officer focuses on systematic risk management (helping organizations embrace upside opportunities by accepting or mitigating downside risks), a resilience officer works on effective responses when those risks become a reality. As a result, organizations with a strong CRO can not only restore operations quickly after an adverse event but actually create a business advantage, too.”

Laurie Ann Scotti, a veteran professional working in the resiliency industry and member of the ASIS Crisis Management and

Business Continuity Steering Committee, also supports the need for a CRO, even if a company has a chief risk officer. “The intelligence derived from a good planning team and program leader presents a huge competitive advantage,” she said. “No other program or team gets to know a company’s inner workings better. As they document and build plans and strategies for response and recovery, the team a CRO leads becomes a valued extension of teams across the enterprise. The work is substantially based on trust as business and IT talk about both strengths and weaknesses while looking for solutions in a world of change. Using good data structure and reporting, a CRO can factually represent interdependencies that are often not seen in siloed workspaces. These illustrations present both operational and strategic advantages in day to day and long term decision making.”

Promoting LP Executives to Chief Resilience Officers

The CRO has become a common function in city and state government organizations as well as a few select corporations. However, based on discussions with several retail professionals and a search on LinkedIn, the CRO role does not currently exist in retail—with one exception: The US Coast Guard (USCG) Community Services Command (CSC).

Like the Navy Exchange Service Command (NEXCOM) and the Army and Air Force Exchange Service (AAFES), the Coast Guard branch of the US military has a network of retail and food service locations serving active duty Coast Guard members and their families, as well as other authorized patrons like service connected

disabled veterans, Department of Defense civilians, and Department of Homeland Security personnel. Each of these military branches employ loss prevention and asset protection professionals whose responsibilities parallel traditional retail LP organizations. Many of the executives involved in these military exchange organizations over the years have been active in the loss prevention industry and played leadership roles in contributing to the growth and evolution of the retail LP profession.

The Coast Guard CSC organization recently restructured its Loss Prevention Directorate into the Business Resilience Directorate.

Jim Palmer, who was the chief security officer and is now the chief resilience officer, leads this transformation—possibly the first CRO in retail and likely the first LP professional to hold such a position. I interviewed Palmer and the commanding officer of the CSC to discuss the genesis of this new role.

After a three year enlistment in the US Army, Palmer began his career in retail LP with Lord & Taylor in 1996 before stints with LP Innovations and Total Wine & More where he started Total Wine’s LP organization. In 2008 he joined the Coast Guard Exchange to, once again, build a loss prevention program. For the past fifteen years, his responsibilities were primarily focused on protection of the Coast Guard Exchange (CGX) and the Coast Guard’s Morale, Well Being, and Recreation (MWR) Program assets, people, and property, which included preventing theft, minimizing shrink, investigations, and certain safety and physical security duties.

In early 2023, during his annual evaluation with the CSC Commanding Officer Captain Robert Taylor, the two discussed how Palmer’s organization might evolve to take on a greater breadth of responsibilities. Around that same time, Palmer read the Forbes article referenced previously about the rise of the CRO role, which triggered his thinking about how that role might fit the CSC organization.

After additional research, Palmer put together a PowerPoint presentation that

Jim Palmer Captain Robert Taylor

Laurie Ann Scotti

outlined how he envisioned transforming what was then called the Loss Prevention and Security Directorate into the Business Resilience Directorate. He discussed his plan with his fellow members of the CSC leadership team and ultimately presented it at their annual offsite strategic planning conference in early fall 2023. His presentation was well received, and the organizational change followed shortly thereafter.

The CRO Reorganization Argument

In Palmer’s reorganization proposal, he defined the CRO role like this: “Chief resilience officers develop, maintain, or implement business continuity and disaster mitigation and recovery strategies and solutions, including risk assessments, business impact analyses, strategy selection, and documentation of procedures. CROs help organizations remain competitive, agile, and responsive to emerging issues. They also help ensure the integrity of an organization’s reputation, increasing financial stability, and long term growth.”

He suggested that the transformation and modernization of the loss prevention function would encompass a comprehensive vision of serving the overall organization. “Business resilience leads from the front and allows the CRO to take a much broader role,” Palmer said, “further ensuring and solidifying the protection of people, assets, and property. Simply put, protecting the benefit alone is not enough” given the Coast Guard delivers vital non pay compensation benefits to active-duty members and their families, which comes in various forms, primarily the CGX, MWR, and child development centers.

Palmer punctuated the presentation by showing the transformation as a win win scenario for the organization because the cost, resources, and overhead required were “net zero.” Given he was already spearheading resilience related initiatives within the CSC organization, this transformation seemed organic to him and the leadership team.

Building Consensus Up and Down the Organization

Because the CRO role touches every aspect of an organization from operations to information technology to logistics, the person best suited for the role is one who is experienced in partnering with peers

Because the CRO role touches every aspect of an organization from operations to information technology to logistics, the person best suited for the role is one who is experienced in partnering with peers and influencing individuals throughout the organization who report elsewhere. Loss prevention is a perfect experience base for someone with those skills.

and influencing individuals throughout the organization who report elsewhere. Loss prevention is a perfect experience base for someone with those skills.

“Going back to my time at Total Wine, where I started out as a one man show,” Palmer said, “my success leading a loss prevention function required a lot of negotiation and garnering support. If I wanted all employees to buy into a new program, I needed store operations to sing the same song. Nobody was going to make a move if store operations weren’t on board with what I was presenting.”

He added, “The same was true no matter if you were working with human resources, the buying team, or information technology. Having just one ally at the top isn’t good enough. You have to build consensus throughout the organization, especially below the C suite level.” Upon taking his role with the Coast Guard, his supervisors were active-duty senior officers, and their primary concern was, “If you left, would someone in the loss prevention industry be able to fill your CRO job?” He answered, “If we build it right, the right practitioner will come.”

Initial Steps in the CRO Role

Like most modern loss prevention professionals, Palmer abandoned the traditional LP methodology of “apprehension statistics equal success” decades earlier. He also believes that while inventory shrink is a tried and true statistic, it, too, is an outdated metric for a program’s success.

Palmer explained, “I began looking at total category losses during my time with Total Wine. We kept it simple and called these other loss categories ‘known shrink.’ In the CRO role, I plan to take this a step further with our existing metrics on loss categories to give our business activities a truer picture of their long term resilience. But, before we look at every expense line as a percentage of sales, to fully understand the impact of spending across our revenue generating business activities, we need to step back and understand why we’re spending. Working closely with stakeholders to accomplish this will certainly change the narrative we present to our board of directors.”

He added, “Further, across our other six directorates led by my peers, we’re going to look at our processes, not just from an improvement standpoint, but asking ‘does this still make sense?’ All too often, we do things a certain way because that’s how we’ve always done it. I believe for us to achieve long term business resilience, we’re going to have to disrupt our own way of thinking, challenging every status quo.”

Does Palmer expect that everyone in the organization will buy into this approach?

“Maybe not, but I will certainly be a champion for them,” he acknowledged. “Experience shows that most folks like to settle back into the way things were done before. I don’t subscribe to that. The past is in our rearview window, and we can’t settle or negotiate on not moving forward. We have a mission at the CSC, and we have to be able to articulate how we’re positively affecting quality of life programs for the active duty member and his or her family. We have to quantify that and move forward together.”

Palmer and his team have been taking a hard look at centralizing the MWR food and beverage activities for some time. He believes with the CRO role, that goal will be accomplished in the next two years. “I’ve been fine-tuning key metrics for the last decade to support initiatives like this,” he explained. “The key takeaway for me is patience, planning, and strategy are necessary in everything I do for the Coast Guard.

“I also plan to leverage new and existing video surveillance systems to assist our CGX, MWR, and CDC operators with compliance issues ranging from out‑of‑stocks, planogram compliance, food sanitation procedures, staffing ratios, and more.”

Regarding his home office and field teams, Palmer plans to blend what he proudly calls his “talented team” with an outsourced model where necessary to ensure they are properly measuring their successes and failures. “I know I’ll make mistakes along the way and that’s okay. We’ll learn from those mistakes, put them behind us, and get back on track. What we learn will mature our ability to be a resilient organization and allow the Coast Guard CSC organization to deliver an outstanding world-class benefit to our Coasties and their families. We’re Semper Paratus!”

Measuring Success

With any significant organizational change, success must be measured to ensure the decision was appropriate and the expected benefits to the organization were achieved. I asked Captain Taylor, the top executive of the CSC, how he would define success, and he outlined four cornerstones:

“Culture—do we walk the talk? There was a comic on the wall at my previous job that read: ‘We changed the name of the department to solve all of the problems.’ This move can’t just be a creative name change, nor can it only be a change that is only understood or embraced by the senior leadership team. It has to be understood and accepted by everyone at CSC, including all sixty four stores, and the MWR programs we oversee throughout the USCG.

“Leadership—leading empathetically from the front, while staying nimble and agile. Our business resilience team is small but mighty. The directorate’s success hinges on the CSC leadership team’s ability to get this talented group of professionals to accept additional responsibility and, where necessary, expand their professional expertise to best support the organization.

“Change—embracing logical change and focusing on people first. Just as Palmer readily accepted the additional responsibility, his team must adapt and adjust as well. This will be easy for some and will require more effort from others who may be more comfortable with the traditional LP role within the organization. Change management is a function of strong and effective leadership.

“Discipline—relentless focus on execution. As with anything, success can be simply measured by determining whether the goals and objectives are being met. CSC has specific business resilience goals and objectives for which we can evaluate how successful this has been,” Captain Taylor said.

Evolving the Role of LP Professionals

This author has been a long term observer of the loss prevention industry going back to the early 1990s when I was a solution provider and continuing as a journalist with Loss Prevention Magazine. Early on, it became apparent to me that most loss prevention professionals were very capable, task oriented problem solvers. Even when the majority of LP employees were tasked with preventing shoplifting and investigating internal theft, a growing number of LP executives realized that their organizations were capable of much more than simply catching thieves.

Over the past 30 plus years, we’ve witnessed the industry’s transition from individuals with mostly law enforcement backgrounds to now a wide variety of retail and business backgrounds. This was partly the result of the retail executive suite seeing the positive impact of their loss prevention organizations and a growing number of forward looking LP executives who advocated internally for greater responsibility for themselves and their organizations. Jim Palmer is yet another example—not the first by a long shot, and most certainly not the last.

The CRO role may not fit every person or every organization. However, it is an example of the ongoing evolution of loss prevention, which is a profession that has become an integral part of the retail enterprise built upon talented individuals with unlimited potential. All up and coming industry professionals who aspire to expand their careers should look inside their organizations for growth opportunities that challenge them beyond their current roles. Both you and your company will be better for it.

Jack Trlica is the cofounder and former editor-in-chief of LP Magazine He retired from full-time work in December 2022 but continues to observe the industry from his homes in Charlotte, North Carolina, and Manzanillo, Mexico. He can be reached at jack.trlica@gmail.com.

Harnessing the Power of Command Posture

The Psychological Shield for Security Guards

By John W. Jones, PhD

I

n the ever-evolving landscape of security, the role of a security guard extends far beyond mere physical presence. Beyond the uniform and equipment lies a powerful tool that can be wielded to deter crime and keep order: the command posture. This seemingly simple yet profound aspect of a security guard’s demeanor serves as both a psychological shield and repellant, offering protection against potential threats while simultaneously deterring criminal behavior.

Defined as the projection of confidence, authority, and control through body language, tone of voice, and demeanor, the command posture acts as a psychological shield for security guards. When confronted with a threat or potential attack, a security guard with a strong command posture exudes an aura of self-assurance and readiness, creating a psychological barrier that can dissuade criminals from trying to exploit vulnerabilities or escalate confrontations. In this sense, the command posture serves as a shield, bolstering the guard’s resilience and protecting against physical harm or abuse.

Moreover, the command posture also functions as a psychological repellant, preemptively discouraging criminal activity in the presence of a vigilant security guard. Criminals are often opportunistic, seeking targets that appear vulnerable or easily intimidated. A security guard who maintains a strong command posture projects an image of authority and competence, signaling to would-be perpetrators that their illicit actions will not go unnoticed or unchallenged. As a result, the mere presence of a security guard with a commanding demeanor can act as a powerful deterrent, dissuading criminals from committing crimes within the vicinity.

In essence, the command posture serves as both a shield and a repellant, offering security guards a formidable defense against potential threats while simultaneously discouraging criminal behavior. By harnessing the power of their presence and projecting confidence and authority, security guards can create a safer and more secure environment for themselves and those under their protection. Table 1 compares what a prototypical perpetrator might perceive when seeing a security guard or officer with weak command posture and presence versus one with strong command posture and presence across dimensions such as physical appearance, verbal communication, body language, response

Dimension Weak Command Posture Strong Command Posture

Physical Appearance

Verbal Communication

Body Language

Response to Challenges

Overall Impression

“Appears Timid”: Slouched posture, avoiding eye contact, appears unsure.

“Lacks Authority”: Uncertain tone of voice, hesitant speech.

“Avoids Confrontations”: Fidgeting or nervous movements, avoiding confrontational situations.

“Unassertive”: Backs down easily and lacks assertiveness in enforcing rules.

“Appears Vulnerable”: Easily intimidated, unlikely to intervene.

to challenges, and overall impression. Table 1 clearly illustrates why security guards need to be recruited, screened, trained, and managed with command posture in mind.

Enhancing Organizational Safety Through Strong Command Posture

The adoption of a strong command posture by security guards plays a pivotal role in bolstering the psychological safety and security of both employees and customers within an organization. This authoritative stance is not merely about the physical presence of the guards but also encompasses their demeanor, the confidence they exude, and their visible readiness to address potential security issues. Such a posture communicates a clear message of vigilance and deterrence, contributing to a secure environment where employees and customers feel protected. The psychological impact of seeing security personnel who are alert, engaged, and prepared cannot be overstated. It instills a sense of reassurance among employees and customers, fostering a safer and more conducive atmosphere for daily operations and interactions.

Moreover, a strong command posture directly influences the perception of an

“Confident”: Tall and upright posture, direct eye contact, confident stance.

“Takes Charge”: Firm and authoritative tone, clear and assertive instructions.

“On a Mission”: Purposeful movements, approachable yet assertive demeanor.

“In Charge”: Confronts challenges confidently and keeps control of the situation.

“Authoritative”: Projects strength and authority, and serves as a deterrent to crime.

organization’s commitment to safety and security. When security guards display professionalism through their posture and actions, it reinforces the organization’s values and dedication to maintaining a secure environment. This visible commitment to security measures enhances trust among stakeholders, making employees more likely to report suspicious activities and customers more confident in their choice to engage with the business. The resulting psychological safety net encourages a culture of openness and vigilance, where the collective well-being is prioritized, and security is seen as a shared responsibility. Ultimately, the strong command posture of security guards not only deters potential threats but also solidifies a foundation of trust and safety that permeates the entire organization.

Key Psychological Traits Required of Security Guards

What are the key psychological traits and competencies that the US Department of Labor’s O*NET system requires for the security guard position? O*NET (Occupational Information Network) is an online database that provides information about various occupations, including security guards and officers.

Table 1. How Perpetrators Analyze Weak and Strong Command Postures

O*NET outlines key traits, skills, and abilities that are important for success in various occupational roles. Based on the information available, Table 2 summarizes the key psychological traits and competencies that are relevant for strong security guards and officers.

These traits and competencies contribute to the effectiveness and professionalism of security guards and officers in supporting safety and security in various settings. While O*NET may not explicitly list these traits as absolute requirements, they are commonly recognized as important qualities for individuals working in security roles.

Academic Research Supporting Command Posture

Dr. Philip Zimbardo, a renowned psychologist known for his Stanford prison experiment and his work on the psychology of authority and obedience, has researched the importance of command posture in security guards and officers. In an interview discussing the role of authority figures in keeping order and preventing violence, Dr. Zimbardo emphasized the significance of nonverbal cues, including posture, in conveying power and authority.

He stated: “Security guards and officers who exhibit a strong command posture send a clear message to potential troublemakers that they control the situation. By standing tall, maintaining direct eye contact, and projecting confidence through their body language, these individuals establish themselves as authoritative figures, effectively deterring potential threats before they escalate.”

Dr. Zimbardo’s insights highlight the psychological impact of command posture in security settings and underscore its role in supporting order and preventing violence. By understanding the power of nonverbal communication, security professionals can enhance their effectiveness in managing challenging situations and ensuring the safety and security of the environments they protect.

Understanding the Command Posture Construct

A robust definition of a strong command posture for security guards and officers in a retail store context is as follows:

● A strong command posture refers to the deliberate and authoritative

Psychological

Alertness

Integrity

Stress Tolerance

Situational Awareness

Communication Skills

Teamwork

Decision-Making

Physical Fitness

Conflict Resolution

Adaptability

Ability to remain vigilant and attentive to potential security threats or hazards.

Commitment to ethical behavior, honesty, and upholding the law while performing security duties.

Ability to remain calm and composed in high-pressure situations or emergencies.

Ability to assess and understand complex situations, including identifying potential risks and determining appropriate responses.

Effective verbal and written communication skills to interact with colleagues, clients, and members of the public.

Ability to collaborate with others, work effectively as part of a team, and support colleagues in achieving security objectives.

Ability to make sound and prompt decisions based on available information and critical thinking skills.

Maintaining physical fitness to perform duties that may require standing for long periods, patrolling areas, or responding to physical altercations.

Skill in de-escalating conflicts and resolving disputes calmly and professionally.

Ability to adapt to changing circumstances and environments, including adjusting security protocols or strategies as needed.

stance, demeanor, and behavior adopted by security guards and officers to assert control, instill confidence, and deter potential criminals within a retail environment.

● This posture encompasses both physical and psychological elements, including body language, vocal tone, and situational awareness.

Physically, security guards and officers with a strong command posture stand tall, with shoulders squared and back, projecting confidence and readiness to take action. They maintain direct eye contact with individuals, conveying assertiveness, and establishing a clear

line of communication. Their movements are purposeful and deliberate, indicating vigilance and a proactive approach to security.

Psychologically, security guards and officers with a strong command posture exhibit unwavering confidence in their abilities and authority. They remain calm and composed under pressure, demonstrating resilience and the ability to manage challenging situations effectively. Their demeanor exudes professionalism, integrity, and a commitment to upholding safety and security standards within the retail store environment.

Table 2. Key Psychological Traits That Define Security Guards

Traits and Competencies Description

In addition to their physical presence, security guards and officers with a strong command posture maintain a high level of situational awareness, continuously scanning their surroundings for potential threats or suspicious activities. They are proactive in identifying and addressing security vulnerabilities, implementing preventive measures, and coordinating with colleagues and store management to ensure a cohesive and comprehensive security strategy.

Overall, a strong command posture enables security guards and officers to assert control, deter potential criminals, and maintain a safe and secure environment within a retail store setting. By embodying confidence, professionalism, and vigilance, security personnel can effectively repel threats and protect both the premises and the individuals within it.

In summary, a security guard with strong command posture who moves toward a strong presence with potential perpetrators is more likely to deter criminal activity and maintain control of the situation.

In contrast, a security guard with weak command posture who moves away from a strong presence with perpetrators may inadvertently invite trouble and struggle to maintain security effectively.

Factors Contributing to a Strong Command Posture

It is also important to understand those factors that contribute to a strong commend posture. The factors in Table 3 collectively contribute to the psychological aspects of a strong command posture and presence for security guards and officers. By cultivating these attitudes, emotions, behaviors, and social skills, security personnel can enhance their effectiveness in maintaining safety and security within their assigned areas of responsibility. (See Table 3 on the next page.)

Secret Shopper Study on Command Posture

To conduct an exploratory needs analysis for the “command posture” construct in the Chicagoland area, a

total of 103 secret shopper observations were made with security guards and officers while they were on the job. These were five-to ten-minute observations that were conducted by a psychologist or comparable professional. A short diary was compiled on each research subject. The observed security personnel were from a wide variety of retail stores, drug stores and pharmacies, grocery stores and restaurants, and healthcare facilities.

To effectively organize the observed behaviors, attitudes, emotions, and overall presence exhibited by security guards, they were classified into one of three different categories: (1) Weak Command Presence, (2) Neutral Command Presence, and (3) Strong Command Presence. This categorization helped to better summarize the security guards’ professional demeanor and the potential impact on their perceived authority and effectiveness. The entries that were used and rated were actually observed in this study, and

they are listed below for each of the three categories:

Weak Command Presence:

■ Not Visible on Shift: Lack of physical presence on the job site.

■ Improper Attire: Attire not conforming to established uniform standards.

■ Engaging in On-the-Job Harassment: Inappropriate interactions with others while on duty.

■ Looking Tired and Distracted: Exhibiting signs of fatigue and lack of focus.

■ Ineffective Attention and Eye Contact: Failing to maintain vigilant observation and direct engagement.

■ On the Phone Texting or Watching a Movie: Engaging in personal activities unrelated to job responsibilities.

■ Smoking, Vaping, Eating, or Drinking on Shift: Partaking in activities that distract from duty.

■ Leaning Against the Wall or Sitting on the Job: Adopting a physically unengaged posture.

■ Leaving Security Car Unattended: Neglecting assigned equipment or vehicle.

■ Parking Illegally: Demonstrating disregard for legal and organizational rules.

■ Yelling at Customers: Employing inappropriate and aggressive communication.

■ Seemingly Hiding from Customers: Avoiding interaction with or observation by others.

■ Excessive Breaks: Taking more breaks than policy or necessity dictates.

■ Reckless Driving: Operating vehicles in a dangerous manner.

■ Unkempt Hair and Grooming: Neglecting personal appearance and hygiene standards.

■ No Security Markings: Failing to display identifiable security insignia or equipment.

■ Gossiping with Employees or Customers: Engaging in unprofessional conversations.

■ Flirting and Socializing: Prioritizing personal interactions over security responsibilities.

■ Weak Posture: Displaying a stance that lacks authority and vigilance.

■ Wearing EarPods or Backwards Hat, or Dancing on Shift: Engaging in behaviors that undermine professional image.

Psychological Factor Description

Confidence: Belief in one’s abilities and authority, projecting assurance and assertiveness.

Attitudinal

Emotional

Professionalism: Commitment to upholding ethical standards and performing duties with integrity and diligence.

Accountability: Taking responsibility for one’s actions and decisions, demonstrating reliability and trustworthiness.

Resilience: Ability to remain calm and composed under pressure or in challenging situations.

Emotional Intelligence: Skill in recognizing, understanding, and managing one’s own emotions and those of others to foster positive interactions.

Self-awareness: Understanding one’s own strengths, weaknesses, and triggers, facilitating effective self-regulation.

Assertiveness: Clear and direct communication of expectations and boundaries, without aggression.

Behavioral

Social

Proactivity: Taking initiative to anticipate and address security risks before they escalate.

Adaptability: Flexibility to adjust strategies and responses based on changing circumstances or information.

Leadership: Demonstrating leadership qualities by inspiring confidence, providing guidance, and fostering teamwork among colleagues.

Communication Skills: Effective verbal and nonverbal communication to establish rapport and convey authority.

Conflict Resolution: Skill in deescalating conflicts and resolving disputes calmly and diplomatically.

Neutral Command Presence:

■ Looking Organized or Disorganized: The state of personal and professional materials appearing orderly or not.

■ Leaving Security Car Unattended (for a Brief and Justified Moment): Temporarily leaving equipment unattended for operational reasons.

■ Eating or Drinking on Shift (Discreetly and During Appropriate Times): Consuming food or beverages in a manner that does not detract from duty.

■ Too Much Laughing on Post (Does Not Interfere with Job Performance): Displaying a light-hearted demeanor that does not compromise security responsibilities.

■ Seemed Busy: Being actively engaged in tasks, potentially at the cost of broader awareness.

■ Relaxing on the Shift (During Designated Break Times): Taking sanctioned breaks for rest and recuperation.

Strong Command Presence:

■ Proper Attire: Adhering to uniform standards and presenting a professional appearance.

■ Not on Cell Phone: Focusing on job responsibilities without personal distractions.

■ Energized and Alert: Demonstrating vigilance and readiness to respond.

Table 3. Psychological Factors Underlying Strong Command Postures

■ Effective Attention and Eye Contact: Maintaining awareness and engaging appropriately with others.

■ Strong Command Posture: Exhibiting a stance that conveys authority and competence.

■ Making Rounds: Actively patrolling and monitoring assigned areas.

■ Strategically Placed Post: Positioning oneself in a manner that optimizes surveillance and interaction.

■ Courteous and Service-Oriented: Demonstrating professionalism and a commitment to assist.

■ No-Nonsense Face: Presenting a demeanor that reflects seriousness and dedication to duty.

■ Assertive Communications: Employing clear, direct, and respectful interaction methods.

■ Aware When Surveilling: Demonstrating focused observation and situational awareness.

■ Armed (if Applicable and Authorized): Appropriately equipped for security responsibilities.

■ Badge Present: Clearly displaying identification and authority symbols.

■ Prevented Entry: Actively preventing unauthorized access to secure areas.

These categorizations serve to highlight the range of behaviors observed and their implications for professional conduct and effectiveness in security roles. Results showed that fifty-seven guards (55.3%) received a “weak” command posture rating, fourteen (13.6%) received a “neutral” command posture rating, and thirty-two (31.1%) received a “strong” command posture rating. The aforementioned listing of weak command presence behaviors needs to be reduced through better selection, training, and management. A clear need exists to strengthen this type of psychological presence to strengthen the guard’s on-the-job performance and contribution to a safe workplace culture.

Police Officers as Security Guards

When contemplating security personnel with a strong command presence, police officers are oftentimes considered for off-duty security guard placements because they have experience in law enforcement and are trained in tactics and procedures that can be useful in the security industry. However, it is important to note that being a police officer and a security guard requires different skill

Defined as the projection of confidence, authority, and control through body language, tone of voice, and demeanor, the command posture acts as a psychological shield for security guards.

sets and approaches to security. Private companies or individuals typically hire police officers to work as off-duty security guards to provide additional security at events or in high-risk areas (e.g., pharmacies). In this role, police officers can use their experience and training to identify potential threats, maintain order, and respond to incidents.

However, it’s important to keep in mind that off-duty police officers working as security guards are not authorized to use police powers, such as making arrests or carrying firearms, unless they are specifically authorized to do so by the agency that employs them. In addition, police officers may have limited availability and the number of hours they can work as off-duty security guards due to their primary job duties and department policies.

Ultimately, whether a police officer is a good security guard depends on their individual skills, training, and experience, as well as the specific needs and requirements of the job. Police officers have specialized training and experience that can make them better suited for certain aspects of security in a retail store compared to regular security guards. Here are some examples:

1. Response to Criminal Activity: Police officers are trained to respond to criminal activity, such as theft or violence, and have the authority to make arrests. They also have access to police databases and resources that can help them identify suspects and investigate crimes.

2. Investigation of Crimes: Police officers are trained in investigative techniques and can collect evidence, interview

witnesses, and create reports that can be used in court.

3. Use of Force: Police officers are trained in the use of force and can use it when necessary to protect themselves or others. Other security guards may not have the same level of training or authority to use force.

4. Crowd Control: Police officers are trained in crowd control techniques and can handle large groups of people during events or emergencies.

5. Legal Expertise: Police officers are knowledgeable about criminal law and can provide guidance on legal issues related to security in a retail store, such as how to handle shoplifting or trespassing.

It’s important to note that regular security guards can also play a valuable role in retail store security by monitoring cameras, patrolling the premises, and deterring criminal activity. Ultimately, the best approach to retail store security may involve a combination of police officers and regular security guards, depending on the specific needs and risks of the store. The decision to hire a regular security guard versus a police officer as a security guard will depend on the specific needs and requirements of the situation.

When to Hire a Regular Security Guard:

1. Lower-Risk Situations: Regular security guards are often sufficient for lower-risk situations, such as monitoring a residential building, a retail store, or an office building.

2. Limited Authority: Regular security guards do not have the same authority as police officers and are not authorized to carry firearms or make arrests in most situations. They may not be the best choice for situations where the use of force or detention of individuals is necessary.

3. Limited Budget: Regular security guards are generally less expensive to hire than police officers, making them a more cost-effective option for organizations with limited budgets.

When to Hire a Police Officer as a Security Guard:

1. High-Risk Situations: Police officers are often better suited for high-risk situations, such as large events, crowded areas, or situations where

Police officers have specialized training and experience that can make them better suited for certain aspects of security in a retail store compared to regular security guards.

there is a high risk of violence or criminal activity.

2. Specialized Training: Police officers receive specialized training in areas such as crowd control, use of force, and emergency response, which can make them better equipped to handle certain security situations.

3. Legal Authority: Police officers have the legal authority to make arrests and carry firearms, which may be necessary in certain security situations.

4. High-Profile Events: Police officers may be better suited for high-profile events, where their presence can provide a visible deterrent to criminal activity and reassure the public.

Ultimately, the decision to hire a regular security guard or a police officer as a security guard should be based on a careful assessment of the specific needs and risks of the situation, as well as the available budget and resources. Police officers can demonstrate a strong command posture by projecting confidence, authority, and professionalism through their body language, tone of voice, and demeanor. This can help them maintain control of a situation and effectively communicate their message.

A supplemental analysis was conducted using the secret shopper data set that compared police officers (N = 32) who were serving as security guards to regular security officers (N = 71). Although the hypothesis would be that the police officers would show a more powerful command posture, there were actually no significant differences in their pattern of results. That is, 59.4 percent of the police officers exhibited weak command posture, while 53.5 percent of the regular security officers exhibited weak command posture. Similarly, in terms of strong command presence, 25 percent of the police officers serving as security guards exhibited strong presence, while 33.8 percent of the regular security guards exhibited strong presence. The rest across both groups received neutral ratings. Many of the police officers seemed tired, distracted by their cell phones, and less engaged in terms of presenting a strong command posture.

Conclusion

A security guard’s level of command posture clearly can serve as both a psychological guard and repellant in relation to criminal perpetrators. A strong command posture also contributes to a feeling of safety and security among

employees and customers. Yet various psychological factors impact a guard’s command posture and presence, which can lead to either a weak, neutral, or strong command presence. The loss prevention community must ensure that the security guards they deploy are properly screened, trained, managed, and coached to exhibit the ideal command posture at all times. The secret shopper study presented in this brief clearly points out that a wide variety of regular security guards and security officers with a police background must focus more on portraying a strong command posture. That is, the professional community should expect this type of presence from all security guard hires as part of their efforts to create a culture of workplace safety for all.

John W. Jones, PhD, ABPP, is the executive vice president of research and development at FifthTheory. He is a licensed psychologist in Illinois who serves as FifthTheory’s principal thought leader in the research, development, and delivery of personnel risk and talent management assessment solutions. Dr. Jones was the founding editor of the Journal of Business and Psychology and is the chief instructional officer for FifthTheory’s Loss Prevention Psychology Institute.

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LPM Founders’ Awards Celebrate Industry Professionals

EXCELLENCE IN PARTNERSHIPS

Tom Meehan, CFI President at CONTROLTEK

EXCELLENCE IN LEADERSHIP

Debbie Maples, CFI

Vice President of Global Safety and Security, Security Operations, Investigations, and Protection at Salesforce

The LP Magazine “Founders’ Awards” offer a means to celebrate industry accomplishments on an ongoing basis. They recognize loss prevention professionals, teams, solution providers, law enforcement partners, and others who demonstrate a stellar contribution to the profession. The ability to influence change is a product of drive, creativity, and determination. It also requires a unique ability to create a shared vision that others will understand, respect, support, and pursue. Each of the following recipients reflect that standard of excellence, representing the quality and spirit of leadership that makes a difference in our lives, people, and programs. Please join us in celebrating the accomplishments of our latest honorees.

“Years ago, I came to understand that paying it forward and assisting others ultimately leads to success,” says Meehan. “My commitment to hard work has never wavered, but equally important has been my dedication to helping others in the industry. Even after transitioning away from the practitioner side of the business, I remained engaged in mentorship, supporting LP professionals at every stage of their career development.”

After beginning his career by starting his own IT company, Tom ventured into the retail sector, where he worked in various roles in loss prevention. However, his passion for innovation and technology eventually led him to turn his attention to the solution provider side of the business, joining CONTROLTEK as the chief security officer and chief information security officer in 2017, where his focus once again shifted to product development, technology innovation, risk management, and enhancing brand awareness. In 2022, he took on the role of president at CONTROLTEK.

For those looking to continue climbing the career ladder, Meehan feels it’s essential to adopt a mindset geared toward growth and curiosity. “Never stop your thirst for knowledge,” he says. “The landscape of our industry is ever evolving, and staying informed is key to navigating these changes successfully. Get involved in projects, initiatives, and discussions that push you beyond your comfort zone. Asking questions is not just a way to learn—it’s a way to demonstrate your eagerness to grow and your commitment to excellence.”

“You must remain mentally and emotionally invested in your work and the community around you. Remember, every small step you take is a step toward building a fulfilling career. Be proactive, curious, and, most importantly, persistent in your efforts to learn. Engagement and initiative are crucial; it’s about seizing opportunities as they arise and actively seeking ways to contribute.”

“I believe a true leader in the loss prevention industry understands the business we’re protecting, the impact of retail loss, and the importance of leading people,” says Maples. “Being an effective leader is a blend of the art and science of your business challenges. We can’t ‘catch’ our way out of high shortage issues. Those who represent LP need to reflect the values of the organization. It’s my belief that our teams need to operate ethically, strategically, and with consistency. There is no success without the people on our teams. A true leader knows how to recognize and inspire those traits in others.”

“I’m proud to say I’ve led nearly every area within loss prevention and the corporate security space, from behind the scenes to front-line leadership. I’m especially proud of the pioneering work of building organized retail crime teams—navigating the legal challenges, intel sharing, and ultimately creating awareness around the impact of ORC in the US and within the global landscape,” she says. “But I’ve always felt that my greatest accomplishment in loss prevention is leading people—growing teams, investing in the development of great talent, and then watching them succeed, advance, and ultimately lead. While I know I’m not solely responsible for their advancement, I’ve always felt I had a piece of their success. I am a developer of people. I deeply care about the folks who work for me and invest in them just as I’ve appreciated how my mentors have invested in me.”

Debbie feels the most important advice she can share with others is to learn your craft. “Be curious, be patient, and enjoy the journey—it goes by quickly. Most importantly, invest in yourself. Be sure to get what you want out of your career and build a network to help achieve your goals and aspirations.”

Drawve is the VP of Research and Innovation for CAP Index—the pioneer and leader in crime risk forecasting—and has over ten years of experience in applied environmental criminology and crime analysis research. Palmer is CAP Index’s COO/EVP, with over thirty-five years of hands-on experience in the AP industry.  Drawve and Palmer can be reached at gdrawve@capindex.com and wpalmer@capindex.com

Cutting Through the Hype

This is part two of our conversation with Walter Palmer and Dr. Grant Drawve, PhD, of CAP Index. In this discussion, we delve deeper into the impact that “place” has when analyzing crime risk and crime trends.

LPM: During our last conversation, you made the point that crime trends do not all necessarily move in the same direction and that it’s critical to consider the location and nature of crimes. Can you elaborate on that?

Dr. Grant Drawve: Depending on the crime types being analyzed, there will often be a mix of different targets, different offenders, and different opportunities as well as varying levels of guardianship (e.g., security, bystanders) at the location. For instance, during the COVID-19 shutdowns, people’s routine activities naturally shifted to spending more time at home. Not surprisingly, in residential neighborhoods, especially during the day, burglary decreased dramatically as there was an increase in home guardianship during the pandemic. On the other hand, in neighborhoods where there was mixed land use (e.g., residential, commercial, industrial), there is evidence of crime increasing as non-residents continued to access those areas even with limited routine activities due to the pandemic.

We recently studied this concept using crime statistics from Charlotte, North Carolina, over the last three years (2021-2023). We selected Charlotte for a) its unique positioning as a larger city that isn’t often featured in the crime headlines, b) Charlotte’s mix of residential areas combined with a strong presence of both small and large businesses from varying industry sectors, and c) the availability of rich crime data from the Charlotte Mecklenburg Police Department. The dashboard can be viewed by visiting capindex.com/charlotte-crime-trends.

LPM: CAP Index often references how “place matters.” Could you provide some additional examples of how “place” creates differing levels of crime even within the same crime type?

Drawve: The Charlotte crime data provides great insight into this discussion with the ability to compare crimes using multiple attributes. When looking at citywide crime change in this area from 2022 to 2023, we see that robbery decreased (7%) while simple assault and burglary, for example, increased (4% and 2% respectively). At a quick glance, this is good information and provides an overview

of crime occurrence; however, as we drill down deeper into the data by location type, we find greater variation depending on the location. For instance, retail locations (convenience stores, department/discount stores, grocery/supermarkets, liquor stores, service/gas stations, shopping malls, and specialty stores) experienced a decrease in burglary and robbery with an increase in simple assault, while other commercial and office buildings had a decrease in simple assault and burglary with an increase in robbery. This underscores the fact that citywide trends may be misleading. It’s necessary to consider the specific types of locations to get an accurate assessment of the crime risk in an area.

Walter Palmer: Another caution is that using percentages can be interesting but may not really illustrate material differences. For instance, while retail robbery was down by 2.7 percent, it only represents a decrease of eleven incidents (393 vs. 404) across the entire retail estate in Charlotte. Is that material enough to change any particular retailer’s security posture? Probably not unless the changes are very skewed from one retailer to the next.

LPM: What if organizations analyze the crime trends on a neighborhood-by-neighborhood basis?

Drawve: This adds another layer to the discussion. For example, we often look at crime trends by census block groups, a common unit of analysis which is often used as a proxy for neighborhoods. In this analysis, let’s say we combine aggravated assault and simple assault into the category of “assault offenses.” Across the city of Charlotte, there was a 3.6 percent increase in assault offenses during 2023, but it was not equally distributed across neighborhoods. Of the 484 block groups in Charlotte, only eighteen experienced significant increases in assault offenses, thirteen had significant decreases, while the remaining block groups remained closer to their 2022 counts. This pattern is similar whether we look at this group of crimes as a whole or by location type for assault offenses at residences, retail establishments, or other commercial sites. This data set illustrates the general concept that while neighborhoods (block groups) may remain relatively stable for crime occurrence in larger cities, there will often be significant changes in a select subset of neighborhoods.

Grant Drawve Walter Palmer

The

Communities Initiative

Healthy communities are critical to our nation’s long-term resilience and sustainability. Unfortunately, the vibrancy of many of our communities continues to be threatened.

While issues such as crime, addiction, and the unhoused all contribuate to the ongoing dilemma, the underlying causes of these challenges are complex and multifaceted. Addressing the problems we face requires working toward sensible and durable solutions that attack core concerns in a meaningful way.

This is the mission of the Vibrant Communities Initiative. The program’s purpose is to address the safety concerns of employees and consumers by launching a partnership among relevant public and private stakeholders focused on identifying and tackling the issues that contribute to the increase in crime, violence, vagrancy, and blight in and around retail environments, business districts, and communities across the country.

The National District Attorneys Association (NDAA) and Retail Industry Leaders Association (RILA) have come together in a first-of-its-kind national partnership to combat retail crime, bringing together leading retailers and district attorneys’ offices from around the country to establish open lines of communication between prosecutors and retailers, identify common challenges, share information on repeat offenders, and work together to identify criminal networks targeting local retailers.

To learn more about the program, we sat down with Lisa LaBruno, Esq., senior executive vice president of retail operations and Jason Brewer, senior vice president of communications and marketing at RILA, to get their insights on the mission and vision of this important industry initiative.

LPM: Can you tell us more about the Vibrant Communities program?

Lisa LaBruno: The overarching theme is law enforcement, prosecutors, and retailers working together. Vibrant Communities are about all of us collaborating with a shared mission for the betterment of the community; industry-first partnerships all under one roof that will reduce unlawful activity in and around retail environments that threaten the vibrancy of these areas and the surrounding communities.

LPM: How did the program get started?

LaBruno: Vibrant Communities really got its start at the first annual retail theft workshop that we held at Target’s corporate headquarters in June of 2022. Following constructive dialogue with the executive director at NDAA, RILA hosted the event with Target, inviting around twenty prosecutors. The energy that came out of the meeting was exceptional and the workshop proved to be a huge success. Not only did it open eyes and new channels of communication, but it also

“Vibrant Communities are about all of us collaborating with a shared mission for the betterment of the community; industry-first partnerships all under one roof that will reduce unlawful activity in and around retail environments that threaten the vibrancy of these areas and the surrounding communities.”

Lisa LaBruno

reinforced the learning curve that needed to happen to help set us on a positive and productive path. Once we announced the formal partnership between RILA and NDAA, it just turned into a springboard for everything that’s happened since.

We announced the NDAA partnership in August of 2022. However, in a short period of time we’ve already implemented store walks with prosecutors, launched Vibrant Communities, established a partnership with the Coalition of Law Enforcement and Retail (CLEAR) for the 2024 Asset Protection Conference, and launched virtual cohorts between prosecutors and

retailers—six different cohorts where they meet virtually on a regular cadence to talk about persistent challenges and how they can solve for them. We’ve also founded a LinkedIn group for prosecutors and retailers. With so many activities going on, we’ve really been focused more on the work, but we also want to share the message regarding what’s happening and build additional momentum to support the partnerships that we’re building and the great work that’s being done.

LPM: What do you see as the overarching mission of Vibrant Communities?

LaBruno: We will work directly with law enforcement and prosecutors to drive down retail crime by testing approaches. For example, we have Julie Hibdon, a professor with the Southern Illinois University School of Law and an academic who’s been doing work in criminal justice for years. She’s been working with us on several projects as we assess the current state and test new approaches. We’re going to put these approaches to work and then test the after-stages to see if anything we did had an impact on retail crime. We’re piloting the program in the Seattle market. To have the King County prosecutor’s office, Seattle PD, ten other King County law enforcement agencies, retailers, diversion programs, and social service organizations all working together under one roof was amazing and truly groundbreaking. We see retailers and law enforcement working together all the time. We have seen RILA retailers and prosecutors together for the last eighteen months. Now we’re sort of marrying the two, which puts the work on steroids. You can’t have an impact unless each stakeholder is at the table. We must all work together to make the progress that drives change and influences results.

LPM: What direction would you like to see the program take? How would you like to see it move forward?

LaBruno: With the Vibrant Communities initiative, the overarching objective, other than reducing retail crime, is to reduce recidivism among high-impact offenders. Roughly 80 percent of retail crime is committed by 20 percent of the offenders. We’re not boiling the ocean—we’re focused on that 20 percent of high-end offenders. If we can reduce the recidivism

of that 20 percent, look at the impact that we can have on retail crime.

To reduce recidivism, you’ve got to have a “tough on crime” component. For some of those involved, the only way to stop their criminal activity is if they go to jail. And while I understand the counterpoint that there’s no room in jails today, we’ve got to find room in the jails for those career criminals who simply won’t change their behavior otherwise. Without the threat of real and significant consequences, there is no incentive for this group to stop what they’re doing.

However, there must also be a significant social service component to the program. Some of these high-impact offenders have severe drug addiction problems, suffer from mental health issues, they’re unhoused, or have other issues that influence their behavior. Is it really constructive to put these offenders in jail in the long term? It may provide a short-term reprieve, but they will only be in jail for twenty-four hours. These individuals need a different kind of intervention. I mean, I was a prosecutor,

and probably one of the more hardcore prosecutors. But if you look at this intellectually and take your emotions out of it, it doesn’t make any sense to put those people in jail. If you do, you’re not reducing the likelihood of recidivism because they’re not going away for any significant period of time.

The program is a process, evolving based on what we do, what we learn, and the successes that unfold. We’re going to test some strategies that we’re already starting to vet. We will glean

learnings from what we’re doing on a regular cadence, and as we’re gleaning those learnings, we want to replicate those plans in communities across the country through our partnership with the NDAA and CLEAR. It can’t just be retailers; it has to be a shared effort. We need prosecutors and law enforcement to be able to replicate things in communities across the country to bring it all together.

We’re not simply trying to solve the problems in King County, Washington, and Yolo County, California. The key to

the Vibrant Communities initiative is to learn from the challenges that they’re experiencing in those communities, find solutions, and bring those solutions to other communities across the country. It’s a 50-state problem, and it’s these partnerships that allow the learning to take place.

What we’ve seen thus far has been amazing. Both those meetings kicked off with prosecutors saying, “We’re in this, we’re committed. We know we’re not perfect, but let’s work together and figure something out.”

Jason Brewer: The issues plaguing retailers and our communities today are real and require genuine solutions. Our mission over the last several years has been to go at this problem in any and every direction possible.

Addressing the ease of selling stolen goods online was a starting point. That was the one area where we thought we could make a difference in a fairly reasonable time frame, bringing more awareness and transparency to online problems and how they impact our businesses and communities. We passed the INFORM Act and are still working with attorneys general across the country to ensure it’s enforced.

But it’s a multitiered problem, so our approach has been “Go at this issue from every conceivable angle,” with the approach that there is no bad idea; we work best when we work together and keep moving forward whenever and wherever we can. Transparency and accountability online, getting states to fund task forces, building relationships with local prosecutors through store walks and webinars, sharing cases, building effective working groups that can communicate virtually and in real-time. We’re going at it from every angle we can conceivably go at because we know we have to if we’re going to make a difference.

Vibrant Communities is testing very granular aspects of recidivism and diversion and going after the truly violent habitual offenders. This is critical to the health of our businesses and the safety of our communities.

LPM: What exactly are the types of things you’re doing with the DAs and law enforcement?

LaBruno: We have a formal partnership with the National District Attorney’s Association. Through that partnership, we are advancing various projects.

For example, September was Store Walk Month—and it was so popular that it extended throughout the fall. The Home Depot hosted a technology walk with Woltanoma County [Portland area] DA’s office, which originally prompted the store walk program. This led to us connecting with more than eighty district attorneys’ offices nationwide with RILA member companies to host walks. They are completing post-walk surveys where they are sharing with us what they’ve learned, whether or not they would be willing to participate again at another time, how they felt we improved the program, and keeping the lines of communication open. The feedback from those walks has been just fabulous from both the DAs and the retailers because now it’s their opportunity to build the relationships. Retailers are putting all kinds of emerging tech in their stores. That technology creates a paper trail of evidence and prosecutors need to know that. They need to know what evidence is available to them, that the evidence is being preserved to successfully prosecute the cases that warrant aggressive prosecution and are put forth in such a

way to aggressively take action. It’s been a phenomenal learning opportunity for both stakeholders.

We’ve held six webinars where we showcased the Seattle city attorney’s high utilizer program as well as the Philadelphia and San Diego DA offices’ retail theft programs. We established six cohorts comprised of retailers and prosecutors, all of whom attended the second annual retail theft platform at our

“Vibrant Communities is testing very granular aspects of recidivism and diversion and going after the truly violent habitual offenders. This is critical to the health of our businesses and the safety of our communities.”

Jason Brewer

conference last spring. That Sunday, we kicked off with the workshop, doubled the number of prosecutors that had attended the previous year, and at the end of that workshop, there was a yearning to continue the dialogue. That’s where the idea of creating the cohorts came into play so that we could continue speaking to each other throughout the course of the year and it will culminate with us all coming together again at the retail AP conference.

We launched a LinkedIn group and a Retail Crime Advisory Board comprised of five DAs, chaired by Ashlie Shanley, Cabarrus County, North Carolina district attorney, and five retailers. The board meets quarterly to discuss the activities and work we need to prioritize. Vibrant

Communities is the overarching mission between RILA and NDAA, with all these other activities being part of that broader partnership.

Big problems require bold initiatives. There are a lot of stakeholders and it’s important that we work together to deal with all the challenges that we’re facing. The project may be aspirational, but sometimes it takes boldness and courage to accomplish all that needs to be done.

LPM: What are some things retailers can do better to help move the program forward?

LaBruno: Generally speaking, we need to improve our report writing, to include reporting details and narratives that tell the whole story. There needs to be better complete information on the evidence collected, focused videos that point to the actual events, and appropriate training for non-LP people who may be responsible for completing these reports. Crime data needs to align with what is happening in the stores, and even in those instances where police don’t respond, we need to provide accurate details of what’s happening in the stores and document the events. In other words, how can we show it’s happening if we don’t write it down? We need crime data that aligns more with what is happening out there so we can affect change—including public policy.

We can do many things that may appear minor on the surface that can make a significant difference to the success of these initiatives—contact lists, effective channels of communication, and efficient information sharing. In fact, the premise of Vibrant Communities is information sharing. To accomplish that, all of the retailers need to be putting their information into the same place. This needs to be a joint effort to make it successful, and we believe we’re on the right path to make it happen.

Brewer: This truly is an industry-wide initiative that has the support of both our retailers and our communities. In fact, retail CEOs are individually involved and asking for this. They’ve given a clear directive to get on this and are supporting the initiative. We’re extremely excited about what we’ve accomplished thus far and even more enthusiastic about what we can accomplish moving forward.

Ten Years of Supply Chain Excellence with ISCPO

By Jacque Brittain, LPC

While a new year is often associated with fresh starts, it can also mark important milestones for an organization, such as its track record of service, achievable results, and the trust and support of those we serve. This is especially true of non-profit organizations, working tirelessly with grand ambitions and tight budgets to accomplish their goals and serve the community. The International Supply Chain Protection Organization (ISCPO) is celebrating one of those landmark accomplishments in 2024, commemorating ten years of serving the supply chain security and loss prevention community.

ISCPO is a non-profit professional association that connects members from a wide array of sectors across the global supply chain including retail, wholesale, e-commerce, manufacturing, insurance, risk management, legal, distribution, operations, and logistics, as well as law enforcement and government agencies. The group promotes a collaborative effort of networking, benchmarking, and resource development for security professionals. Its mission is to promote, support, educate, and advocate for the advancement of supply chain security and protection through strategic partnerships, international agency engagement, and the building of strong cross-industry networks.

Underserved and Misunderstood

The ISCPO’s journey began with a conversation that took place during a return trip from a retail asset protection

conference. Byron Smith, LPC, CFI, corporate asset protection and business continuity manager at 7-Eleven, recalls, “We noticed a gap in the agenda—there was nothing that specifically addressed the retail supply chain. This sparked a discussion about setting up committees within existing retail associations, but soon, the idea of establishing our own organization took root.”

“The supply chain touches every aspect of business and commerce, but despite the importance and global reach of this worldwide network, there wasn’t a collaborative platform for networking and development on the asset protection front,” remarked Glenn Master, head of asset protection, security, and crisis management at McLane Company and current president and board chairman at ISCPO. “Lacking

Byron Smith Glenn Masters

Scott Cornell Rod Fulenwider Aaron Henderson

Annual ISCPO Conference general session in Dallas, Texas.

this necessary support and collaboration, this was a critical area of the industry that was largely underserved and needed to be responsibly represented.”

Through a complex web of processes and activity, a well-managed supply chain is absolutely vital to a successful retail operation. Merchandise doesn’t magically appear on the shelves of stores and then into the hands of the customer. Considering that every single piece of retail merchandise must in some way pass through the supply chain, it’s easy to see the need to implement appropriate controls and protect retailers’ interests as product moves and decisions are made. This is a worldwide network that is integral to the global marketplace, amplified by the expanding reach of e-commerce and the pace of a demanding consumer.

As the concept began to develop, it became clear that those representing the security and protection of the supply chain needed to step forward and into the light. “We needed to look beyond ourselves and consider the needs of the market and the industry,” says Master. “Collaborating with

“The supply chain touches every aspect of business and commerce, but despite the importance and global reach of this worldwide network, there wasn’t a collaborative platform for networking and development on the asset protection front.”

Glenn Master

others that held the same interests and aspirations, we saw these next steps as an industry necessity.”

Putting It on Paper—Literally

“Glenn and I were working on a project together in Indianapolis when he approached me and announced he had something he wanted to run past me,” claims Rod Fulenwider, vice president at D & L Protective Services. “That’s when

he proposed the idea for the ISCPO. We were at dinner, and as the conversation unfolded, I wanted to take some notes, so I grabbed some napkins and started writing things down. We mapped out our initial plans of what the organization would look like and how we wanted it to be different from every other trade group on those napkins. We talked about networking with emphasis on the value of change, communicating with purpose, and the issues, challenges, and problems the industry was facing. We talked about technology for the future and how to best support supply chain innovation. We then took the concepts we laid out and set things in motion.”

“We wanted ISCPO to be a place where supply chain asset protection professionals could meet and learn from each other,” added Smith. “Glenn and Rod began working on the internal logistics and I started working on the website.”

As their plan was put into motion, they realized the need for patience and expert guidance and turned to loss prevention industry experts with specific backgrounds

in building an industry-best organization to help them on their journey.

“We didn’t know what we didn’t know, and we wanted to go into this venture with our eyes wide open,” added Master.” That’s when we decided to speak to the team at The Loss Prevention Foundation (LPF) for some advice.”

Master explains that they spoke with Gene Smith, Jim Lee, and Frank Johns with the LPF, who provided them with a roadmap to construct a successful association. Based on the experiences they had building the LPF, they reviewed the potential pitfalls, mapped out the challenges and expectations, and offered recommendations to put ISCPO on a winning path.

“The LPF was spectacular in their support and guidance,” stressed Fulenwider. “They emphasized not biting off too much too fast, building an infrastructure to support our plan, and finding dedicated and passionate people who were committed to leading and would help us accomplish our mission. They mentored us through our 501C, guided us to secure outside legal support, and discussed the importance of bi-laws and standards. They went above and beyond to make sure we were on the right track.”

ISCPO kicked off by using social media to attract interest and build membership. They established a diverse board of directors to strengthen their mission and build credibility. They spoke with solution providers to secure additional support and resources. Within six months they had more than 600 members, which today has grown to more than 5,000 members domestically and internationally.

Strong and Active Leadership

The founding members of the ISCPO are still actively involved to this day, dedicating time and effort to the continued growth and development of the organization. However, diversity of thought was recognized as a fundamental need, covering the variety of areas that impact the loss prevention needs of the supply chain network. This made a strong and active board of directors critical to the organization to provide leadership stability and continuity in methods and practice.

“We needed a program that would be lasting and have an impact,” stated Scott Cornell, national practice leader, transportation, Traveler’s Inland Marine at Traveler’s Insurance. “As a supply chain

expert, I’ve served on other boards, but I wanted to serve on ISCPO’s initial board of directors because I recognized the impact we could have. We need organizations where we can share knowledge, bringing together supply chain professionals and subject matter experts to share assets and information in a productive way. It’s critical to the industry.”

Certainly, interactive membership is crucial. So, rather than a large collection of topics, the ISCPO conferences typically feature three or four themes that encourage member participation, focused learning, and problem-solving. Solution providers are seen as partners in the process and actively participate in the conference forums to identify, discuss, and solve real problems faced by the membership.

“We challenge the solution providers to develop the actual solutions we need to improve supply chain security,” says Master. “This is an exercise that both our members and the solution providers have embraced, and it’s leading to real progress.”

“Other than the ISCPO, I don’t know of an organization today where a group of LP practitioners can come together to discuss common challenges and issues related to the retail supply chain,” says Aaron Henderson, vice president of loss prevention, food safety, and safety at Penske Logistics. “It doesn’t matter what the company’s name is on the door, we all face similar challenges from workplace violence to cargo theft and other forms of shrink along the supply chain. I have

always felt that if we can’t get it right on the supply chain side of the house, it doesn’t matter what we are doing in the retail space. The supply chain must be clean and free of shrink issues or you are just transferring those potential shrink issues to the retail store. That’s why I decided to join the ISCPO Board of Directors. I wanted to have a voice, and when I was given the opportunity to be a part of the team, I jumped at it.”

While the leaders in the room are always important, the support of the organizations is critical. “These leaders are giving their time and energy to these efforts, but they can’t make that impact without the support of the companies they represent,” emphasized Cornell. “Having corporations that are willing to support their leaders and the efforts that they put into these programs simply cannot be overstated. That backing and encouragement is what allows this great work to be done.”

ISCPO Today

Today, the ISCPO connects members from a wide array of sectors to promote networking, benchmarking, and resource development for security and asset protection professionals across the global supply chain. They are working closely with the Loss Prevention Research Council (LPRC) on several supply chain-specific loss prevention initiatives. The organization continues to expand and has established an international presence in Canada, Europe, the United Kingdom, Mexico, and Latin America.

ISCPO contributes to the LP Benevolent Fund.

The three primary objectives of the ISCPO remain the same:

• Networking across global lines that include both private and public sectors.

• Partnership and advocacy to create an avenue by which private and public relationships can move into successful business relationships.

• Training and education to provide adequate, professional, and timely training through multiple relevant and industry-specific venues.

But as things continue to move forward, ISCPO will be looking at new and creative ways to increase supply chain awareness, promote learning, and groom tomorrow’s leaders and their understanding of supply chain security and loss prevention.

This year, ISCPO will be holding invitation-only summits in the US and Canada, built upon industry leaders and decision-makers in partnership with preferred solution providers to address some of the more pressing issues facing supply chain security and loss prevention. Working together and in concert with the

“Having corporations that are willing to support their leaders and the efforts that they put into these programs simply cannot be overstated.”

Scott Cornell

solution provider community, ISCPO is using their resources to influence change by focusing on areas identified by industry experts as areas of need across the supply chain community.

With the explosion of technology, the impact of COVID-19, and the growth of e-commerce, greater attention is now focused on the supply chain and the need to have safe, productive, and efficient movement of goods from the point of origination and into the hands of the consumer. And although the past ten years have established a firm and successful foundation at ISCPO, even more robust plans are on the horizon. While networking and collaboration has always been seen as an essential mission, promoting education

and awareness about the global supply chain and the role that loss prevention holds in keeping the supply chain safe, secure, productive, and successful is viewed as an industry imperative.

“Most importantly, our mission must continue to be about the people we serve,” says Fulenwider. “Whether that involves providing the education and materials that expand knowledge, offering the networking opportunities to encourage new viewpoints and partnerships, or developing the ideas and innovation that drive the future of the industry, we want to encourage today’s champions and develop tomorrow’s leaders.”

Over the past ten years, an idea that originated on napkins over dinner has developed into the premier supply chain organization for security and loss prevention professionals. As more leaders share their ideas and expertise, continued growth and international influence are on the horizon. Partnerships and innovation continue to move the train forward, and we can’t wait to see what the next ten years will bring.

LP Magazine is recognizing the unsung heroes of the loss prevention and asset protection industry. In an ongoing column, we will highlight those among us who are going above and beyond to help their community and world around them to be a better place. Whether it be an individual or a team, donating time, money, or bringing joy to others—we want to say, “thank you” and let our readers get to know you better. To nominate an individual or an entire LP team, fill out the form at losspreventionmagazine.com/something-good.

Bank the Blue Provides Life-Saving Mental Health Services for Law Enforcement

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t’s no secret that working in law enforcement is one of the most dangerous professions in the world. You could get shot at, chased down, or any other number of horrific brutalities. Not only is the toll that this takes on officers’ physical bodies extensive, but the toll that it takes on their mental health is huge. In just the first three months of 2024, at least 163 police officers committed suicide in the United States—and that doesn’t count retired officers, who still must deal with the effects of trauma long after they hang up their badge.

“I started noticing a common thread that a lot of times these officers were suffering from not getting appropriate mental health treatment or any mental health treatment because of fear.”

—Kelly Krauchun

Kelly Krauchun, who worked as an attorney representing officers from various law enforcement agencies in criminal and administrative proceedings, knows this all too well.

“I started noticing a common thread that a lot of times these officers were suffering from not getting appropriate mental health treatment or any mental health treatment because of fear,” Krauchun said.

This became clearer than ever in 2019, when Krauchun represented an officer she had become close with. He was suspended from duty, and a year later, the department

decided to bring charges against him again, this time seeking a termination.

“He had reached out for help through his department, and he called me—I just couldn’t understand,” Krauchun explained. “I said not to worry, we would take care of it, but the next morning we got a call that he had taken his life the night before.”

“The work that Bank the Blue is doing is truly impactful and needed, especially in Chicago. Having healthy police officers in our communities impacts all aspects of life and society, including the retail industry.”

Patrick Walsh

Bank the Blue Ambassadors Lisa Forde and Dory Ahearn pose with officers at a roll call visit.

Soon after, Krauchun was introduced to Anthony Varchetto, a former Chicago Police Department sergeant who owns Blue Star Security, a firm that only hires current or former police officers. In 2019 alone, four of his employees had taken their lives.

“We all knew what the common problem was here, and we needed to do something about it,” Krauchun said.

As luck would have it, the COVID-19 pandemic closed the courts, so in 2020, Krauchun and Varchetto, along with Karmin Daniel, Jeffrey Salvetti, and Daniel Herbert, came together to create Bank the Blue.

“When we started, we didn’t know what we were doing; we just wanted to figure out some way to support officers,” Krauchun said. “At the time, officers didn’t have enough PPE equipment so we were making hand sanitizer and dropping off masks to police districts across the city. We ended up meeting clinicians who only treat first responders, and the majority of them

“A lot of the larger police agencies do offer mental health services but they’re being treated essentially by their employer, and that’s not comfortable—especially for someone who carries a weapon as a part of their job.”

Kelly Krauchun

services Bank the Blue offers so they can take advantage of its programs.

The key to all of these services, Krauchun says, is that they’re completely confidential, so officers don’t fear repercussions for admitting they’re struggling with their mental health.

were former first responders, so they understood the culture, and that was something that was really important to us. One officer had previously told me he had seen a therapist but they didn’t understand what he did for a living, so he didn’t see how they could help him. So, finding clinicians who understand the profession was important for us.”

Four years later, more than forty-five officers have been able to receive completely confidential mental health treatment for no cost at all.

In November 2022 Bank the Blue added Dr. Olivia Johnson to the team. She conducted extensive research on the warning signs police officers might exhibit before committing suicide—a list she calls the Fatal 10.

The organization created a course around Dr. Johnson’s Fatal 10 called their Officer Wellness Program, which they updated in 2024 to include training on financial wellness and legal planning, as those issues are also attributed to mental stress for officers. Bank the Blue presents the course for free at police departments across Illinois with hopes to continue expanding.

“The thing I really like about the program is that it’s proactive rather than reactive,” Krauchun said.

Bank the Blue also has a group of retired law enforcement officers who they have trained as ambassadors that make roll call visits to police departments across the state. They meet with officers and share information about the

“We really safeguard officers’ privacy—even I don’t know who’s being treated,” Krauchun explained. “A lot of the larger police agencies do offer mental health services but they’re being treated essentially by their employer, and that’s not comfortable—especially for someone who carries a weapon as a part of their job.”

Patrick Walsh, manager of ORC investigations for Kroger, was invited to serve as treasurer on Bank the Blue’s Board of Directors early in 2020 and continued serving in that role for three years. He grew up in a law enforcement family and had seen firsthand the stigma associated with police officers asking for help from their own agencies.

“On New Year’s Day of 2019 a dear friend of mine, Chicago Police Officer Dane Smith, badge #10250, tragically took his own life,” Walsh said. “I was looking for a way to get involved and help, so when the organization’s founders asked me to be a part of Bank the Blue, it was a no-brainer and I jumped at the opportunity.

“The work that Bank the Blue is doing is truly impactful and needed, especially in Chicago. Having healthy police officers in our communities impacts all aspects of life and society, including the retail industry.”

As Bank the Blue continues to grow to offer more extensive mental health services for even more police officers, they need donations more than ever. You or your corporation can make a monthly or one-time donation at banktheblue.com/donate.

“The thing I really like about the program is that it’s proactive rather than reactive.”

—Kelly Krauchun

Dr. Olivia Johnson brings her Fatal 10 training to a North Suburban Chicago Task Force in December 2022.

Meehan is retail technology editor for LP Magazine as well as president of CONTROLTEK. Previously, Meehan was director of technology and investigations with Bloomingdale’s, where he was responsible for physical security, internal investigations, and systems and data analytics. He currently serves as the chair of the Loss Prevention Research Council’s (LPRC) Innovations Working Group. Meehan recently published his first book titled Evolution of Retail Asset Protection: Protecting Your Profit in a Digital Age He can be reached at TomM@LossPreventionMedia.com.

Cybersecurity in 2024: Trends and Predictions

With 2024 in full swing, it’s a good time to assess the trends we already see developing—and what to expect as the year unfolds.

The amazing advances we’ve seen in AI, machine learning, and other fields will continue, leading to broader and more enhanced cybersecurity, along with tighter regulation of the cybersphere generally. Unfortunately, cybercriminals will also be upping their game, so the security sector will need to work hard to keep up.

As Connectivity Expands, So Will Vulnerability

Everything in our world is becoming increasingly interconnected. That creates a wealth of new opportunities for cybercriminals. In 2024, three ongoing trends will contribute to the vulnerability of organizations large and small:

Everything in our world is becoming increasingly interconnected. That creates a wealth of new opportunities for cybercriminals.

According to Cyberint, 2023 was the most successful year yet for ransomware gangs. In the fourth quarter alone, 1,154 ransomware events were reported worldwide. In other words, business is booming in the cybercrime sector. We should expect the bad actors to keep doing what works—and to relentlessly raise the sophistication of their operations.

Five Predictions for the Cybercrime Industry

1. Like their adversaries in the cybersecurity field, cybercriminals will increasingly use AI and machine learning to refine their attacks.

2. Ransomware will evolve, targeting larger organizations and critical infrastructure with more complex and covert methods.

3. Criminals will increasingly launch “double extortion” attacks—encrypting data and holding it for ransom while threatening to leak it if the ransoms aren’t paid.

4. Phishing attacks will become more sophisticated. AI-generated content will be used to create convincing emails and websites, and attackers will leverage data from social media to tailor attacks to individual targets.

5. Supply chains will be targeted more frequently as attackers exploit vulnerabilities in interconnected business networks.

Expansion of 5G networks. The speed and convenience of today’s 5G networks benefit businesses, governments, and organizations of all types. Those same qualities make them attractive to hackers. They can launch their attacks quickly and efficiently, reaching huge numbers of potential targets.

Expanded use of the Internet of Things (IoT). Every connected device, from security cameras to automated checkout systems, offers a potential portal of entry for hackers. Many of these devices are not adequately protected, and cybercriminals know this.

The trend toward remote work. Responsible companies devote significant resources to the security of their on-site computer systems. But those same companies often have employees or contractors who work from home. The personal devices of remote workers are typically less protected, and therefore, offer tempting targets for hackers. Workers may intermingle business and personal activities on the same device, making it even easier for bad actors to access important data. And if a worker allows a child to use the same computer, the risk of exposure increases dramatically.

Tom Meehan, CFI

Five Predictions for Cybersecurity:

1. Responsible organizations will implement advanced security measures to protect their 5G networks and all connected devices from sophisticated attacks. They will also focus on securing their supply chains and vetting third-party vendors.

2. Smart companies will formulate response plans, training employees to act effectively in the event of cyberattacks.

3. Zero Trust security architecture will be adopted more widely. This model requires strict identity verification for all persons and devices seeking access to a private network.

4. Cybersecurity teams will rely increasingly on AI and machine learning to protect their systems, employees, and customers. The ability of these technologies to analyze huge datasets will help security professionals identify unusual patterns, predict attacks, and automate responses. Teams will also be able to identify new threats faster and quickly formulate efficient response strategies.

5. Cloud security will become a priority, as organizations rely increasingly on cloud services for data storage. Demand for stronger encryption methods, improved identity, and access management will increase. Specialized tools for securing multi-cloud and hybrid-cloud environments will also be required.

Three Predictions for the Regulatory Environment

Governments worldwide have recognized cybersecurity as an urgent priority, on par with anti-terrorism protection. The European Union was an early actor in this sphere, enacting the General Data Protection Regulation in 2016.

In the US, the California Consumer Privacy Act was enacted in 2018. At this writing, twelve more states have enacted similar legislation to protect the privacy of consumer data: Oregon, Montana, Utah, Colorado, Texas, Iowa, Indiana, Tennessee, Virginia, Delaware, Connecticut, and New Hampshire. Another sixteen have similar legislation in process.

As a result of this rising awareness, here are three things to expect in 2024:

■ Privacy regulations will increase worldwide.

■ Data protection laws will be more strictly enforced.

■ Companies will need to invest more in compliance measures to avoid penalties and protect customer data.

The increasing incidence and sophistication of cybercrime will stretch the resources and imagination of most organizations in 2024. However, today’s tools allow them to defend effectively against these threats. Adapting quickly to the ever-evolving trends will help organizations protect their assets, employees, customers, and the general public in 2024 and beyond.

David Thompson, CFI

Thompson is the president and partner at Wicklander-Zulawski & Associates, providing investigative interview and interrogation training to a global audience. He has served as a subject-matter expert in developing curriculum and providing consultation to investigators, attorneys, and the academic community. He can be reached at dthompson@w-z.com.

© 2023 Wicklander-Zulawski & Associates, Inc.

Mirror, Mirror on the Wall, Who’s the Best Interviewer of Them All?

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f somebody were to ask you about your last “successful” interview—how would you describe it? What defined it as “successful” for you? Did you get a substantial confession? Maybe you overcame denials and resistance or uncovered previously unknown information?

In your recap of this “successful” interview’s highlight reel, are you being critical of your compliance with best practices, or are you focused on the perceived success of the process? Did you think about an interview where you could exonerate someone from suspicion—or did that not immediately come to mind? One of the biggest opportunities for improvement we see with interviewers is their ability (and willingness) to evaluate their performance properly.

This may seem simple, but it is often one of the most frequent errors observed during interviews—asking the wrong questions.

The concept of “evaluation” is a foundational element of the PEACE framework of investigative interviewing (making up the last “E” of the acronym) and should be part of all interview processes. In any investigative interview, including conversations with victims, witnesses, or even those suspected of wrongdoing—interviewers and leadership should dedicate resources to critiquing the process. Of course, part of the evaluation is to assess the credibility of the information obtained from the interviewee, weigh it against available evidence, and determine the next steps of the investigation. However, the commonly missed portion of the evaluation phase is looking in the mirror to assess our compliance with best practices and our effectiveness.

What Are We Looking For?

To help initiate the evaluation process, we first must identify what we are actually reviewing.

There are a variety of things to be critical of during the interview process, many of which depend on the type of interview and the organizational policy around it. For starters, we can explore some foundational concepts to create a consistent and baseline evaluation process.

Question Structure

This may seem simple, but it is often one of the most frequent errors observed during interviews—asking the wrong questions. Investigators tend to rely on closed-ended questions, often interrupting a person to further inquire about a certain point of their story. In an evaluation process, we should review the cadence and structure of questioning and the ability of the interviewer to reflect on the person’s response. One way to review this process is to map out the use and frequency of open-ended, expansion, echo, and closed-ended questions.

Managing Resistance

It is one of the most highlighted parts of an interviewer’s story—how they overcame denials and resistance from the interviewee. However, this is also where we are most likely to see coercive tactics applied in an interview. Reliance on threats, promises, or other suggestive remarks to overcome resistance is a primary example where the result of the tactic may superficially feel “successful” but only if we fail to evaluate the process of how we arrived there.

Our Behavior

Interviewers are human, which means we experience emotions and frustrations during these sensitive conversations. In the evaluation process,

we should examine our own behaviors—both physical and verbal—to understand what perception we are giving the interviewee. Eye rolls, smirks, and dramatic gesturing are often a result of an interviewer’s frustration, which is then directly transmitted to the interviewee. Sharpness of tone, sarcastic remarks, and increased volume may also create an escalated environment.

Adaptability

An interview is an evolving process. Conversations can grow organically and often go in directions previously unknown to the investigator. An interviewer who is inflexible in their approach is likely to find themselves guilty of tunnel vision and confirmation bias. In the evaluation stage, we should identify areas in which an interview changed course and assess the appropriate response from the investigator. This change in direction is likely to occur when unknown information is introduced into the conversation, or when an interviewee becomes hostile or uncooperative. It could also occur if it is determined that the interviewee has experienced trauma and may need additional considerations for the conversation to take place.

Scope of Information

This area drives us back to the common fallacy of investigators measuring their success based on the “amount” of a confession. Instead, the scope of information obtained should be a measure of reliable or actionable information. As in most of these topics, interviewers should strategize areas of interest to inquire about during the interview—but be adaptable to expanding those topics. If an employee is suspected of stealing cash, the interviewer should want to explore more than just an “I did it.” Obtaining information about the method of theft, the location of the stolen money, others involved, as well as any other wrongdoings, may help substantiate an admission from a guilty party. However, obtaining information about their training and the process that led to their decision to steal may exonerate a person’s involvement or help create better operational processes. This same concept is crucial in investigations around organized retail crime, where the scope of information is often much greater than initially observed.

Compliance with Best Practices

Although these are just a few of the areas to evaluate an interviewer’s performance, all of them can be drilled down to compliance with organizational standards and industry best practices. With a focus on best practices, elements of coercion and contamination would also fall into the review process. If an organization has interviewers trained in specific methods or procedures, the evaluation process should mirror those expectations. Training, without follow-up, is merely a box-checking activity where liability increases and return on investment decreases quickly.

How Do We Do It?

Creating a consistent evaluation process is often reliant on an organization’s available resources. One of the first steps is to identify what is being evaluated and create a template for review, which sets expectations and accountability for all involved. Organizations should also determine who should conduct an evaluation. There are options for self-review, peer review, or supervisor review. Additionally, some organizations may partner with their legal, compliance, or human resources teams for assistance in the evaluation.

Logistically, the evaluation process will be dependent on the available resources and the venue for the interview itself. The ability to electronically record an interview will create the most efficient and transparent review process. If this is unavailable, evaluators may listen to a live conversation (in person or remotely). The evaluation process may also include a review of the interviewer’s planning process and their narrative report or other documentation resulting from the conversation. The evaluation method should be consistent throughout an organization including a system to maintain process documentation. These records may prove valuable for potential litigation, employee performance reviews, or other issues that may arise.

What Do We Do Next?

One of the most frustrating things about creating an evaluation or feedback process is the lack of follow-up or action after a review takes place. The feedback from an evaluation process must be translated into actionable items that allow the interviewer to correct any missteps in the evaluated interview while also providing guidance for future investigations. For example, suppose it was determined that the interviewer relied on closed-ended questions and missed exploring other areas of interest. In that case, scheduling a secondary interview or follow-up investigation may be appropriate. Additionally, if elements of coercive or non-compliant interview behavior were observed, it would be essential to review the reliability of information obtained during the interview, especially if it resulted in a wrongful termination.

Regardless of performance, both positive and negative feedback should be shared in a constructive way with the interviewer. Even in self-evaluations, interviewers should share their own observations with mentors or peers as this will create more open dialogue and accountability for improving their skill set. If we are only measuring our “success” based on the confession-based outcome of the interview, we are surely destined to create a consistently coercive process focused on confessions versus compliance with best practices. If our ultimate goal is to obtain reliable information in an ethical, legal, and evidence-based way, then our review process must be built accordingly.

Regardless of performance, both positive and negative feedback should be shared in a constructive way with the interviewer.

Scan the QR code and answer questions about this article to earn CEUs towards your CFI designation or to learn more about the advantages of becoming a Certified Forensic Interviewer.

By James Martin, MS

There are few publicly available sources of information on retail loss. For many years, the National Retail Security Survey (NRSS) has been the primary source and it has been invaluable in helping the public understand the challenges retailers face in maintaining safety and security in their stores. In recent years, the NRSS has confirmed what customers and employees have observed firsthand. Brazen thefts, dramatic displays of violence, and an unprecedented number of store closures have become frequent subjects of news articles. In response, several organizations and media outlets have attempted to downplay the severity of retail security challenges, primarily criticizing the quality and availability of retailer data.

For the past three years, the Loss Prevention Research Council (LPRC) has compiled a database of shrink, incidents, and security measures as part of its American Retail Crime, Shrink, and Security (ARCSS) initiative.

One limitation of the NRSS is its reporting of shrinkage and theft in broad terms. While we can note, for example, that shrink has increased from 1.4 percent in 2021 to 1.6 percent in 2022, we lack the ability to delve deeper into the data to examine differences between sectors or regions. Although we can state that 70 percent of retailers reported increased theft from repeat offenders, we lack precise numbers on recorded thefts or repeat offender involvement. While we do not doubt the alarming trends reported by retailers, unfortunately, there are skeptics who do.

ARCSS

How can retailers put their existing data into action and stop the controversy around the shrink and theft numbers? For the past three years, the Loss Prevention Research Council (LPRC) has compiled a database of shrink, incidents, and security measures as part of its American Retail Crime, Shrink, and Security (ARCSS) initiative. Our goal is to provide the industry and the public with more detailed information on retail security. We aim to answer specific questions such as “How much has shrink increased for drug stores in the past five years?” or “How many more violent incidents occurred in stores in Los Angeles compared to New York?” This data will allow the LPRC to provide concrete numbers and address skeptics.

To date, fourteen retailers representing twenty-three brands have contributed some form of data to the ARCSS initiative. Of these, thirteen have provided shrink data for their stores,

nine have contributed incident counts at the store level, and two have contributed incident-level data. Most of the data in the ARCSS database covers the years 2021 to 2023, with some retailers contributing data dating back to 2009. This has enabled us to identify trends and compare recent years to historical records.

Is Theft Decreasing?

In January 2024, the LPRC utilized the ARCSS database to address the question “Has retail theft decreased post-pandemic?” A report released by the Council on Criminal Justice (CJJ) in November 2023 suggested that contrary to retailers’ claims, shoplifting had decreased from 2019 to 2023. The CJJ utilized publicly accessible data from the police departments of 24 major cities. However, there are several limitations to using police data.

The primary limitation is that not all crimes are reported to the police. In recent years, retailers have limited the number of thefts they report to the police for various reasons. One reason is nuisance abatement laws—penalizing property owners for criminal activity on their premises. Such laws reduce calls for service, making crime appear lower than it is. Another reason is the lack of response from law enforcement, as many cities struggle to hire enough police officers. With limited resources, more serious crimes take precedence over property crimes.

Despite the limitations of police data, major news outlets such as the New York Times, NPR, and CNN cited the CJJ report as evidence that claims of increased shoplifting are overblown. In response, several retail members urged the LPRC to conduct an independent analysis using data from the ARCSS database. In February 2024, the results of this analysis were presented to over one hundred retail executives at the LPRC’s IGNITE meeting in Gainesville, Florida.

Plot showing the total theft incidents recorded by contributing retailers in the 29 studied cities from 2019 to 2022. Each green line represents a city, and the dashed red line represents the average of the cities. New York City saw the largest number of theft incidents among the studied cities.

Analysis

Our analysis included data from ten retailers representing nineteen brands, comprising 953 stores in twenty-nine major cities. We split our analysis into two parts: the first examining year-over-year changes from 2022 to 2023 and the second examining longer trends from 2019 to 2022. This two-part design was necessary because some retailers only contributed data covering specific time spans.

At a brand level, we found that, on average, shrink increased by 24 percent from 2022 to 2023, rising from 2 to 2.4 percent. Brands also reported 1,153 additional thefts in stores within the studied cities, a 9 percent year-over-year increase. When analyzing changes from 2019 to 2022, we found that average shrink increased by 19 percent, and reported thefts

grew by 39 percent. We observed a decrease in violent incidents year-over-year and from 2019-2022. However, these results are inconclusive due to limited data from only a few retailers on these types of incidents.

Our analysis has its limitations, primarily the limited dataset. We cannot make statements representing the broader industry as the NRSS can, given that far more retailers contribute to the NRSS than to the ARCSS database. It should be noted that both the NRSS and ARCSS share the initial hesitancy from retailers to get involved and share data.

Retailer Collaboration

Decades ago, during the early days of the NRSS, retailers didn’t see the benefit of participating in a survey they received through a fax machine. Those who did contribute

The LPRC aims to build on the success of the NRSS, providing the industry with a more regular and detailed analysis of the state of retail loss prevention.

spent considerable time and effort gaining legal and executive approval within their organization. Today, however, the NRSS has proven invaluable for benchmarking and even lobbying Congress.

The LPRC aims to build on the success of the NRSS, providing the industry with a more regular and detailed analysis of the state of retail loss prevention. This can only happen with the support and contributions of retailers. If you’d like to learn more about how you can contribute or have any questions about the project, please contact LPRC’s Director of Research Cory Lowe (cory@lpresearch.org). In addition to supporting loss prevention research, you can have a voice in the narrative surrounding retail crime in the United States.

James Martin, MS, specializes in geospatial analysis and data science. He has applied statistical and machine learning approaches to advanced research in the fields of ecology, public health, and criminology. James received a BS in Public Health from the University of South Florida in 2017 and an MS in Geography from the University of Florida in 2019. Currently, James works as a research scientist at the LPRC, where he collaborates with retailers to evaluate the effectiveness of technologies and policies in reducing theft, fraud, and violence. His recent focus involves compiling retailer data and establishing data pipelines between organizations to facilitate larger-scale analyses. Contact James at james@lpresearch.org.

Loox has served in various leadership roles in the restaurant and retail asset protection, safety, and security industry for over thirty-five years. He has led the AP and security functions for The Coffee Bean and Tea Leaf, Prada, Z Gallerie, BLD Brands, and is currently at Sheetz. He also held senior security management roles for the New York Yankees, UCLA Bruins, Gucci, Victoria’s Secret, and Chipotle along the way. Loox earned his BS and MA degrees in Criminal Justice from John Jay College of Criminal Justice and is a CFI Legacy member and cofounder of the IAI West Coast Chapter. Loox also served on the Board of Directors for the Restaurant Loss Prevention and Security Association. Loox is married and lives in Delaware, Ohio, has four children—two grade-schoolers and two older daughters living their own dreams in Philadelphia and Baltimore.

Life in the Transition Lane

I fell in love with this job on a rainy April day in 1986. It was opening day at Yankee Stadium. I put on my Burns Security guard uniform for the first time, and as I was exiting the guard’s locker room, I was called into the security office, “Loox, you’re working Steinbrenner’s box today. Get upstairs now, don’t f*** up, and don’t get too excited and p*** all over yourself.” My first post orders.

I never pictured myself doing anything else. For almost forty years, I contributed to some of the most iconic global brands and traveled around the world doing interesting security things. I still love this job. Despite my love for this work, there were two times in my career where I felt lost and scared, humiliated, worthless—and worse, I didn’t know what would come next.

For most of us, it will take more than one month to land a new job. Do not set unrealistic timelines.

The words are supposed to be soft, but they hit like a ton of bricks, “You have been ‘impacted,’” “Sorry, there is a reduction in force.” Words hurt. I was angry, and, in both instances, my first thought was, “I’m done; I want to do something different.” The thoughts in my head went a little like a Seinfeld episode:

George: I like sports. I could do something in sports.

Jerry: Uh-huh. Uh-huh. In what capacity?

George: You know, like the general manager of a baseball team or something.

Jerry: Yeah. Well, that—that could be tough to get.

George: Well, it doesn’t even have to be the general manager. Maybe I could be like, an announcer. Like a color man. You know how I always make those interesting comments during the game?

Jerry: Yeah. Yeah. You make good comments.

George: What about that?

Jerry: Well, they tend to give those jobs to ex-ballplayers and people that are, you know, in broadcasting.

George: Well, that’s really not fair.

Not everyone can be a general manager for the Yankees. George’s dream may seem a little far-fetched because most of us couldn’t or wouldn’t

drop everything and start all over. You might find work in another industry, but why leave the career you love? Whether you want it or not, you have been granted an opportunity to explore, plan, and reset. I have been laid off twice in my career. The stress was compounded by both events happening within the last seven years and searching for work as a 50-plus-year-old, having grade school-age children, a new mortgage, and helping support my stubborn father who refuses to leave Brooklyn and whose only social life is going to the VA hospital three times weekly for dialysis. Time for some magical thinking.

“I was sure that working my extensive network would yield a job within a month.”

Mistake # 1. For most of us, it will take more than one month to land a new job. Do not set unrealistic timelines. For senior managers and above, finding the right job could take six months or more. I was out of work for seven months in 2017-2018 and four months in 2023.

Mistake # 2. Relying solely on your network to find a job is not the best strategy. I have 2,000-plus connections on LinkedIn and have worked in the industry for a long time. Many people will be supportive and offer words of encouragement but only a few will champion your cause. You have an inner circle of trusted friends in the industry—lean on them. They will be there for you, even just to talk. In one instance, a good friend in my LinkedIn network assisted greatly in getting me an audience with L Brands, and more recently, I survived the application process. Time for some more magical thinking.

“I have a great résumé. I will have no problem getting a new job or at least several interviews to get started.”

Mistake # 3. Refresh your résumé. No matter how extensive your career is, no matter how many accomplishments you can list, and no matter how many letters or acronyms you have after your

Michael Loox, CFI

name, you must update your résumé. It’s a very small investment for a big payback.

Mistake #4. The harsh reality is you will not get several interviews as soon as you start applying. The résumé review process, in many instances, is being outsourced as HR departments cannot handle the volume—for example, 500 résumés for one security manager opening. I journaled my “Out of Work” experiences and applied for over 120 jobs which I knew I was qualified for. This yielded fewer than twenty first interviews and fewer than ten second interviews. Don’t get discouraged. In one instance, I received an autoreply within forty-eight hours stating I was not qualified. I received a call from their recruiter the next day and landed the job.

Mistake #5. The interview process is longer than you expect. The days of the first interview and being hired in a week are long gone. Even in situations where you are the top candidate, the interview process has taken on a new life, with layers of interviews. Understand that your timeline for wanting to be back to work is much shorter than those companies looking at hiring you.

Mistake #6. Do not spend eight hours a day scouring the internet. It is exhausting and discouraging. Keep to your workday morning routine and spend no more than

two hours searching, checking email, and following up on calls. Catch up on projects, read the book you have been wanting to read, take a class you did not have the time for, buy your son that hot dog, and don’t worry about spending the extra dollar. Try to enjoy the time you have been given. I am telling you, when you go back to work, which you will, you will regret and lament the time lost when you were stressed about not working.

As a final suggestion to all those who may be thinking they can do it all on their own—don’t be embarrassed to apply for all available benefits. You have paid into the system your entire career. It is your money. It can be a humbling experience the first time you apply for unemployment. However, it paid my mortgage in 2017 and kept my family in our first house.

If I finally retire and get a moment to reflect on my career (while anxiously awaiting the call from the NRF Ring of Excellence selection committee), what I will remember most is not the brands, the exotic travel, the high profile cases, or the interesting things I have done; it will be how I managed through two of the darkest moments of my professional life. Learning to do it better the second time around—hopefully, for all of you, there is never a first—is one of my proudest moments. If you are impacted, just remember, you will work again. Go ahead and buy your kid that hot dog.

In Memoriam: John Selevitch

LP Magazine recently lost one of its own with the passing of John Selevitch after a courageous battle fighting a sustained illness. John was a well-liked, long tenured, and highly respected member of the loss prevention community, having dedicated his career to the profession and people that he loved. His passion for serving the team and his support for the entire loss prevention community will be warmly remembered by all those who knew him.

John was a leader in the industry long before joining the magazine. After being born and raised in the suburbs of Boston, Massachusetts, he served as a military policeman with the US Air Force. He then moved into loss prevention, working for a varied and prestigious collection of national and international retailers in a number of different retail formats while helping to build and shape many different loss prevention programs across the country. Working in leadership roles for Limited Brands, Sunglass Hut, Toys R Us, Staples, and stores held by Federated Department Stores and Carter, Hawley, and Hale, he was well known for “approaching LP with attitude—having the confidence, mental agility, and a creative flair that elevated both the program and the team.”

John had a passion for personal and professional development, a zest for helping others across the loss prevention community, and eagerly stepped up when called upon for support and guidance. He was a contributor and early supporter of LP Magazine since its inception; involved with the print magazine and directly participating in the development of the magazine’s digital resources. He was also a fervent supporter of the Loss Prevention Foundation, contributing to the development of both the LPQualified and LPCertified certification programs.

John had a passion for cooking and was also an ardent supporter of the Charlotte Humane Society and the National Center for Missing & Exploited Children. While many saw him as quiet and reserved, he was a master at understatement with a signature dry wit that could catch you off guard at the most unexpected moments. His subtle observations, quick wit, and keen judgment made him a valuable leader and cherished friend. His humor, kindness, and quiet strength left a lasting impression on all who knew him, and he will be deeply missed. Please join us in offering our condolences to the Selevitch family as well as his friends and family across the loss prevention community.

PEOPLE ON THE MOVE

To stay up-to-date on the latest career moves as they happen, visit the Professional Development page on the LPM website LossPreventionMedia.com. To inform us of a promotion or new hire, email us at peopleonthemove@LossPreventionMedia.com.

Professionals Advancing Their Careers

Juan Villegas, LPC was promoted to zone AP manager and Jarred Coolbaugh, CFI, LPC is now an AP specialist at 7-Eleven.

Sofia Rosende is now regional VP of operations - east at ALTO.

Epi Suarez was promoted to senior director of AP at 99 Cents Only Stores.

Alex Vazquez is now an LP market manager at Academy Sports + Outdoors.

Udit Sharma is now senior manager of internal controls and profit protection at adidas (India).

Paul Menzer, CFI was promoted to senior director, AP and EHS - retail and Cassandra Murrell was promoted to manager of supply chain AP and EHS at Advance Auto Parts.

Nikki Esguerra, LPC and Nic Marmon are now district AP managers at Albertsons.

Mehmet Teoman Tanriverdi is now senior LP and employee protection manager at Alshaya Group (Turkey).

Lourdes Saldana is now regional VP of operations – west at ALTO.

Katelyn Hall, LPQ, LPC is now senior escalations investigator at Amazon.

Spencer von Behren, LPC, PPM was promoted to surface transportation, supply chain and transportation global solutions; Paul Witten, MA was promoted to senior solutions physical security program manager; Terrell Williams, LPC, CFI was promoted to senior manager, risk and resilience/AMER security and LP; Amye Goady, PCI, LPC was promoted to PPM, supply chain and transportation global solutions; Roxanne Clapman, CPP was promoted to head of people risk, EMEA (UK); Marcus Ballard (UK) and Zakyah Pierce were promoted to investigations managers; and Kim Stevenson was promoted to cluster LP manager at Amazon. Rich Roman was promoted to risk specialist at American Signature.

Charles Cox is now a regional LP manager at America’s Car-Mart.

Samuel Teixeira is now head of loss prevention at Assai Atacadista (Brazil).

Michelle Michael has been appointed senior director of business development and sales at ALTO.

Raul Aguilar is now senior director of law enforcement partnerships at Auror.

Paul Fagg is now director of law enforcement partnerships – UK and Ireland at Auror.

James Selman was promoted to senior director of AP and operational compliance at Bar Louie.

George Yurgaitis, SAS, Kristian Adamson, Ryan Wasson, Stephen Ellul, and Edward Loder are now market AP managers at Bass Pro Shops.

Matthew Seifert was promoted to senior manager of field AP; Tym Conklin, Paul Rumsey, Jenna Fread, and Kate Dove, LPQ are now regional AP managers; and Juan Valdez and Geoffrey Crawford are now ORC market investigators at Bath & Body Works.

Joshua Stewart and Hailey Roberts are now regional AP managers, and Aaron Stone and Michelle Barton were promoted to senior area AP managers at Belk.

Steffani Garza is now an LP supervisor at BJ’s Restaurants.

John Schleicher was promoted to director of claims – risk management/LP at Boscov’s.

Kathy Martucci Crossman is now VP of LP at Bowlero.

Michael Clay, CFI, LPC was promoted to regional AP manager at Burlington Stores.

Tiffani Duncan was promoted to field AP investigator at Burlington Stores.

Damien Vaubien is now a risk manager, France and Switzerland at C&A Fashion (France).

Sami Shaikh, LPQ is now senior manager of security and LP at Cainiao Logistics Network.

Celio de Souza is now manager of LP at Carajas Home Centers (Brazil).

James Summers is now a regional security manager, North America at Cargill.

Ray Fritz, CCII was promoted to senior regional AP manager and Carolina Donneys is now an ORC investigator at Carter’s.

Lorella Garofalo is now a security supervisor at Chanel (Italy).

Amelia Adey is now engagement lead, fraud and security at Coles Group (Australia).

Jeramy Cruz is now an investigator II at Comcast.

Cate Manfe is now segment development manager, retail solutions and Boston Hubbard was promoted to segment development manager for RFID solutions at CONTROLTEK.

Jorge Razo is now an LP and safety specialist/ORC investigator at Costo.

Rebecca Martinez-Williams, CIPD was promoted to lead profit protection manager and Wayne Noller was promoted to profit protection manager at Curry’s Group (UK).

Jose Torres is now an asset protection analyst at CVS Health.

Tomasz Grzelak is now head of security and business continuity management at DHL Supply Chain (Poland).

Tracy Gilmer, CFI is now a field investigations manager at DICK’S Sporting Goods.

Nathan Bandaries is now enterprise security operations center manager at Dollar Tree/Family Dollar.

Monica Gerace is now an area AP manager at DTLR.

John Feehan is now director of operations with Elite Investigations.

Tom Stone is now chairman of the law enforcement advisory board at Elite Interactive Solutions.

Olcay Sancar is now senior manager of LP at Enpal (Germany).

Kidist Haile is now a district LP manager at Evergreen Goodwill of Northwest Washington.

Brian Brose, CFI was promoted to regional LP manager at The Exchange.

Phil Smith, Pgd, CBCI is now director of LP solutions at Extenda Retail (UK).

Kyle Harrah, LPC, Eduardo Rodriguez, Michael Woods, and Edward Hargrove are now AP market investigators at Family Dollar.

Craig Greenberg was promoted to chief commercial officer at Gatekeeper Systems

Robert Sweeney was promoted to director of LP and Anthony Parco was promoted to divisional LP manager, mid-Atlantic division at Genuine Auto Parts.

Michael Cavallo was promoted to senior manager of LP - North America at Gopuff.

Linconl Valentim is now head of LP at GPA (Brazil).

Martino Ziosi is now EMEA head of security at Gucci (Italy).

Suneet Pareek is now regional head of security and compliance at H&M Asia (Singapore).

Jordan Rivchun was promoted to director of business development and corporate accounts at Hanwha Vision America.

Jonn Essig was promoted to regional LP manager at Harbor Freight Tools.

Ishmael Kindred was promoted to divisional AP manager – City Gear at Hibbett.

Elizabeth Bolton was promoted to corporate investigator – ORC; Bill Bolton was promoted to regional AP manager; Michael Sheppard, LPC is now an ORC investigator; Katrina Wiese is now a market AP manager; and Seth Paquin is now a multi-unit AP manager at The Home Depot.

Shanquan Singletary is now a district LP manager at HomeGoods.

Sheahan Gomes was promoted to regional investigations manager –Canada East and Judy Spurr, PCI is now a senior district AP manager at Hudson’s Bay Company.

Justin Vega is now an area LP manager at The Hut.

Alejandro Moronatti is now an LP specialist at Innovasport (Mexico).

Nicholas Deringer is now field LP manager - Midwest at Inspire Brands.

Paulo Jasaitis is now lead of LP logistics at Irmaos Lopes (Brazil).

Robert Burton, CFI is now a regional LP manager at J.Crew.

Brandi Hilson was promoted to regional LP manager JD Finish Line.

Eduardo Tadeu is now national manager of prevention and safety at Jadlog Logistics (Brazil).

Eduardo Fragoso is now director of security and AP at James Perse Enterprises.

Howard Stone isnow VP of global risk services and analytics at Jewelers Mutual Group.

Robinson Araugo is now an LP/ risk management manager at Kim Paes (Brazil).

Brittany Vance and Derrick Johnson are now district LP managers at Kohl’s.

Adam Hertel is now a senior district AP specialist at Kroger.

Coral Meza Hidalgo Monroy, CPP, DSE is now senior manager of global security and resilience, LATAM, at Levi Straus (Mexico).

Todd Hunt is now senior manager of corporate security at Loblaw Companies (Canada).

Paula Ramires is now an LP coordinator at Lojas Renner S.A. (Brazil).

Julie Lawson, MBA, LPC is now director of operations and partnerships at The Loss Prevention Foundation.

Greg Neforos is now director of operations; Camryn Mueller is now a retail member engagement coordinator; and Josh Bush and Alexandra Palomar are now research project coordinators at the Loss Prevention Research Council (LPRC).

Brooke Dunning and Matthew Pistel are now district AP managers at Lowe’s.

Victor Gomes, CFE, LPC is now senior manager, regional security operations at McKesson.

Ryan Watson was promoted to profit protection manager – Midways UK at Merlin Entertainments (UK).

David Rogers was promoted to senior director of AP at Macy’s.

Chase Seitz was promoted to senior director of AP at Macy’s.

Tobbie West was promoted to senior director of AP at Macy’s.

Bill Zirakowski, Maria Lopez, Cori Picanso, Joe Kinsey, Erica Lopez Banuelos, and Jessica McGowin, CFI were promoted to divisional directors of AP; Jamie Van Dusen is now director of AP training and compliance; Rewell Fermin was promoted to AP law enforcement and community liaison manager; Justin Isak was promoted to senior manager of ORC; Dani Serfontein is now a district director of AP; Charles Fitzgerald and Jose Longoria-Martinez were promoted to senior investigators; and Alexander Moskal and Donovan LeDoux are now multi-store AP managers at Macy’s.

Ashley Shimek is now a regional LP manager at Madewell.

Melissa Wacha, LPQ is now director of AP operations and investigations at Meijer.

Trent Hockemelyer was promoted to AP services coordinator; and Josh Boone, LPC was promoted to market AP manager at Meijer.

Jose Guzman Ramos is now an LP senior analyst and Carlos Herrera is now LP transportation manager at Mercado Libre (Mexico).

Eduardo Luarte Vega was promoted to transportation security manager –southern cone; Leticia Alves and Ruan Carvalho are now senior LP analysts; Bruno Ferreira dos Santos is now an LP manager; and Maria Fernanda Azevedo is now an LP supervisor at Mercado Livre (Brazil).

David Mozden is now director of AP at Saddle Creek Logistics Services. Thomas Colman is now head of

guarding, security operations centre, and security transformation at Morrisons Supermarkets (UK).

Bryan Davis is now an LP specialist at Motorola Solutions.

Rosane Trejo de Carvalho Silva is now an LP analyst at Nagumo (Brazil).

David Grey is now head of security, UK and Ireland at Nestle (UK).

Jamie Cornes is now an LP specialist at New Balance (Netherlands).

Reginald Remble was promoted to regional AP manager, and Michele Kost and Neil Binkowitz were promoted to area AP managers at Nordstrom.

Brian Richard was promoted to AP investigations supervisor at Northeast Shared Services.

Gregory Lapre, CFI is now director of LP at Nouria.

Richard Reid, LPC and Adam Burkhart are now regional LP managers at Ollie’s Bargain Outlet.

Jacek Mazur is now head of stock LP at Pepco (Poland).

Francisco Coelho is now an LP supervisor at Grupo Pereira (Brazil).

Chris Butts, CFI was promoted to AP investigations operations manager and Adam Rutkowski, CFI is now an area AP specialist at REI.

Carlos Castro is now a regional AP manager at Rede Market (Brazil).

Sourabh Khare and Vipul Alawa were promoted to managers of LP at Reliance Retail (India).

Miguel Becerra was promoted to senior store AP leader at Rite Aid.

Robert Grant, Andy Leonard, and Kevin Goldsmith are now senior area LP managers, and Derek Rutherford and Sonia Hernandez are now area LP managers at Ross Stores.

Graham Twidale, CFI, LPC is an ORC manager at Safeway.

Ahmed Khaled is now manager of security and LP, East Coast at Saint Laurent.

Sean Tireman was promoted to AVP of AP at Saks OFF 5TH.

Edward Lipsey is now a market AP manager at Sam’s Club.

Jyoti Kila is now an LP specialist at Selfridges (UK).

Brian Peacock was named executive VP at Sennco Solutions.

Justin Stankevicius is now national LP manager (Australia), and George Giron Gutierrez, Amanda Davidson, Terrell Matthews, and Alison Kellas were promoted to area LP investigators at Sephora.

Loredana Prosser is now a district LP manager at Sierra.

DeAndre Davis was promoted to senior regional AP manager at Snipes.

Edmar de Castro Pereira is now an LP analyst at Solistica Logistics (Brazil).

Heaven Poirot was promoted to senior AP inventory operations manager at Southeastern Grocers.

Eraldo Varjao is now head of LP at Spani Wholesalers (Brazil).

Nate Salazar is now senior director of AP at Sportsman’s Warehouse.

Chad Tucker is now a regional LP specialist at Sprouts Farmers Market.

Matthew Auger was promoted to director of LP and Kyle Neu is now a field LP manager at Staples.

Jon Melchers, Kenneth Bevan, Benjamin Sereduk, Shane O’Shea, and Aaron Costello were promoted to AP business partners at Target.

Adam Cabrera, CFI is now senior manager of retail operations and LP at Tecovas.

Johnny Custer is now senior director of retail risk solutions at ThinkLP.

Gary Atkins is now a regional LP manager at Tire Discounters.

Chris Waiters, Elijah Matherly, Julio Zapata, Cecilia Barragan, and John Watson are now district LP managers, and Nathan Iniguez and Mike Didier were promoted to ORC investigators at TJX.

Carlos Spindola is now LP manager, inventory management and control processes at Top Brands Fashion Group (Brazil).

Raja Balakrishna is now lead regional LP at Trent Retail (India).

Michael Goodwater is now a trust and safety investigator at Uber.

Dan Petrousek is now senior VP of LP at ULTA Beauty.

Michael Karis, CFI is now director of AP at US Foods CHEF’STORE.

Ken Matheson, LPC was promoted to senior manager - program and project management at Verizon.

Shawn Appleton is now a regional AP manager and Lisa Davis was promoted to market investigator at Victoria’s Secret. Andrew Trumbour, CECI was promoted to director of AP – supply chain; Mary Greer was promoted to senior manager, corporate security health and wellness retail security support; and Jeremy Winder-Sanders was promoted to market AP manager at Walmart.

Bobby Oliveaux, CFI is now AP/global safety and security at Wayfair.

Steve Bova is now senior manager of AP; Joshua Harvey is now AP training and program integration manager; and Claudia Robles is now senior specialist of AP at The Walt Disney Company.

Jessica Barragan is now an area AP manager at Warehouse Shoe Sale.

John Sim was promoted to senior manager of LP and workplace safety and health at Watsons (Singapore).

Serge Ahmad, MBA, LPC, CPP was promoted to head of physical retail AP, risk, and safety at Wayfair.

Mike Brown is now a market LP manager at VF Corporation.

Quincy Williams was promoted to senior manager of global investigations at Walmart.

Jeff Maksimowicz is now director of AP at WH Smith North America.

Andrew Cahill, LPC was promoted to director of investigations at Whole Foods Market.

Leonardo Oliveira is now a regional LP supervisor at WizMart Mercados Inteligentes (Brazil).

Louis Burke is now director of risk management at WKS Restaurants.

Michael Mata was promoted to VP of AP at Worldwide Golf.

Saundra Smith was promoted to director of AP at Worldwide Golf.

Spotlighting Loss Prevention Certified Professionals

Sonia Ortega, LPC

“The LPQ course offered me a great new perspective on the world of LP operations. The tools offered in this course are invaluable in my day-to-day routine. My biggest takeaway from the LPQ course was the critical need for LP professionals to act as business partners in the store’s operations area in order to instill a solid LP culture. Without that, your team will not see the results.”

Bob’s Discount Furniture

“I have been working in the LP field for over twenty years; taking the LPC course opened my eyes to even more concepts and areas of focus under my realm of work. Working in stores day in and day out, sometimes you lose sight of all the different areas you impact by policies written or where your attention is needed to help impact the business. These courses have given me more insight into why LP is so much more than stopping theft, which many think of. LP is an upside down umbrella catching all situational issues that can impact every aspect of the business. I learned so much from start to finish. Thank you.”

The Loss Prevention Foundation (LPF) is a leader in educating and certifying retail loss prevention and asset protection professionals by providing relevant, convenient, and challenging educational resources. The LPF is dedicated to elevating the industry through its accredited LPQualified and LPCertified courses. For more information, visit losspreventionfoundation.org.

“I am proud to announce that I have completed and passed the LPC exam today. I completed the LPQ in 2023 and was a little hesitant about starting up the LPC process immediately thereafter. Now, having been through it, I can honestly say that for me, it was the way to go. I already had the study habits in place and had already been used to managing the time needed to take on this challenge. I am pleased with the LPC curriculum and how in-depth the information was, and I thought the end-of-chapter practice tests really helped. I want to thank Bob’s Discount Furniture for allowing me and several of my teammates to take this on as a team. We developed a cohort study group with Paul at LPF and went through the process together. Not only was it a team building exercise but we now all have the benefit of having that extra knowledge to use in our everyday routines in the LP profession.”

James Goggins, LPQ ALTO

“I have been in the LP industry for over ten years and LPF not only provided me with a great review of the basics but added to my understanding and knowledge of the industry. I found it to be a great course for those who have experience in the industry, but it is also a course that will be great for those that are beginning their loss prevention career.”

Walmart

Bob’s Discount Furniture

Tired of Waiting on a Promotion?

Take control of your future, get loss prevention certified and STAND OUT from your competition.

Designed to provide benchmark loss prevention education for:

■ Loss prevention managers

■ College students

■ Store managers

■ Operations support roles

Designed to provide advanced loss prevention education for experienced LP professionals with three years’ experience or more:

■ Loss prevention management

■ Loss prevention executives

COURSE CONTENT

■ Anyone interested in a career in loss prevention

COURSE CONTENT

Course 1: The Retail Environment

Course 2: Becoming a Successful Business Person

Course 3: Loss Prevention Basics and Tools

Course 1: Leadership Principles

Course 2: Business Principles

Course 3: Loss Prevention Operations

Course 4: Safety and Risk Management

Course 5: Crisis Management

Course 6: Supply Chain Security

Beatriz Cerda, LPC

Walgreens

“When I was first presented the opportunity to tackle taking the LPC course, oh, was I intimidated. But once I started to take the course, I was immediately captivated by the different courses introduced. Having fifteen years of retail experience, you are exposed to different areas of the LP world, but the LPC courses exposed me to many more areas that I can explore and continue to learn and grow. I highly recommend all to take the leap and take the LPC courses.”

Kevin Palmer, LPC Walgreens

“I spent eighteen years of my professional career in law enforcement with half of that time as a detective and sergeant. Leaving the law enforcement field, I was concerned about the change in career paths when joining a retail pharmacy chain. The LPC course helped me to better understand the civilian side of crime prevention, and how to better understand how losses are calculated and prevented. Great job to LPF and I am proud to say that I am a member!

Karen Klassen, LPC

Bob’s Discount Furniture

“With 40-plus years in various roles in LP, I never thought this course could teach an old dog new tricks. Well, I was mistaken! This course taught me many things that I took for granted over the years and provided me with tools that I can use to improve as a leader within my organization. As I completed this course, I found that our roles are ever-changing, and self-development should always be a priority.”

Newly Certified

The following are individuals who recently earnedtheir certifications.

Recent LPC Recipients

Tyler Aken, LPC, Ralph Lauren

Phil Ammons, LPC, Bob’s Discount Furniture

Jeff Bristol, LPC, PetSmart

John Carlone, LPQ, LPC, Bob’s Discount Furniture

Heather Carson, LPC

Ryan Casey, LPC, Albertsons

Christine Christine, LPC, Walgreens

Brooke Fedchuk, LPC, Walgreens

Ranee Gaines, LPC

Erik Gallegos, LPC, Albertsons

Angela Gomez, LPC, Walgreens

MeCheryl Grear, LPC, DICK’S Sporting Goods

Jaclyn Gregory, LPC, Meijer

Josep Hlavac, LPC, Bob’s Discount Furniture

Mark Hodny, LPC, Walgreens

Robert Hollen, LPC

Seth Hughes, LPC, REI

Christian Ibbott, LPC, H&M

Calyn Kidd, LPQ, LPC

Karen Klassen, LPC, Bob’s Discount Furniture

Kyle Kurtz, LPC, ULTA Beauty

Beatriz M Cerda, LPC, Walgreens

Thomas McCarthy, LPC, Walgreens

Rebecca Mild, LPC, Walgreens

Eric Miller, LPC, TMX Family of Companies

Sonia Ortega, LPQ, LPC, Bob’s Discount Furniture

Kevin Palmer, LPC, Walgreens

Anthony Parco, LPC, CFI, NAPA Auto Parts Genuine Parts Company

Wilz Peiser, LPC, PetSmart

Jeannine Ranieli, LPC, H&M

Joseph Riccio, LPC, CVS Health

Matthew Richter, LPC, Harbor Freight Tools

Steven Scholz, LPC, H&M

Carlo Sesta, LPC, TJX.

Justin Sharp, LPC, Walgreens

Victoria Storrs, LPC, AutoZone

Robert Stresenreuter, LPC, PetSmart

Ryan Tarello, LPC, Walgreens

Patty Taylor, LPC, Walgreens

Jeff Walkup, LPC, Walgreens

Chet Wold, LPC, PetSmart

Diane Young, LPC, Walgreens

Recent LPQ Recipients

Wendy Barone, LPQ, Envysion

Danelle Bashore, LPQ, 7-Eleven

Alayna Bates, LPQ, Staples

Samantha Bedillo, LPQ, TJX

Paul Borud, LPQ, Envysion

Jennifer Bowen, LPQ, Envysion

Chekesha Brown, LPQ, Amazon

Vanessa Buttice, LPQ, Burlington Stores

Giovanni Cardenas, LPQ, ALTO

Deborah Cavallaro, LPQ, Solink

Dave Clark, LPQ, Ralph Lauren

James Clay, LPQ, TJX

Nandie De Wet, LPQ, Cape Union Mart

Gabriel Evans, LPQ, Staples

Allison Fiore, LPQ, TJX

Orion Foss, LPQ, IKEA

Jalen Foster, LPQ, TJX

Xavier Gerardo Arias, LPQ, ALTO

Ashley Giambruno, LPQ, PetSmart

James Goggins, LPQ, ALTO

Tyler Hunt, LPQ, Walmart

William Jeffrey, LPQ, TJX

Alex Jett, LPQ, The Home Depot

Edgar Luna, LPQ, Burlington Stores

Juan Machado, LPQ, ALTO

Marina Mendoza Salinas, LPQ, ALTO

Kirk Nelson, LPQ, ALTO

Scott Nelson, LPQ, The Home Depot

Michael Ovalle, LPQ, ALTO

Kristi Overby, LPQ, Motorola Solutions

Alejandro Perez Ruiz, LPQ, ALTO

Dominic Raia, LPQ, Publix Super Markets

Luis Ramirez, LPQ, TJX

Jorge Rentas, LPQ, The Home Depot

Yves Saurel, LPQ, Ralph Lauren

Muhammad Shan-Ul-Haq, LPQ

Grace Smith, LPQ, ULTA Beauty

Eric Tavera, LPQ, Rite Aid

Migdalia Tomas, LPQ, HomeGoods

Jerell Viray, LPQ, PetSmart

Marisa Whitmer, LPQ, TJX

Breanna Williams, LPQ, ALTO

Claire Wright, LPQ, lululemon

Your Digital Fraud Program

A Comprehensive Strategy

By John Matas, CFE, CFCI

I n today’s ever-evolving retail loss landscape, fraud and financial crimes cast a long shadow over total loss concerns. Loss prevention teams are locked in an unending battle to safeguard their enterprise, customers, and brand reputation against a constantly evolving array of cross-functional risks and threats. My career has spanned

many years in physical retail loss prevention, followed by a dedicated focus on crafting digital fraud strategies for omnichannel, e-commerce, and online marketplaces. This article introduces loss prevention leaders to the fundamental components of digital fraud controls that complement the “Total Retail Loss” methodology.

Crafting a Secure Digital Retail Environment

Ensuring a secure and trustworthy online platform is paramount for retailers. While digital shopping offers immense opportunities, it also attracts opportunistic fraudsters. Therefore, creating a safe retail environment isn’t just a competitive advantage; protecting your profit and brand is necessary. Although trained network engineers typically direct this portion of fraud prevention, it is critically important that LP leadership understand how it complements enterprise fraud management.

A robust site security framework involves multiple layers of protection. These layers act as barriers to deter and thwart fraudulent activities:

● Network Security: Protect the platform’s perimeter with firewalls, intrusion detection, and encryption.

● Application Security: Ensure software and applications are free from vulnerabilities.

● User Authentication: Implement multi-factor authentication (MFA) to verify user identities.

● Data Encryption: Encrypt sensitive customer data to prevent unauthorized access.

● Behavioral Analytics: Use advanced analytics to detect unusual user behavior.

● Real-Time Monitoring: Continuously monitor transactions for signs of fraud.

● Incident Response: Establish a plan to address security breaches swiftly.

● Employee Training: Educate employees about security best practices.

● Customer-Centric Ownership: Ensure your customer has a stake in their own protection.

Coordination and communication among these layers are crucial—they should work together to create a cohesive and robust security posture. Retailers can significantly reduce digital fraud by investing in these multifaceted security measures. However, fraud prevention doesn’t stop here; it extends to other vital and complex strategy components.

Key Components of an Effective Fraud Prevention Strategy

To build a robust fraud prevention strategy, retailers should focus on three core areas:

1. Detecting and Preventing Fraud

The primary objective is to identify and thwart fraudulent activities while minimizing their impact on the business, customers, and reputation using:

● Rules-Based Transactional Screening: Involves tracking and analyzing customer transactions for any irregularities or suspicious activities. This includes monitoring factors such as transaction frequency, dollar amounts, and geographic locations. Any deviations from established patterns can trigger alerts for further investigation. Rules-based screening is an older technology and is considered antiquated, especially for larger volume retailers.

● Machine Learning Transactional Screening: Incorporating advanced analytics and artificial intelligence (AI) into your fraud detection system can provide a substantial advantage. These technologies can analyze and correlate vast amounts of data in real-time, identifying patterns and anomalies that may go unnoticed by human fraud investigators.

2. Brand and Compliance Integrity

Upholding brand integrity and adhering to industry regulations are crucial for earning and retaining customer trust:

● Establish stringent compliance measures to safeguard your customer data. Customers expect their data to be handled with the utmost care in an era of increasing data breaches and privacy concerns. Compliance measures should align with industry standards and regulations, such as the General Data Protection Regulation (GDPR) or the Payment Card Industry Data Security Standard (PCI DSS). These regulations set guidelines for data protection and security.

● Know Your Customer (KYC) and Anti-Money Laundering (AML) procedures are essential for retailers as part of the compliance process by following federal and, where applicable, global regulations regarding customer due diligence.

● Demonstrating compliance with industry regulations signals trustworthiness. It’s not enough to comply with regulations; retailers should also communicate their commitment to data security and compliance to customers. This can be achieved through transparent privacy policies, security certifications, and regular audits to verify adherence to industry standards.

3.

Enhancing the Customer Experience

Prioritize secure customer accounts and payment processes to build trust and loyalty by:

● Implementing robust authentication methods. Authentication is verifying users’ identity before granting them access to their accounts or allowing transactions. Robust authentication methods, such as MFA, biometrics, and one-time passwords (OTP), enhance security while ensuring a smooth customer experience.

● Adding a ‘Fraud Help Center’ on your site provides an easy way for your customers to understand their role and how to detect and report suspicious activity. Nordstrom, for an omnichannel retailer, and eBay, for online marketplaces, are excellent examples of customer-focused fraud help centers.

Investing in Success

A retailer’s fraud prevention program aims to become the industry standard. This entails maximizing order acceptance rates while minimizing unnecessary risks, fraud chargeback expenses, and disruptions to the customer experience. To effectively implement a fraud prevention program, retailers should invest in five key areas:

1. Innovation and Proactivity

Becoming an industry leader in fraud prevention requires continuous innovation and a commitment to staying ahead of emerging threats.

Embrace cutting-edge technologies and strategies. Staying at the forefront of technology is essential. Consider implementing advanced solutions such as machine learning algorithms for fraud detection, predictive analytics, and real-time monitoring. These technologies can provide the agility needed to adapt to evolving fraud tactics.

Foster a culture of proactive fraud prevention. Preventing fraud should not be a reactive process and should be ingrained in the company culture. Think of your fraud program

sdecore

A robust site security framework involves multiple layers of protection. These layers act as barriers to deter and thwart fraudulent activities.

like a football team. Is your fraud prevention program on the offensive (identifying fraud before the chargeback and analyzing trends before they become problematic) or on the defensive (reacting to fraud trends after loss incurred, mitigating fraud attacks after excessive loss is incurred)?

Encourage all team members, from customer support to IT, to actively participate in fraud prevention efforts. This includes reporting suspicious activities and sharing insights with loss prevention and fraud teams to enhance the overall strategy. By embracing innovation and proactivity, retailers can position themselves as leaders in the ongoing battle against digital fraud.

2.

Your People

Invest in training, development, and career growth opportunities for team members. Provide ongoing training on emerging threats. Cybersecurity threats are continually evolving, and keeping your team up-to-date is essential. Offer regular training sessions on the latest fraud tactics, social engineering methods, and cybersecurity

best practices. This empowers your employees to recognize and respond to threats effectively.

Develop specialized skills in data analysis and cybersecurity. As fraud prevention relies heavily on data analysis, investing in developing specialized skills in this area is crucial. Encourage team members to become experts in data analysis, machine learning, and cybersecurity. These skills will be invaluable in identifying and mitigating fraud risks.

Offer clear paths for career growth within the fraud prevention department. To retain top talent, provide clear career progression opportunities within the fraud prevention department. Team members who see a future in the organization will likely remain committed to its success.

Encourage cross-functional collaboration to foster a holistic approach. Collaboration across departments is essential for a holistic fraud prevention strategy. Encourage IT, customer support, and finance teams to work together and share insights. Cross-functional collaboration can help identify vulnerabilities and threats from multiple angles.

3. Proactive Analysis of Data

Continuously adapt fraud detection rules and scores. Group rules to identify specific types of fraud attacks; fraudsters often employ various tactics, and grouping rules to identify common attack patterns can help you stay one step ahead. For example, grouping rules related to identity theft or account takeover can improve detection.

Incorporate in-browser behavioral analytics. User behavior analysis within the web application can provide valuable insights. Typically, Java Script is inserted in select high-fraud sections of a site, such as login, wallet, account changes, and checkout. This can help identify unusual behavior patterns, such as mouse movements, typing speed, repetitive clicking, or navigation patterns indicative of fraud attempts, especially non-human bot behaviors.

Implement real-time monitoring. Real-time monitoring ensures immediate responses to suspicious activities; investing in tools that allow you to monitor transactions, user sessions, and system logs in rea-time can be instrumental in preventing fraud.

Transition to transaction-based machine learning models. Machine learning models can adapt to changing fraud patterns, and transitioning to transaction-based models allows the system to learn from new data and adapt to emerging threats continuously.

4. Reactive Analysis of Data

Establish threshold alerting for real-time monitoring. Setting thresholds for specific metrics can trigger alerts when unusual activities occur. For example, if the number of login failures exceeds a predefined threshold, it can signal a potential attack.

Analyze historical data to identify cases where the system missed detecting fraud. This analysis helps refine detection rules and improve accuracy.

5. Your Technology

Embrace cutting-edge technology, automation, and machine learning to enhance fraud prevention. Investing in these critical areas—your people, data analysis capabilities, and technology—will lay the groundwork for a robust fraud prevention strategy.

Improve internal tools through automation and data visualization. Automation can streamline routine tasks, allowing your team to focus on more critical aspects of fraud prevention. Invest in tools that automate data collection, link analysis, and reporting. Data visualization tools can help you understand complex data and identify trends.

Leverage third-party solution providers to reduce fraud and streamline workflows. Consider partnering with trusted third-party providers that offer specialized fraud prevention solutions. These providers often have access to extensive databases of known fraud indicators and can help identify threats more effectively.

Develop a structured process for transactions requiring human review. Not all transactions can be automated, so ensure they are handled efficiently and effectively.

Building a Comprehensive Company Strategy

A comprehensive strategy should encompass the following five objectives:

1. Reduce Your Fraud Loss

Retailers must prioritize minimizing financial losses due to fraudulent activities. This includes:

● Detecting fraud early with real-time monitoring. The ability to detect fraud in real time can significantly mitigate financial losses. By continuously monitoring transactions as they occur, suspicious activities can be identified and addressed promptly, preventing fraudulent transactions from being completed.

● Responding rapidly to mitigate and remediate fraud events. Efficient and swift responses to fraud events are essential. This involves not only stopping fraudulent transactions but also taking actions to prevent further losses and recover any assets that may have been compromised.

● Strengthening account security measures. Enhancing the security of user accounts is a fundamental aspect of fraud prevention. Retailers should implement robust authentication methods, access controls, and password policies to safeguard customer accounts.

● Continuously updating anti-fraud tools. Fraud prevention tools should be dynamic and regularly updated to adapt to emerging threats. This includes updating fraud detection algorithms, rule sets, and machine learning models to stay ahead of evolving fraud tactics.

2. Create an Investigative Atmosphere

Developing a team that investigates suspicious behaviors and patterns is crucial for staying ahead of sophisticated fraud schemes. This includes:

● Investigating buyer and seller account behaviors indicative of major fraud. Retailers should proactively monitor and investigate accounts displaying behaviors commonly associated with major fraud schemes. Identifying these behaviors early on can prevent significant losses.

● Organized retail crime rings can significantly threaten e-commerce businesses. Retailers should work closely with law enforcement agencies to identify and dismantle these criminal networks.

● Collaborating with law enforcement and financial crime investigators. Establishing strong partnerships with law enforcement and financial crime investigators can aid in prosecuting fraudsters and recovering assets. Effective collaboration can deter fraudsters and disrupt their operations. The following organizations are great support: International Association of Financial Crimes Investigators (IAFCI), Merchant Risk Council (MRC), and Merchant Advisory Group (MAG).

● Maintaining partnerships with industry consortia. Participating in industry consortia and sharing threat intelligence with other retailers can strengthen fraud prevention efforts. Retailers can learn from each other’s experiences and adapt their strategies accordingly.

3. Improve Your Agent Experience

Efficiency and effectiveness in the fraud operations team are crucial for minimizing fraud-related costs. This includes:

Fraud Types for Omnichannel and Online Marketplaces

● Payment Fraud: Unauthorized transactions using stolen or fake credit card details.

● Identity Theft: Using someone else’s identity to purchase or open accounts.

● Phishing: Tricking individuals into providing sensitive information through fake communications.

● Account Takeover: Unauthorized access and misuse of someone’s e-commerce account.

● Refund Fraud: Exploiting return policies by claiming refunds for unreturned or illegitimate purchases.

● Card Testing Fraud: Small transactions to test the validity of stolen credit card details.

● Chargeback Fraud: Requesting a chargeback after receiving a purchased product, falsely claiming it wasn’t received or was unsatisfactory.

● Scripted Attacks and Bots in Account Creation: Automated mass creation of fake accounts for fraudulent activities.

● Credential Stuffing: Automated testing of stolen usernames and passwords across various websites.

● Card Cracking: Bots identify valid combinations of stolen card details.

● DDoS Attacks: Overwhelming a site with traffic to slow down or crash it, often for extortion or competitive advantage.

● Ad Fraud: Bots are used to inflate interaction metrics on online ads, leading to financial losses for advertisers.

● Triangulation Fraud: A three-party scam in which a fraudster sets up a fake storefront, uses customer orders to purchase items with stolen card details, and ships the items to a legitimate customer.

● Merchant Fraud: This occurs when fraudulent sellers on the marketplace fail to deliver goods/services or provide counterfeit items.

● Interception Fraud: A scam in which the delivery details are changed after the purchase with a stolen card to intercept the parcel.

● Social Engineering Fraud: This tactic is used to manipulate or deceive people into divulging confidential or personal information that may be used for fraudulent purposes. Unlike other types of cyberattacks that rely on hacking software or systems, social engineering attacks target the human element, exploiting psychological manipulation to trick users.

● Scaling operations by reducing the review of low-risk transactions. Not all transactions carry the same level of risk. Retailers can optimize their fraud prevention efforts by focusing on high-risk transactions, allowing low-risk transactions to proceed without extensive review.

● Minimizing false positives to protect legitimate transactions. False positives occur when legitimate transactions are mistakenly flagged as fraudulent. Retailers should fine-tune their fraud prevention systems to reduce false positives, ensuring genuine transactions are not disrupted.

● Auto-declining exceptionally high-risk transactions. Some transactions exhibit high-risk indicators that warrant automatic rejection to prevent potential losses. Retailers should establish clear criteria for auto-declining transactions that pose an imminent threat.

Becoming an industry leader in fraud prevention requires continuous innovation and a commitment to staying ahead of emerging threats.

● Focusing on complex and high-dollar transactions. These transactions typically carry more significant risks, so retailers should allocate additional resources and scrutiny to ensure their legitimacy.

● Market your fraud operations team. Internal and external stakeholders should be aware of the vital role played by the fraud operations team. This awareness can lead to better collaboration and support when addressing fraud-related challenges.

4. Reduce Your Customer Friction

While security is paramount, retailers must also minimize negative customer friction:

● Understand the differences between negative and positive customer friction. Balancing security measures and customer convenience is essential. Retailers should differentiate between necessary security measures and those that may inconvenience legitimate customers.

● Implement safeguards without inconveniencing legitimate customers. Retailers can achieve this by employing user-friendly authentication methods and conducting risk-based assessments to determine the level of security required for each transaction.

● Marketing to your customers on security measures. Proactive communication with customers about security measures can enhance their confidence in the retailer. Educate customers on steps they can take to protect their accounts and transactions.

5. Control Your Business Outcomes

Retailers should utilize fraud Key Performance Indicators (KPIs) to monitor signals and establish risk models aligned with their goals:

● Monitor fraud KPIs continuously. Key metrics such as fraud rate, chargeback rate, and false positive rate should be constantly monitored. Any significant deviations from baseline values should trigger a review of fraud prevention strategies.

● Build adaptive fraud risk models. Fraud risk models should be agile and capable of adapting to changing circumstances. Retailers should employ machine learning and predictive analytics to refine their models continuously.

● Implement visual analytics and dashboarding. Visual analytics tools and dashboards provide real-time insights into fraud-related metrics. Retailers can visualize trends, anomalies, and patterns, facilitating quicker decision-making.

● Establish a fraud monitoring program. A formalized fraud monitoring program ensures that all aspects of fraud prevention are systematically addressed. It involves regular reviews, audits, and adjustments to the fraud prevention strategy.

What Is Machine Learning Transactional Fraud Screening?

The transition from original and antiquated rules-based to machine learning-based fraud screening includes the implementation of controlled transaction learning to reduce human review for legitimate transactions. Machine learningbased fraud screening represents a paradigm shift in fraud prevention. Rather than relying on predefined rules, machine learning algorithms can adapt to evolving fraud tactics.

Controlled transaction learning involves teaching the algorithm based on historical data, helping it understand what constitutes a legitimate transaction. This enables the system to automatically approve transactions that align with these learned patterns, reducing the need for human review and minimizing friction for genuine customers.

Machine learning algorithms can also be employed in anti-money laundering efforts (AML). They can analyze transaction data to detect suspicious financial activities, potentially indicating money laundering schemes. Holistic AML approaches encompass

comprehensive financial transaction monitoring and identifying unusual patterns that require further investigation.

For high-risk transactions such as guest checkout, virtual gift cards, and highly fencible items, machine learning can provide real-time risk assessments. This allows retailers to decide whether to approve, reject, or review these transactions.

Understanding user behavior is essential for fraud prevention. In-browser analytics tools can capture data such as mouse movements, clicks, and navigation patterns. These insights can be used to create user profiles and detect anomalies that may suggest fraudulent activity.

Companies evolving their programs should use a structured process for transactions requiring human review. Even with advanced technology, some transactions may still warrant human intervention. Retailers should establish a structured process for reviewing these transactions, ensuring they are promptly and thoroughly assessed.

By embracing these technologies, retailers can significantly enhance their fraud prevention capabilities. These initiatives empower retailers to stay ahead of fraudsters by using cutting-edge tools and techniques to detect and prevent fraudulent activities.

Chargeback Defense: Alerting vs. Disputes

Chargebacks are a common challenge in the e-commerce industry. They occur when a customer disputes a transaction and requests a refund from their credit card issuer. Managing chargebacks effectively is crucial for maintaining a healthy financial ecosystem.

There are two primary components of a chargeback defense program:

1. Alerting System

An alerting system is proactive and aims to prevent chargebacks before they occur. It identifies transactions that may lead to disputes and takes action to resolve issues promptly:

● Early Warning: When an alerting system detects a potentially problematic transaction, it triggers an early warning and allows the retailer to investigate the issue, communicate with the customer, and address concerns before initiating a formal chargeback. By identifying potential problems early in the process, retailers can proactively address customer concerns, offer resolutions, and prevent disputes from escalating.

● Customer Engagement: The retailer can proactively engage with the customer to resolve issues, offer refunds or replacements, and provide a satisfactory resolution. The goal is to prevent chargebacks and enhance customer trust and loyalty. By addressing customer concerns promptly and effectively, retailers can resolve issues to the customer’s satisfaction, reducing the likelihood of chargebacks and fostering long-term customer loyalty.

● Transaction Documentation: Comprehensive documentation of transactions, including receipts, shipping records, and communication with customers, is crucial. Retailers should maintain detailed records as this information is invaluable and serves as evidence in disputes.

2. Dispute Management

Despite proactive efforts, some disputes may still escalate to chargebacks. In such cases, efficient dispute management becomes essential:

● Evidence Submission: Retailers should gather and submit all relevant evidence to the payment processor to

Embrace cutting-edge technology, automation, and machine learning to enhance fraud prevention.

support their case. Retailers must present a compelling case to their payment processors when disputes progress to chargebacks. Collecting and providing all relevant evidence, such as transaction records, tracking information, and proof of delivery, to demonstrate the transaction’s validity will bolster their case.

● Chargeback Response: Respond to chargebacks promptly and accurately. Provide clear and compelling evidence to demonstrate the legitimacy of the transaction. Timely responses are critical and increase the likelihood of a successful dispute resolution. A well-crafted response increases the chances of a favorable resolution.

● Resolution Tracking: Maintaining a tracking system to monitor the status of chargebacks will ensure that each dispute is followed up on and resolved efficiently. Effective tracking of chargebacks is essential to prevent disputes from falling through the cracks. Retailers should establish a system to monitor the status of each chargeback, from the initial response to the final resolution.

● Continuous Improvement: Analyze chargeback data to identify trends and root causes. Use this information to implement proactive measures that reduce the likelihood of future disputes. Chargeback data provides valuable insights into the reasons behind disputes. Retailers should analyze this data to identify recurring issues or trends. This analysis can inform proactive measures to address underlying problems and minimize chargeback rates. An effective chargeback program involves both proactive alerting systems and efficient dispute management. By identifying potential issues early and responding promptly to disputes, retailers can minimize the financial impact of chargebacks and maintain a positive customer experience.

Conclusion

This article provides a comprehensive overview of fraud prevention strategies for retailers, addressing the needs of both the C-suite and staff-level investigators and agents. It emphasizes the importance of continuous adaptation, collaboration, and innovation in the ever-evolving landscape of e-commerce fraud prevention.

John Matas CFE, CFCI, is a retail industry consultant with 30-plus years of experience in omni-commerce fraud, financial crimes, asset protection, and investigations. John was the VP of investigations, fraud, and ORC for Macy’s for over 25 years. Most recently, John served as the global head of risk and fraud for Etsy Inc. where he was responsible for the organization’s fraud strategy and framework. John is on the Editorial Board for Loss Prevention Magazine and is a regular speaker for the NRF, RILA, International Association of Financial Crimes Investigators Merchant Risk Council, and Association of Certified Fraud Examiners. John graduated from Kean University with a BA in both Political Science and Criminal Justice and is currently studying Applied Machine Learning at Columbia University.

Courtney Wolfe

Wolfe is LPM’s managing editor digital focusing on expanding the magazine’s digital content and reach. Prior to LPM, she was managing editor for SDM Magazine, a trade publication for security systems integrators. She received her bachelor’s degree in multimedia journalism from Columbia College Chicago. She can be reached at CourtneyW@LossPreventionMedia.com.

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Innovative Anti-Theft Technologies Prevent Loss and Save Money

Retailers across the nation are feeling the strain attributed to a rise in theft hitting their stores. As the landscape evolves, many retailers are turning to innovative technologies, like smarter electronic article surveillance (EAS) systems, to ensure every tool in their anti-theft arsenal is effective and affordable.

Working with an experienced security partner who understands your day-to-day concerns is the first step in identifying the right security solutions for your retail space.

Finding the Right Tag

EAS hard tags come in a variety of shapes, sizes, and purposes—from those developed specifically for clothing, shoes, and accessories, to others that fit on top of liquor bottles and benefit denial devices, like ink tags, that will damage or destroy an item if forcibly removed. Some newer EAS tags target specific high-value and high-theft merchandise like electronics.

Advanced EAS security tags for boxed goods allow retailers to stack multiple boxes on the shelf without obscuring the packaging’s marketing value. An adhesive backed holder is attached to the item, arming the EAS box with the flip of a switch after it slides into the carrier. Once applied

and armed, the tag can detect illicit tampering or removal and will self-alarm if illegally detached or if it passes through the store’s EAS detection pedestals before removal.

Self-alarming tags using infrared technology can provide theft protection for small or difficult-to-tag items, like health and beauty products, delicate clothing, and sporting goods.

Seamless Correction with Remote Tuning

To be an effective deterrent against shoplifting, an EAS system must work properly. If an issue with the system arises, seamless correction is a must. More retailers are relying on Wi-Fi remote tuning as an innovative and cost-effective way to reduce

on-site service visits without adding infrastructure cost. After placing a service call, the technician can remotely log in to your system to diagnose and remotely reconfigure your system so it continues to perform at its peak.

Concealed Antenna Systems

Consumers returning to brick-and-mortar locations say they are looking for retail experiences that provide them with a sense of safety and comfort that doesn’t feel intrusive. For luxury brands, aesthetics continue to be highly valued among shoppers.

As a result, higher-end retailers are implementing concealed EAS systems to be less prominent at store entrances without sacrificing security. Luxurious, wide entrances enhance a retailer’s exterior display area and are more welcoming to customers while also offering robust anti-theft technology and reduced nuisance alarms. These more concealed systems are also made to work with smaller, unobtrusive EAS tags often preferred by high fashion retailers.

Cost Versus Savings

EAS systems have earned a solid reputation for simplicity and effectiveness in creating more secure environments for sales associates and customers—after installing a system, retailers report a 60 to 80 percent reduction in theft. If properly maintained, systems can last 10-15 years with minimal downtime.

Any cost benefit comparison must consider the cost of losses due to theft weighed against the initial and ongoing expenditures of a system. For many store owners, the investment in operating an EAS system is far less expensive than the ongoing cost of theft that can have wide-ranging impacts on the business. Whether you’re protecting a single storefront, a high-traffic retail center, or a nationwide chain, EAS systems and sensors can help curtail shoplifting without sacrificing critical customer interactions with high-value merchandise.

With our national resources and local offices, Everon’s retail security professionals can design and install customized solutions to help secure your locations, minimize loss, and create a safer environment for your customers and employees. Visit everonsolutions.com/retail to learn more.

CONTROLTEK

CONTROLTEK’s Enhanced Exit Solution: A Comprehensive Defense Against ORC and Internal Theft

In today’s dynamic retail landscape, the challenge of combating theft, whether it’s internal or external, is a critical concern for retailers worldwide. Based on findings from the National Retail Federation’s 2023 Retail Security Survey, internal theft constituted 29 percent of total shrink loss in the United States, closely trailing the 36 percent attributed to external theft. As technology continues to evolve, so do the strategies of dishonest employees and ORC groups, making it imperative for retailers to work smarter in identifying and preventing theft.

Leveraging the power of RFID technology, CONTROLTEK’s Enhanced Exit solution provides retailers with invaluable insights into their store, offering real-time visibility of merchandise locations and alerting potential theft risks. Deployed with several retailers today, this innovative solution empowers retailers to effectively safeguard their merchandise, optimize security measures, and elevate operational efficiency amidst evolving threats. It enables them to stay one step ahead in the battle against ORC and ensuring a safer and more secure shopping environment for both customers and staff alike.

The Power of RFID Technology

Offering a plethora of benefits, RFID technology arms retailers with precise inventory management capabilities and security measures. Real-time inventory tracking allows retailers to pinpoint the exact location of items, along with relevant details about the merchandise such as

price, size and color, and movement such as the time it left the store.

RFID technology also enhances security measures allowing retailers to monitor exits, high-theft, and unauthorized areas such as bathrooms or employee areas, bolstering their asset protection strategies. By integrating Enhanced Exit, retailers can modernize their anti-theft measures, effectively deterring and detecting shoplifting incidents.

Combating Organized Retail Crime

External threats, particularly from ORC groups, pose significant challenges to retailers as these sophisticated criminal

networks operate with precision, exploiting vulnerabilities in store security systems to target high-value merchandise.

CONTROLTEK’s Enhanced Exit solution offers a robust defense against such threats, equipping retailers with the necessary tools to disrupt ORC activities and safeguard their assets effectively.

Through the use of RFID tags on high-theft merchandise, Enhanced Exit enables retailers to receive real-time notifications when items leave the store without proper authorization. Enhanced Exit’s dynamic alerting capabilities further enhance retailers’ ability to combat ORC activity. Retailers can configure the system

with various alerting structures, such as receiving daily reports on all RFID tag alerts or receiving immediate text message alerts when multiple high-theft items are detected leaving the store simultaneously. This proactive approach enables retailers to swiftly respond to potential ORC incidents and mitigate risks effectively.

With the ability to integrate other technologies such as video surveillance, retailers can gain better visibility into their stores. Moreover, the solution provides actionable data on the categories or types of merchandise most targeted by ORC groups, empowering retailers to implement targeted security measures and allocate resources strategically to mitigate future risks effectively.

Enhancing Security Around Internal Theft

Internal theft poses a significant threat to retailers, often going undetected until significant losses occur. With Enhanced Exit, retailers can implement proactive measures within their distribution centers to mitigate this risk effectively.

Using RFID technology, retailers can set up customizable thresholds to monitor the movement of merchandise within predetermined zones. When merchandise

leaves or enters these zones, the system triggers real-time alerts, sending text message notifications with a timestamp to designated personnel. For instance, if an item designated for a specific area is detected in unauthorized zones, such as restrooms or employee-only areas, immediate action can be taken.

Imagine a scenario where a high-value product disappears from the inventory. With Enhanced Exit, the retailer receives a notification that the product has left its designated area. By cross-referencing this information with the video surveillance system, they can quickly identify the individual responsible, facilitating swift resolution and deterrence of future incidents.

Working with CONTROLTEK

What distinguishes CONTROLTEK’s Enhanced Exit solution is not merely the technology, but our consultative approach to collaborating with our clients in implementing and overseeing the RFID technology. Recognizing the unique nature of each retailer, we avoid a one-size-fits-all approach and instead engage closely with our retail partners to comprehend their specific challenges and goals. This process entails joint efforts to trial the

solution in-store and analyze the data collaboratively to pinpoint the root causes of the challenges faced.

Through this collaborative approach, we customize the system to yield the precise data and insights desired by the retailer. Our team comprises seasoned retail technologists who possess a deep understanding of how technology interfaces within the retail environment, ensuring our solutions are not only technologically robust but also seamlessly integrated into the operational fabric of the retailer.

By fostering this consultative partnership, CONTROLTEK empowers retailers to leverage technology effectively in addressing their unique security and operational needs. Rather than imposing a rigid solution, we prioritize collaboration and customization, enabling our clients to derive maximum value from our offerings. Through continuous engagement and refinement, we ensure that our solutions evolve in tandem with the changing dynamics of the retail landscape, equipping retailers with the tools they need to stay ahead of emerging threats and achieve their business objectives effectively. In the battle against retail theft, knowledge is power. CONTROLTEK’s Enhanced Exit solution harnesses the capabilities of RFID technology to provide retailers with a comprehensive solution, and unprecedented visibility into their inventory and security operations. By leveraging real-time alerts, video integration, and data analytics, retailers can proactively address both internal and external threats, safeguarding their assets and enhancing overall profitability. With Enhanced Exit, retailers can stay one step ahead in the ever-evolving landscape of retail security. To unlock the power of Enhanced Exit, contact us today at sales@controltekusa. com or visit www.controltekusa.com.

ALTO: An Alliance That Protects Retailers and Empowers Communities

I

n the increasingly complex world of retail safety, the need for robust security and crime prevention has never been more critical. Retailers have long relied on diverse safety measures, technologies, and dedicated loss prevention teams to protect their assets. Yet, despite these investments, the challenge of effectively mitigating crime—and more significantly, ensuring accountability for those who disrupt the retail businesses—remains a difficulty.

ALTO: The Last Mile of Asset Protection Strategies

ALTO is the last mile in asset protection strategies by supporting retailers to deliver consequences for those who disrupt the safety of stores and their teams. It ensures that the final link in the chain—the pivotal point of long-term safety and accountability for those who disrupt it—is as strong and reliable as the first. This guarantees that the concluding measures in store safety procedures are just as strong and consequential as the preventive

tactics, aiming for tangible outcomes and sustainable, long-term resolutions that don’t stop at loss prevention.

In 2023 alone, over 92% of legal cases supported by ALTO concluded with a favorable resolution, breaking the cycle of repeat offenses and enhancing the safety of in-store teams, customers and communities.

By collecting data from in-store incident reports, ALTO’s tech-enabled in-store specialists analyze patterns and gather evidence to strengthen cases

against disruptors who jeopardize store safety. Furthermore, ALTO’s local and in-house legal teams advocate for retail partners in court, ensuring accountability for those who disrupt store safety and business operations.

Far beyond a mere safety upgrade, ALTO serves as a strategic ally enabling retailers to concentrate on their primary operations as it spearheads the effort to combat criminal repercussions.

The ALTO Alliance: A National Network for Retail Crime Prevention

At the core of ALTO’s success is the ALTO Alliance, an extensive network that ensures collaborative and effective action against individuals who disrupt safety in stores and communities. This is achieved through the nationwide partnerships that

ALTO has established throughout time with local and national retailers across twenty-six states (including D.C. and Puerto Rico), with more than 1,300 law enforcement agencies, 500 legal jurisdiction systems, and other community stakeholders, all supported by ALTO’s legal and expert teams. This collaborative model provides a unified front in the fight against retail crime. The ALTO Alliance’s structure is as innovative as its mission. In-house legal teams and on-site specialists are strategically deployed at the local level, working hand-in-hand with retailers, law enforcement and prosecutors to proactively manage incidents and collect the data necessary to hold offenders accountable. Last year, ALTO nationwide legal teams interacted with law enforcement and prosecutors 28,000 times or 540 times a week,

advocating for optimal outcomes for Alliance retail partners on a local level.

Redefining Retail Safety Solutions with Accountability

ALTO’s solution ensures that reported cases are diligently pursued, culminating in a track record of disruptor accountability that fundamentally reshapes retail crime prevention. By prioritizing solutions beyond punitive measures, ALTO sets a new standard. Through initiatives such as alternative sentencing (utilized in 29% of cases in 2023), ALTO demonstrates its commitment to rehabilitation when appropriate. This comprehensive strategy, emphasizing appropriate sentencing, proves both ethical and impactful, acting as a strong deterrent for retail crime offenders.

In 2023 alone, ALTO’s dedicated legal teams made over 8,000 court appearances on behalf of Alliance retailers and delivered evidence, both to law enforcement and prosecutors for retail crime case building, more than 16,500 times. This persistent effort, combined with a keen focus on understanding recidivist patterns, has resulted in notable improvements in case resolution..

Partnering for a Safer Tomorrow

ALTO’s retail solution fosters a culture of safety and responsibility across the industry. Successes in holding disruptors accountable in historically challenging markets like Los Angeles, Chicago, Portland, and New York are testaments to its efficacy. Retailers looking to fortify their strategies against retail crime can rely on ALTO to enhance safety for their store teams, customers, and communities. ALTO ensures that disruptions in retail are effectively resolved, embodying a concept of retail safety where both justice and protection are essential. For more information about ALTO, visit www.alto.us.

Gatekeeper Systems

Revolutionizing Retail Security with Gatekeeper Systems’ Purchek®

Pushout Theft Prevention Solution

The retail industry faces a persistent and evolving challenge: pushout theft. This sophisticated form of theft, where shoplifters exploit the openness of modern retail environments to execute bold, high-value thefts using shopping carts, significantly contributes to the alarming annual toll of retail shrink. Such criminal behavior also undermines the sense of safety, convenience, and enjoyment that customers expect from their shopping experiences.

Although effective at reducing theft, traditional security measures such as locking up goods behind glass or heavy surveillance can inadvertently signal distrust and significantly impact

convenience, turning the shopping experience into an unwelcome ordeal with an undesired direct impact on sales. Retailers are seeking less intrusive options and increasingly looking for technology-based solutions that are both discrete and impactful, striking the balance between the shopper’s experience and theft prevention.

Gatekeeper Systems’ Purchek® technology is designed to detect, deter, and prevent theft non-confrontationally. It employs advanced technology to monitor shopping carts, not the shoppers themselves, identifying potential theft

through a series of sensors and cart behavior analytics. When a shopping cart with unpaid merchandise attempts to exit the store, the system activates a locking mechanism on the cart, immobilizing it within the store premises. An alarm is then activated, and video footage of the incident is captured. In most cases, the response catches the bad actor off guard, causing them to leave the full cart behind. This approach not only prevents theft but does so without requiring direct employee intervention, thereby reducing the risk of confrontations and violence.

The company’s success, underscored by its robust patent portfolio and global deployment across over fifty countries, signals a transformative shift in retail loss prevention. As theft strategies grow more sophisticated, the need for equally advanced, non-intrusive security solutions becomes paramount.

Maintaining a Frictionless Shopping Environment

Gatekeeper Systems’ Purchek® technology seamlessly integrates into existing retail systems and processes, enhancing efficiency without disrupting established operational flows. This innovative solution is compatible with a wide range of shopping carts and store layouts, making it a versatile tool for various retail environments.

The effectiveness of the Purchek® technology in real-world scenarios is best illustrated through success stories and case studies. For instance, a major supermarket chain implemented Purchek® technology across its stores and witnessed a dramatic reduction in pushout theft incidents. Within the first few months of deployment, a high-theft store reported an 80

percent decrease in losses attributed to cart-based shoplifting.

Blind Justice: A Fair and Unbiased Approach to Loss Prevention

In addressing the critical issues of bias and profiling within retail security, Gatekeeper Systems’ Purchek® technology solution stands out for its commitment to blind justice. By focusing exclusively on the movement of the shopping cart without attaching bias towards the individual or the contents of the cart, the Purchek® technology provides a revolutionary solution to eliminate any opportunity for profiling in retail security practices.

Enhancing Employee Safety

When talking about retail theft, a critical aspect often remains overshadowed: the safety of retail employees. Confrontations with shoplifters are increasingly violent, placing employees in harm’s way daily.

A study published by the National Retail Federation revealed that 67 percent of respondents experienced an increase in violence from theft suspects over the past two years.

Most retailers have non-confrontation policies in place with the underlying objective being to protect their employees. Experienced thieves know about these restrictions and often take advantage, walking out with carts of goods with nothing stopping them. The Purchek® technology allows employees to maintain a safe distance from thieves so they can properly assess the situation in accordance with their store’s policy.

Pioneering a New Era in Retail Security

Gatekeeper Systems’ Purchek® technology ushers in a new era of retail security, effectively combating theft while prioritizing the shopping experience, fairness, and employee safety.

With a proven track record of success and a commitment to continuous innovation, Gatekeeper Systems stands at the forefront of retail loss prevention, redefining industry standards and setting new benchmarks for security, inclusivity, and customer satisfaction.

Creating Safer, Smarter Retail Environments

Intelligent Video Solutions with Easy Set-Up Offer New Ways for Retailers to Cost-Effectively Protect Employees, Customers, and Profits

By Kevin Darnell, Senior Business Development Manager, Hanwha Vision America

Retailers are focused on providing the best possible experience for customers and employees—from maximizing merchandise placement to ensuring minimal wait times at the checkout lines to providing a safe and welcoming environment. To achieve those goals, more stores are turning to security and surveillance solutions.

Having “eyes-on” visibility and situational awareness through intelligent advanced video surveillance solutions is more important than ever, helping stores save money, manage assets, reduce risk, increase operational efficiency, and deter crime.

Video surveillance technology has changed dramatically over the last few years with recent breakthroughs in digital imaging technology, new uses for AI, and multi-channel, multi-directional camera models.

In addition to the challenges posed by traditional theft, retailers are increasingly having to deal with the rise of ORC. This is always accompanied by a range of other criminal activities including shoplifting, burglary, fraud, and even assault. The impact of ORC is significant, costing retailers billions of dollars annually and disrupting operations and supply chains. To combat this growing threat, retailers are turning to partners they can trust and who provide equipment designed specifically to impact this type of crime, such as Hanwha’s PNM-9000QB Coupled

with covert door jamb technology, this one camera has been able to capture clear and detailed images of individuals involved in ORC incidents. The camera’s high-quality images provide law enforcement with invaluable evidence for prosecution, enabling them to identify and apprehend suspects more effectively. By leveraging this type of technology, retailers can not only deter potential criminals but also enhance the likelihood of successful prosecution, ultimately helping to mitigate the impact of ORC on their businesses and communities.

Other significant threats to retailers across the country are inventory loss from theft, fraud, or error. The retail industry loses billions of dollars annually to inventory loss, with analysts estimating the annual number to be around $100 billion.

Deploying a video surveillance system with built-in data analytics can help retailers identify shoplifters, track what was stolen, and even proactively prevent recurring incidents.

There has been a growing shift in the retail industry away from traditional on-premise servers and NVRs towards cloud-based solutions. Retailers can now deploy self-contained systems while fully realizing the potential of edge storage, multi-camera recording, remote access, and on-premise security system management. It’s important for retailers to easily customize and grow their surveillance systems based on their specific needs. Intelligent video surveillance and AI technology also helps retailers be proactive when it comes to in-store shrinkage. From checkout lines,

entrances, exits, and aisles to stock rooms, staff areas, loading docks, and parking lots, retailers can actively deter crime or any suspicious activity by letting everyone entering the store know the entire retail space is being recorded and monitored.

Maximize Store Layouts and Shopper Behaviors

Retail success is based on getting shoppers into the store, keeping them there, and making the most out of their

visit, ultimately leading to a purchase. The sales floor must be properly and efficiently laid out, with every inch of that valuable real estate used to guide customers to the prime merchandise.

Operators can use intelligent video surveillance to enhance customer service by comparing traffic patterns against staffing levels, monitor customer service issues, improve employee time management, and analyze customer traffic patterns to ensure merchandise is visible and properly displayed.

If the store becomes too crowded, staff can be alerted to open more registers, which helps reduce the number of people checking out at each station. This reduces long checkout lines or customer service wait times and ensures in-store staff is properly positioned to assist customers—all to create a welcoming public shopping environment designed to increase sales.

Surveillance for Every Application

New surveillance technology allows specialty cameras to be customized for every area within a retail operation: entrances and exits, parking garages, loading zones, or any area where suspicious activity may occur. Public viewing monitors can assist in actively deterring retail crime, and scalable IP

video management and NVR solutions let retailers view forensic evidence from anywhere with an internet connection.

Cameras with industry leading low-light performance and wide dynamic range capabilities can monitor and capture large areas. Durable vandal-resistant dome and bullet-style cameras can be equipped with loitering detection analytics, and license plate recognition technology tracks and logs vehicles entering and exiting retail premises. Retailers can view two areas with a single dual-head, multi-sensor camera installation, complemented by onboard queue management analytics customized to alert managers and staff to long lines.

New AI technology has added the power to do people counting, body temperature detection, object detection, license plate recognition, behavioral observations, and any number of actionable business functions.

Retailers can easily and discreetly view an entire store floor with a single high-resolution fisheye camera or follow

specific areas with micro-PTZ cameras. Compact dome cameras maintain a store’s aesthetics, while license-free video and audio analytics easily monitor activity in multiple areas.

Surveillance solutions that offer people counting and queue monitoring technology can provide valuable information about activity within a particular store. They also help retailers put safety measures in place to help control customer occupancy so there are not too many people in the store at the same time. The right surveillance solutions are scalable to fit the needs of any operation and easily allow for growth. One sample retail scenario is placing a primary camera over the register in a retail location, with another camera positioned toward the front door. The user can build from there with cameras at various positions that can include the rear entrance, delivery entrance, or employee break area.

Future-Proof Technology for Retailers

Retailers today are challenged to do more with less, and they require more effective loss prevention and asset protection solutions. Intelligent video surveillance options that combine image quality, performance, and analytics will meet retailers’ needs for safety, security, and shrink management while delivering new insights into every aspect of a retail operation.

Advancing Retail Safety with Reveal Body Cameras

Inrecent years, the retail industry has faced a significant upsurge in crime and antisocial behavior, presenting challenges that extend far beyond financial losses. While the National Retail Federation’s 2023 Retail Security Survey reported the average shrink rate in the fiscal year 2022 rose to 1.6 percent, translating to a staggering $112.1 billion in losses, there was also the not-so-small matter of 88 percent of retailers reporting that shoplifters have become more aggressive and violent and the negative impact that this is having on employees on the shopfloor.

security challenges resonate across borders, from the bustling streets of the UK to the expansive malls of the US. This global insight has refined our solutions, ensuring they’re robust, adaptable, and effective, no matter the setting. Central to our success is our unwavering commitment to collaboration. By actively listening to our customers, diving deep into their unique challenges, and crafting tailored solutions, we’ve established durable partnerships throughout the retail industry.

of 40-70 percent, with further benefits also reported of improved employee well-being, reduced manned guarding spend, reduced shrink, and a higher rate of incident prosecution.

Looking ahead, our passion for innovation burns as brightly as ever. We’re continually exploring new ways to enhance the safety and operational efficiency of retail environments, supporting the diverse array of professionals who make the retail world turn.

In the bustling world of retail, where change is the only constant, ensuring safety and security is a collective endeavour in which technology has an ever more important role to play. Reveal is at the forefront of addressing these challenges with cutting-edge body camera solutions, designed to deter crime and provide a reassuring presence on the retail floor. Our unique body cameras, characterized by their front-facing screens, have proven to be an effective tool in de-escalating potential conflicts, thereby enhancing the overall safety of retail spaces. In conjunction with our advanced digital evidence management software, DEMS 360, Reveal offers a comprehensive security solution that not only deters incidents, but also aids in documenting evidence for the successful prosecution of retail crimes.

As Reveal has expanded globally, we’ve observed firsthand how retail

Proof of concept trials are a cornerstone of our methodology, offering retailers a firsthand experience of our technology’s impact. Guiding partners through each step—from legal considerations to IT integration and staff training—we provide comprehensive support to ensure a seamless adoption process. The efficacy of our solutions is reflected in some

Reveal is more than a technology provider; we are your partner in creating a safer retail experience. For a conversation about how Reveal can transform your retail security strategy and to arrange a tailored solution that suits your unique needs, contact us at salesusa@revealmedia.com or call (888) 269-9924.

Impact Security

Fortifying Retail Environments: DefenseLite® AccessShield™

Sets a New Standard

Retail crime continues to pose significant challenges for businesses, which makes finding effective solutions for loss prevention paramount. One such innovative solution is Impact Security’s newest DefenseLite® retrofit security glazing solution: AccessShield™. Engineered for entrance doors of all types, this glazing system aims to prevent illegal access to retail establishments and combat smash-and-grab crime by retrofitting existing building entrances. By minimizing the risk of forced entry, AccessShield helps reduce inventory losses for the retail industry.

Introducing AccessShield™

AccessShield represents Impact Security’s latest innovation in retrofit security glazing, specifically targeting entrance doors—the typical access point for retail stores and other at-risk businesses. This retrofit security glazing panel is designed to upgrade virtually any access door, regardless of the door type or material finish. By removing and replacing the existing glass and door stops, AccessShield seamlessly integrates into doorlite openings, providing enhanced protection against forced entry attempts. Now, retail establishments can fortify their defenses against smash-and-grab crime, safeguarding both their assets and their reputation.

Key Benefits of AccessShield:

● Mitigates Smash-and-Grab Crime: AccessShield is a robust protective shield for existing entrance doors, mitigating the risk of smash-and-grab crimes.

● Prevents Inventory Loss: By shielding entrance doors from criminal attacks and maintaining the

structural integrity of doors, AccessShield helps prevent inventory loss, safeguarding retail assets.

● Cost-Effective Solution: Compared to traditional security measures, AccessShield offers a cost-effective solution, minimizing financial strain on businesses while ensuring optimal security.

● Flexible Installation Options: AccessShield accommodates diverse door profiles and architectural aesthetics, offering flexible installation options tailored to specific requirements.

● Simplified Maintenance: With easily serviceable glazing, AccessShield simplifies maintenance, ensuring long-term sustainability and reliability for retail establishments.

● Customizable Upgrade Options: AccessShield provides customizable upgrade options to meet specific security needs and budgets, offering tailored solutions for retail environments.

Understanding DefenseLite

DefenseLite offers a portfolio of retrofit security glazing systems designed to fortify windows, doors, storefront, and curtain wall systems against criminal attacks. This patented technology boasts a remarkable strength 250 times greater than glass. Its invisible aesthetic delights retail storefront marketers while offering an affordable and efficient retrofit installation without interfering in the day-to-day business operation.

Utilizing advanced materials such as high-optic UV coated polycarbonate shields and vented aluminum extrusions, DefenseLite flexes, absorbs, and deflects energy away during attempted break-ins, effectively preventing access and keeping perpetrators outside. Similarly, BulletShield provides protection against ballistic attacks through glass by mounting onto existing window or door frames. Custom fabricated based on threat levels and budgets, BulletShield employs a combination of exotic plastics, polycarbonates, or glass-clad shields, ensuring resilience against forced entry. Independently tested to meet stringent UL standards, BulletShield offers a reliable defense mechanism against the various threats presented in today’s market.

As retail crime continues to evolve, proactive measures such as the implementation of DefenseLite Retrofit Glazing Systems become increasingly indispensable. By retrofitting existing doors, windows, storefront, and curtain wall systems with advanced security solutions, businesses can effectively deter criminal activity that results in property damage and inventory loss.

Impact Security’s commitment to new product development underscores its dedication to providing innovative solutions for loss prevention in the retail sector. To learn more about DefenseLite, visit www.defenselite.com.

New Product Spotlight

NEW SOLUTIONS FROM LEADING LP SUPPLIERS

This New Product Spotlight section provides readers with information on new products and services from leading retail asset protection solution providers. If your company is looking for new technology or solutions, please check with these vendors as well as the other advertisers throughout the magazine.

Visit LossPreventionMedia.com for more information about these new offerings.

DEFENSELITE® ACCESSSHIELD™: Fortifying Retail Entrances with Unmatched Security

DEFENSELITE® ACCESSSHIELD™ stands as the zenith of forced entry defense. Designed to effortlessly substitute standard entrance doorlites, it thwarts illegal access and smash-and-grab incidents. Offering a budget‑friendly solution for retrofitting retail access points, ACCESSSHIELD and ACCESSSHIELD-BR minimize vulnerabilities, ensuring your premises are fortified and invulnerable. Available in forced entry and bullet-resistant options.

bit.ly_defense-lite

Supercharge Your Preventions with LPR

Empowered by Retail Crime Intelligence, Auror LPR (License Plate Recognition) helps retailers safely prevent 80% of loss and safety incidents. Leveraging a retailer’s existing or chosen camera infrastructure, Auror LPR connects known offenders to vehicles and alerts teams as their vehicle arrives on site.

Auror.co/product/lpr

Checkpoint’s Alpha High-Theft Solutions GPS Keepers® Security Devices and Cableloks® Security Devices Powered by Ensurity

A nearly undetectable GPS solution to allow asset protection teams and law enforcement to track the movement and exact location of stolen assets when GPS enabled devices leave a store in a crime event. Create positive ROI by recovering stolen assets, apprehend criminals, track ORC tactics, and reduce annual crime events.

bit.ly_alpha-world

Enhanced Exit by CONTROLTEK

CONTROLTEK’s Enhanced Exit provides retailers with invaluable insights into their store, offering real time visibility of merchandise location and alerting of potential theft risks. Deployed with several retailers today, this innovative solution empowers retailers to effectively safeguard their merchandise, combat ORC activity, and enhance the operational efficiency of their stores.

bit.ly_controltek-usa

Protect Your Registers from Counterfeit Cash in Less Than Half a Second

Dri Mark’s Flash Test counterfeit detector is smaller than a smartphone, faster than a scanner, over 99% accurate, and completely maintenance free. Use the lightning-fast ink sensor to check for a counterfeit in half a second. UV and watermark tests are included in the unit for an extra layer of protection.

bit.ly/DriMark-counterfeit-detector

Protect Your Merchandise, Employees, and Customers with Flock Safety

Build a license plate reader perimeter around your parking lot with Flock Safety Falcon cameras to proactively address organized retail crime threats and reduce shrink—all while preserving the quality of the shopping experience.

bit.ly/flock-falcon

Simple Loss Prevention with Touchless Screening and Programming

Garrett’s Paragon archway detector combines industry-leading detection sensitivity and six loss prevention programs with best-in-class ease of use features like Zero Touch NFC programming. See what Paragon can do for you to stop threats from walking in and company property from walking out.

bit.ly/garrett-walk-through-detectors

Purchek® Advanced: Elevating Retail Safety and Theft Insights

Purchek® technology is an invisible, constant loss prevention tool enhancing safety and deterring theft by disabling carts without confronting individuals. Including event based video classification and investigative services, it offers retailers insights into theft behaviors and validates its value through ROI analysis.

bit.ly/gatekeeper-purchek

Insight LPR’s MX Defender S

Insight LPR’s MX Defender S is a proactive safety solution for retailers nationwide that stops ORC in its tracks—detecting suspicious activity, deterring potential threats, and delivering notifications in seconds. Solar-powered cameras provide 24/7 monitoring and are easily installed in parking lots and garages, safeguarding customers and employees from crime.

bit.ly/insight-lpr-mx-defender-s

RFID and RFID-Hybrid Solutions from Industrial Security Solutions

Customize your RFID conversion any way you like with our full suite of solutions, including RFID-Hybrid solutions that seamlessly integrate RFID into your existing AM or RF model. RFID-Hybrid combines the best of both worlds with strong theft detection and the empowering data only RFID can offer.

bit.ly/iss-rfid-hybrid

The Next Evolution in Glazing Security Is Here

3M’s next generation security film, S2400, was designed to absorb energy upon impact without tearing. It boasts an impressive 560% elongation at break strength, is visibly clear, and cures rapidly. Unlike traditional polyester security films, S2400 is made of polyurethane to better protect your storefront without compromising visibility.

bit.ly/NGS-3m-films

Solink

Sidekick AI™

Solink Sidekick AI™ utilizes generative AI technology to quickly review cameras and pull actionable data insights from video feeds in real-time. By allowing businesses to ask natural language questions about their footage, it provides analyses on customer traffic, employee performance, store cleanliness, safety risks, and compliance.

bit.ly/solink-sidekick

Introducing Pinkerton Risk Pulse: Advanced Site‑Specific Risk Intelligence

Enhance your risk management with Pinkerton Risk Pulse. Gain unparalleled insights on location-based risks, from natural disasters to industrial hazards. Make informed decisions with our accurate, timely data, driving proactive strategies and resource optimization. With Pinkerton’s innovative analytics, safeguard your assets and people with confidence.

bit.ly/pinkerton-risk-pulse

Solink Video Alarm Tablet

A modern digital interface allows authorized users to effortlessly arm and disarm video alarms with a PIN. This provides insights into security events with an audit trail that includes video documentation. The video alarm tablet includes Audio Alerts, providing timely warnings to deter unauthorized individuals.

bit.ly/solink-video-tablet

Next Generation Retail Body Camera from Reveal

Retail associates and lone workers face heightened risks every day. Aggressive incidents can arise from merely enforcing the law or confronting shoplifters and, without immediate support, these situations can escalate quickly. Reveal’s KS4 body camera comes equipped with GPS for live location tracking and live streaming for real-time event monitoring to ensure immediate support is provided to staff in distress.

bit.ly/Reveal-KS4-BW

Jacque Brittain, LPC Editorial Director

Jacque Brittain, LPC, is editorial director for LP Magazine. Prior to joining the magazine, he was director of learning design and certification for Learn It Solutions, where he helped coordinate and write the online coursework for the Loss Prevention Foundation’s LPC and LPQ certifications. Earlier in his career, Brittain was vice president of operations for one of the largest executive recruiting firms in the LP industry. He can be reached at JacB@LossPreventionMedia.com.

The Quiet Heroes

After watching a favorite movie, do you ever stay in your seat and sit through all the credits? While some do, most of us don’t. We reflect on the stars that have been the center of our attention, the scenes that capture and hold our imagination, and the plot that builds expectations and leads to dramatic conclusions as the story unfolds.

But what about those behind the scenes—those amazing people and names that are scrolled through as an afterthought as we’re leaving the theatre? These are the people who truly bring it all together, but too few get the credit they wholeheartedly deserve.

The Heart of the Program

What about those behind the scenes—those amazing people and names that are scrolled through as an afterthought as we’re leaving the theatre? These are the people who truly bring it all together, but too few get the credit they wholeheartedly deserve.

This same scenario plays out through so much of what we do in both our personal and professional lives. There are always those behind the scenes playing critical roles that can go unnoticed or underappreciated. But without these quiet heroes, the story we’re a part of may never have successfully come together.

On every team, we have those who quietly go about their responsibilities, not looking for attention or fanfare. They work hard—often harder than we realize, to keep us moving forward and get the job done. Some are simply more comfortable in this role, content with their place as part of the team and happy to contribute for the greater good. They handle the tasks that most of us would prefer to avoid. They make what we do better, easier, and more productive. Most are deeply loyal, thriving on the success of the team, and proud of the role they have in making it happen.

Others are simply “paying their dues,” using their role to learn and grow with hopes of higher aspirations and greater responsibilities. Their ideas and ambitions bring energy and innovation to the team—frequently absorbed into a larger departmental initiative or underserved based on other priorities, but occasionally recognized for the value they bring. Their influence is felt across the team, but often without attention or accolades as they serve our needs and wait their turn. Often seen as our future, we need to make every effort to recognize what they are contributing today.

There are also those who fall in the middle, searching for their place while doing their part to make the program better and more productive. They strive to be successful and make a positive contribution but prefer to find their place leading in the field. These individuals represent the core of the team and the heart of the program. Without them, we have no program. Their influence is what drives results and keeps things running smoothly.

All these individuals are essential to the operation of the department and the success of the business. They deserve to know just how important they are, how much they mean to the team, and how much we value their contributions.

Speak Up

Loss prevention is a support function. Our role is to serve the company by protecting our business, our resources, our customers, and our employees. But in doing so, we also must protect our brand. This demands that we carry out our responsibilities while drawing as little attention as possible to what we do, especially those aspects that have the potential to be viewed in a negative way. Unfortunately, this also means that certain aspects of what we do can be minimized, overlooked, or underappreciated.

The loss prevention community has made tremendous gains over the past few decades. We’ve had to work hard to earn respect and attention as a vital function in a successful retail operation. But we should never lose sight of all those who have helped bring us to where we are today, regardless of the role they play. They have earned that respect through hard work and sweat equity, and are the biggest part of the reason we’re making a difference.

On these pages, we often talk about the heart of a leader and what it takes to find success beyond ourselves. But we must always keep in mind that leadership is about so much more than making decisions and telling our teams what to do. Never overlook those quiet heroes. They deserve to know just how important they are.

Strong leaders don’t need that reminder—but that doesn’t mean we shouldn’t bring it up. Tell your team how much they are valued and say it like you mean it.

OF THEROBOTSRETAIL

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