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John W. Jones, PhD

By Jacque Brittain, LPC

By Brand Elverston

Lauren Fritsky

By Ashley Hattendorf, Akash Barathan, Haoyi Zhou, Raghav Vaidya, and Sam Song, with an introduction by Ed Tonkon

Three Years In: What Have I Learned So Far?

Whenever I hear about someone’s work anniversary, I stare at my LinkedIn comment bubble and try to come up with something original―and it’s difficult. “Wow, that went by quickly!” Or “Really? Three years already?”

It seems like it’s all been said. What could I possibly add? Even more difficult are original responses to others congratulating me on my anniversary. Exclamation point or not after the “Thanks,” or maybe an emoji? These are big decisions on social media. Instead of wasting time trying come up with something witty there, I thought I’d share a few nuggets in this space for my three-year anniversary—maybe one of these will resonate with you. Here’s what I’ve learned:

● Surrounding yourself with the right team is imperative.

● Writing is tough. Editing is even tougher—often like chewing on nails.

● Print is alive and well!

● Have something to say. In this world of soundbites, podcasts, Reels, and Instagram, it’s tough to know when to stay in your lane, or where the lane markers even are. But the credo I’ve maintained since I started has remained: don’t just talk to talk; focus on educating and furthering the industry—everything else is just noise.

● LP, AP, Risk Management, or Business Resilience… what will we be known as in the next ten years? What I do know for sure is that the industry is evolving at lightning speed, and we are experiencing it firsthand.

● There is a small handful of people volunteering and getting things done. Let’s call them the “Doers.” We need to mentor the next generation of Doers willing to donate their time. Whether at LPM, LPF, LPRC, NRF, RILA, or IAI… we need strong leaders who can step in and volunteer. This industry functions best as a team.

● There are some truly wonderful people in this business who support others behind the scenes. Thank you, you are a rare, wonderful breed!

● As is the case in any industry, some will delight in your failure(s). Many, many more want you to succeed.

● Let others know that you see them and you appreciate them. Life is too short not to thank

people or tell them “Good job” in the moment.

● Partnerships are crucial. You may say to yourself, “Well, duh, Stefanie,” but too many people try to go it alone. Without partnerships, we will not realize our full potential.

● You can’t make everyone happy. In fact, some people refuse to be happy. Let them and their opinions go.

● The solution partners we work with truly care about this industry.

● We don’t have to be flashy to be successful. We just need to stick to our mission statement.

● Change is possible; take it slow, be patient, and persistent, and it will happen.

● Not every problem can be solved. Sometimes you just need to outlast the problem.

● As the leader of a small business, you own the screwups. That’s part of the deal—and you’ll survive.

● You can learn to do just about anything if you try and give yourself some grace.

● Read the whole email.

Of course, there are many more areas and topics that I have learned about, including a completely new career and set of skills in publishing. These are just a few things that immediately came to mind as I reflected on the last three years. If you want to hear the full story behind any of these examples, stop me at the next trade show and we can swap war stories. I would like to thank our audience for continuing to support us, it means the world to the team when we hear that you appreciate what we’re doing. And, a big thank you to those at the magazine, LPF, and beyond who have helped guide me over the last three years as I stumbled around finding my footing.

I encourage you to reflect on your career to this point. Are you where you want to be? You’ve probably achieved more than you thought, and I guarantee you’ve learned more than you imagined as well. Please share with us on your career or feedback on LP Magazine at editor@losspreventionmedia.com or on our LinkedIn page: www.linkedin.com/company/ lossprevention-magazine/. ●

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 Courtney Wolfe CourtneyW@LossPreventionMedia.com

Assistant Editor Allie Falk AllieF@LossPreventionMedia.com

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

Contributing Writers

John W. Jones, PhD Lauren Fritsky David Thompson, CFI

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

Postmaster Send change of address forms to Loss Prevention

Stefanie Hoover, CFI Editor-in-Chief

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.

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

David Lund, MBA, LPC, CFI Executive Director, International Association of Interviewers

Dan Moren Senior Manager, Starbucks

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

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

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

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

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

Ray Cloud Group Senior Vice President, Loss Prevention, Ross Stores

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

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

Brian Friedman, CFE, CFI, LPC Divisional Vice President, Asset Protection and Risk Management, REI Co-op

Malcolm Gaspard Senior Vice President, Loss Prevention, Kohl's

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

Cynthia Grizzle, CFI Vice President, Asset Protection Nordstrom

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

Christyn Keef, LPC Vice President Checkout Experience Walmart

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

Rhett Asher SVP, Community Relations and Partnerships

James Stark Segment Manager, Retail

Stuart Rosenthal VP, Global Sales

Craig Greenberg Chief Commercial Officer

Dave Sandoval President

Alix Arguelles Director of Product

Tom Meehan, CFI CEO

Scott Thomas National Director for Signature Brands

Cita Doyle, LPQ, LPC VP, Sales and Marketing

Seth Hughes, LPC VP Retail Strategy and Innovation

B. Longo Chief Revenue Officer/EVP

Rex Gillette VP, Retail Sales

Jordan I. Rivchun Senior Director of Business Development

Matt Kelley, MBA Head of Retail, Go To Market

Jack Ashton Chief Revenue Officer

Kevin O'Brien EVP of Business Development

Chris Reene Head of Commercial

Hoang Chief Customer Officer

Sharon Costanza Senior Enterprise Account Executive

Ned McCauley Business Consultant, Retail Technologies

Robb Northrup Director, Marketing Communications

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

Nick Rykhoff President

Scott Pethuyne, LPC Sr. Analytics Solution Consultant

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 Ben@PartnersPR.com.

Vy

Stephen

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

Smashing Shrink with Predictive Analytics

Now in its twelfth year, the RILA Student Mentor Program offers a unique opportunity for collaboration at the intersection of retail loss prevention and academia. This program originated as a vision of Lisa LaBruno, former senior executive vice president of RILA, as a way to integrate the skills and insights of a prominent retail chain, a retail solution provider, and academia during a semester-long project, which is now part of the students’ capstone project in their final semester prior to graduation.

Each year, the program is supported by a major retailer’s asset protection team, which

By Ashley Hattendorf,

submits a project to the University of Texas McCombs School of Business’s Master of Science in Business Analytics. The program, now in its fourteenth year, was a pioneer when it was created, and while it has now expanded to hundreds of universities, the McCombs MSBA perennially ranks in the top echelon globally.

Throughout the semester, the retailer collaborates with the student team, and the students present the outcomes at the annual RILA Asset Protection Conference.

As current chair of this MSBA program’s advisory council and a proud UT McCombs alumnus, I have been honored to represent Zebra as a co-mentor in helping to develop this program with Lisa over the years.

This year, data science students Ashley Hattendorf, Akash Barathan, Haoyi Zhou, Raghav Vaidya, and Sam Song were chosen to participate in the popular program. Here, read about their experience in the program, and what they learned that could be beneficial to anyone in the LP industry. —Ed Tonkon

Akash Barathan, Haoyi Zhou, Raghav Vaidya, and Sam Song, with an Introduction by Ed Tonkon

During the first six months of 2025, we partnered with a national retailer and its loss prevention team to leverage data analytics in forecasting retail shrink and identifying key performance indicators (KPIs) that significantly impact shrink risk. As a company with more than 900 brick-and-mortar stores nationwide, shrink has the potential to directly threaten the mission and vision of the entire organization. Imagine a customer planning to purchase the perfect item that they found listed as in-stock online, but it is nowhere to be found when they arrive at the store. That moment of frustration might lead them to take their business elsewhere, resulting in a lost sale, damaged customer experience, and potentially reduced brand loyalty.

That is where our work began. Our goal was to help the retailer gain better insights to proactively address inventory shrink and profit loss, all while ultimately improving customer experience.

Our Store Visit

Before we touched any of the data or ran a single model, we visited a store. Early this year, our team had the opportunity to tour a location in Texas alongside members of the LP team. During our two-hour visit, we were guided step-by-step through their in-store business processes and how inventory was tracked. This experience wasn’t just informational, it was transformative. We were able to visualize the business problem, shrink, and connect the data to reality. Armed with a handout detailing key metrics monitored at the store level, this experience grounded our approach and provided deeper context into each row of data. Our experience also allowed us to understand the underlying motivations behind the project. The company already tracks the shrink percentage for every store but lacks a way to make dynamic updates. Currently, every three to eighteen months, each store undergoes a full inventory scan. However, this means that the full effect of shrink is only visible long after it has already occurred. Therefore, rather than reacting after the damage is done, we sought to utilize predictive analytics to estimate a store’s shrink percentage before the next inventory cycle concludes.

So, what is predictive analytics? Imagine having millions of data points and hundreds of store-level metrics, but not knowing which ones actually impact shrink and what can be done to prevent it. That is where predictive analytics comes in. It utilizes historical data to identify trends and forecast the future. In this project, we used it to identify key features tied to shrink, allowing the company to allocate resources more effectively and take corrective action immediately when they see a store is projected to have high shrink.

Data Exploration

To introduce you to our data, we were provided with ten clean and structured datasets containing more than ten million combined rows, including over 150 metrics or features.

The ten datasets included: omni fulfillment, illicit returns, loss records, physical inventory subclass, sales, sales returns, inventory adjustments, traffic conversion, RTV, and POS discounts. Information datasets were gathered at the store level, including metrics such as:

● Associate Friendliness: score provided by customers through surveys

● BOPIS Fulfillment Percentage: the percentage of buy-online-pickup-in-store orders that were fulfilled

● SFS Fulfillment Percentage: the percentage of ship-from-store orders that were fulfilled

● Reship Units: the number of items that had to be reshipped to a customer

However, rather than relying solely on internal variables, the organization sought a broader perspective. So, our undergraduate team gathered 2023 census data linked to each store location, incorporating external socioeconomic factors such as population density, unemployment rates, household income levels, and educational levels. It is critical to note that sensitive attributes, such as gender and ethnicity, were deliberately excluded to align with ethical data practices.

To prepare the data, we combined and aggregated datasets using a cycle inventory and store location as a unique identifier, allowing us to model shrink by store and by cycle. After cleaning, aggregating, and encoding, we ended up with a final aggregated dataset containing ~90 features

and ~1,800 rows which were used for the modeling we created.

We can’t emphasize enough the importance of having quality data and proper cleaning. Without this, we could have what data scientists like to refer to as “garbage in, garbage out,” meaning utilizing flawed data will give flawed results.

Models by Month

The tricky part about predicting shrink is the inability to access all the data across the entire inventory cycle, instead focusing on end-of-month (EOM) figures for each store. To account for this, models were designed using only the data available at the time of prediction. For example, if it has been one month since the last inventory cycle, then one month of data would be available to predict the next cycle’s shrink. In this case, we would want to input current data into a model trained to predict properly when only given one month of data.

To tackle this problem, we built twelve datasets for each month of data accumulated. For example, dataset one (one month) would only contain data accumulated from the first month of an inventory cycle. Similarly, dataset six (six months) would contain accumulated data from the first six months. Each dataset had its own corresponding model, trained to forecast shrink based on the same amount of data the company would realistically have available at that point in time.

To evaluate model performance, we utilized Adjusted R-Squared, which indicates how well the model explains the actual data. These values can range anywhere from zero to one, with higher values indicating more predictive power.

University of Texas students (L-R) Ashley Hattendorf, Sam Song, Haoyi Zhou, Akash Barathan, and Raghav Vaidya.

Typically, an Adjusted R-Squared value of 0.70 and above is considered to have strong explanatory power. Across all twelve datasets, we achieved Adjusted R-Squared scores between 0.88 and 0.90, a very promising result that indicates strong potential for real-world deployment.

Across all models, the total extended cost of inventory adjustments and the SFS fulfillment percentage had the largest impact on shrink. Among the more interesting and less obvious predictors, customer-facing metrics were also significant in predicting shrink. Factors such as associate friendliness (how cordial the staff is with customers) and the percentage of customers greeted (customers who reported any sort of interaction with staff) were among the top ten most important predictors. These features were qualitative in nature, collected using various surveys and questionnaires completed by customers.

Lagged Model

We also explored a second approach, which we referred to as the Lagged Model. The idea is simple, yet powerful. Essentially, the previous cycle metrics are used to predict the upcoming cycle’s shrink. Similar to our original models, we achieved an Adjusted R-Squared of 0.89 (remember that 0.70 is considered good).

Unsurprisingly, we saw that the shrink cost percentage lagged (shrink cost percentage from the previous cycle) had the greatest impact on the upcoming cycle’s shrink. We also observed that SFS fulfillment remained important, underscoring the importance of operational efficiency. Similarly, associate friendliness and the percentage of customers greeted remained among the top features, proving their predictive power.

Incorporating Census Data

As previously mentioned, census data was incorporated for each store location from the census.gov website and integrated into both the monthly models and the Lagged Model.

After combining the census data, the monthly models showed an average bump of 0.02 in the Adjusted R-Squared values. Although the top two most important predictors remained the same, population density emerged as an important factor in predicting shrink.

Similarly, when we reran our lagged model with the blended data, we observed an even more pronounced effect, as the

Adjusted R-Squared improved from 0.89 to 0.92, further emphasizing the importance of high-quality external data in enhancing the model’s power.

In this enhanced version, we found that population density and the unemployment rate had strong correlations with shrink. Locations with high unemployment rates and larger population densities tend to incur higher shrink costs.

In summary, almost all our models achieved an Adjusted R-Squared of 0.90, which means they are able to explain 90 percent of the variation in the data (which is really good!) After incorporating census data, the models performed even better, with higher Adjusted R-Squared values. This further suggests the value of having clean and reliable external data to enhance the models’ effectiveness and robustness.

Top 10 Most Important Predictors

So, what actually drives shrink? In the figure below, the features with a higher importance, such as SFS fulfillment percentage, shoe department type, and total extended cost of inventory adjustments, contribute the most to shrink (Figure 2). While the retailer was already monitoring these metrics, our results reinforce the importance of these being the primary focus.

What else can the retail team focus on to take corrective action and prevent shrink? The total number of reship units and BOPIS fulfillment percentage are also extremely strong predictors of shrink. While the company has been monitoring the BOPIS levels, the significance of reship units has opportunity for more investigation. We will explore this in more detail a little later on.

One of the most surprising and powerful findings is that customer service plays a much bigger role in reducing shrink than originally anticipated. During our initial store tour, the team mentioned that customer service might be impactful, but no one was quite sure how strong the connection was. This is where predictive analytics came in and confirmed it. In Figure 2, you will see that average greeted ended up being our fourth most important predictor and is higher than several operational efficiency metrics.

We noticed something else intriguing. Both the lower and higher ends of household income are highly predictive (Figure 2). This insight might invite a more location-specific strategy to prevent shrink.

How Is Shrink Correlated to Key Drivers?

In Figures 3 and 4, we can see a strong negative correlation between shrink and the two customer service metrics: associate friendliness and the average number of customers greeted. In simple terms, stores with kind, attentive, and engaging employees tend to have significantly lower shrink levels. This suggests that positive customer interactions lead to an improved customer experience and may also naturally deter theft.

The socioeconomic data also indicated a strong positive correlation between population density and shrink. Stores in high-density areas tend to experience higher shrink, likely due to increased store traffic and a higher chance of theft-related incidents (Figure 5). This reinforces the need for appropriate staffing levels, camera placement, and security measures based on the store’s location and corresponding population density.

Interactions Between Predictors

While individual predictors were insightful, we also wanted to explore how the combinations of predictors contribute to shrink. More specifically, we first looked at when shrink cost was the lowest.

First, we observed that when the SFS fulfillment percentage was very high and the net promoter score (NPS)—how likely a customer is to recommend the store—was also in the highest tier, shrink was extremely low (Figure 6). This is intuitive, as when SFS fulfillment is high, inventory items are located properly, and inventory counts are accurate. A high NPS suggests a high

Model By

Fig. 1 Model Results Summarized

level of customer service and satisfaction. Although NPS didn’t appear in the top ten most important features on its own, when combined with SFS fulfillment percentage, it clearly contributes to lower shrink.

Another strong combination appears when the percentage of customers greeted was high and the total number of reship units was low. As discussed, a high percentage of customers greeted correlates with low shrink. When reship units are high, it may indicate lost or stolen packages, or low operational efficiency, where the employees are not being accurate. All these factors point toward high shrink. On the other hand, like in this case, if the number of reship units is low, then packages are being delivered on time and as expected, indicating a high level of operational efficiency and a low level of shrink.

One thing that kept showing up in our analysis was that when the customer service levels are high, there are lower levels of shrink. In this case, customers are finding what they are looking for, positively interacting with employees, and overall having a good shopping experience.

Just as we explored scenarios that minimized shrink, we also examined combinations of predictors associated

with the highest shrink costs. These patterns highlight conditions where operational inefficiencies and poor customer engagement combine to increase shrink.

One of the most consistent red flags across our data was low BOPIS fulfillment percentage. This is a key indicator of incorrect inventory counts and frequently misplaced items. The situation becomes even more

Choose USA Made Product Protection

concerning when coupled with a low average conversion rate. This is the number of customers who are entering the store and actually make a purchase. These two factors together lead to a big problem: extremely high shrink. This pattern may be the result of customers being unable to find what they’re looking for due to poor inventory accuracy. However, it may also reflect increased

instances of shoplifting, where individuals enter the store but leave without making a purchase. Neither is something any retailer wants.

A similar trend is observed when BOPIS fulfillment percentage remained in the bottom tier, but this time paired with a low percentage of customers greeted. This reinforces earlier findings that poor inventory management and a lack of customer engagement are critical risk factors for shrink. With a low level of customer-associate interactions, we see an increase in theft. When customers walk into a store and are not greeted, they inherently feel more anonymous, leading to an increase in risk.

Store format also plays a role. We found that Mall Type 8 correlated with high levels of shrink. This has some potential strategic implications. For example:

If Mall Type 8 stores are highly profitable, then the company may want to financially plan and consider investing in additional security, staffing, or operational controls when opening a new store of this type. Conversely, if this format is less profitable, the company may want to reconsider the expansion of that type altogether.

Recommendations

Shrink is one of the costliest challenges in retail. By utilizing predictive analytics, we can identify top features and uncover patterns that can’t be seen with the naked eye. This project is one step toward predicting and preventing shrink proactively. To do this most effectively, we need to pinpoint the factors that increase or decrease shrink. Here are our top three recommendations:

1. Improving Customer Service: Customer service remains one of the most important features. Stores with consistently friendlier and more attentive employees have significantly lower shrink levels. We recommend investing in employee training programs that focus on customer engagement and interaction quality. This discourages shoplifting, strengthens customer loyalty, and increases customer return rates.

2. Inventory fulfillment focus: Our analysis revealed that low SFS fulfillment percentage, low BOPIS fulfillment percentage, and a high number of reship units are closely tied to increased shrink, indicating a breakdown of operational efficiency and accuracy. While the number of reship units was not previously a top priority, investing

time and resources in this will lead to increased SFS/BOPIS rates, reduce shrink, reduce reshipping costs, and improve customer loyalty by removing the number of times an item’s delivery is delayed.

3. Store location planning: Not all store formats are created equal. Certain mall types and shoe department types

were identified as more prone to shrink. We recommend utilizing shrink risk predictions into long-term financial planning. If a particular mall type or shoe department type consistently drives up shrink, a retailer may want to consider increasing security or staffing levels, or removing that format altogether if the risk outweighs the reward. While this may

Fig 3: Shrink Cost Percentage Based on Associate Friendliness

Fig 4: Shrink Cost Percentage Based on Percentage of Customers Greeted

Fig 5: Shrink Cost Percentage Based on Population Density

When was Shrink Cost % the lowest?

Average SFS Fulfillment % and Average NPS—Highest Tier

Average Greeted—Highest Tier and Total Number of Reship Units—Lowest Tier

When was Shrink Cost % the highest?

Average BOPIS Fulfillment % and Average % Conversion—Lowest Tier

Average BOPIS Fulfillment % and Average Greeted %— Lowest Tier

Type: 8

not have an immediate effect in lowering shrink, it provides a strategic lens through which the organization can plan future store openings, expansions, or renovations.

Acknowledgments

The completion and success of this project would not have been possible without the participation and support from many outstanding

individuals. We sincerely thank all of them for their knowledge, time, and assistance throughout this process.

First and foremost, we want to give a huge thank you to our retail partner and their loss prevention team for their guidance and involvement in this project. They provided us with great data and tools to complete this project, as well as their unwavering support throughout. This project simply wouldn’t have been possible without them.

We would also like to thank Kyle Grottini from ThinkLP, for his expertise and help with the Salesforce Analytics Studio and for providing us with training sessions for the tool.

Ed Tonkon and Zebra Technologies have been instrumental in the organization and completion of this project, and we couldn’t have done it without him. We really appreciate Ed’s expert advice and supporting us with our presentation at the RILA Retail Asset Protection Conference.

We would like to express our gratitude to our faculty advisers Dan Mitchell and Robert Hammond for their kind cooperation and encouragement.

Finally, a very big thank you to our undergraduate team who helped in gathering the vital census data and supporting project meetings: Aulona Ljena, Daniel Villarreal, Diego Robbins, and Garrison Boykin. We appreciate their hard work. ●

SFERO is our fully customizable modular RFID loss prevention system with high detection performance to minimize losses and protect stores.

Fig 6: Various

Fig 7: Various Key Factors to Higher Total Shrink

LEARN MORE

Aligning People Around a Vision An Interview with Dan Petrousek

By Jacque Brittain, LPC

Successful leadership is a lifelong process of growth and development. No two leadership paths look the same, and whether setting long-term goals or taking short-term steps to get there, different paths can be taken as we learn and adapt to the countless decisions made along the way. Each journey is unique as we explore different interests, gain new experiences, adapt to changing demands, and mature as leaders. But the strength and courage that come with the willingness to pursue our own path are what sets a leader apart.

Dan Petrousek, senior vice president of loss prevention at Ulta Beauty, is a leader who has experienced this firsthand. While he began his career in LP, he stepped outside his early experiences and spent nearly a decade in human resources, where he crafted a people-first approach to leadership, gained a deeper understanding of enterprise strategy, and refined his ability to align cross-functional teams. He then rejoined the LP team in

“You’re only as effective as the team that surrounds you. To operate at the level that the organization needs you to perform, you need to build strong teams.”

January 2024, bringing a new and energized perspective to the program.

LP Magazine recently sat down with Petrousek to discuss his unique career journey, how his multi-disciplinary experience has helped elevate Ulta Beauty’s LP program, and the strategic, people-focused formula behind the team’s success.

LPM: Your career path has included several roles outside of LP. What led to those decisions, and how do you feel they have helped shape your professional development and leadership approach?

Dan Petrousek: When I joined Ulta Beauty almost twenty-three years ago, I was an LP professional who only had aspirations to continue along that path. I didn’t necessarily see myself doing anything different. But once I found myself at Ulta Beauty and began to understand the organization and the tremendous amount of growth potential ahead of us, it really inspired me in terms of my ability to grow and contribute. Looking at all the different partners and teams I interacted with, it really piqued my interest as I explored my own career trajectory. I thought about how I had been challenged throughout my career to step outside my comfort zone and take advantage of opportunities as they presented themselves. A role opened on the human resources team, and I saw it as a great opportunity to put myself out there and try something new. So, I expressed my interest in joining that team and was given the opportunity.

My time in HR fundamentally shaped how I lead. Stepping into roles focused on talent, associate relations, and organizational development gave me a people-first lens that I carry with me today. It helped me understand and appreciate the value of aligning people around a vision, not just solving problems in a silo. I learned the importance of influence, of building authentic relationships, and leading through both empathy and enterprise perspective. That background gave me the foundation I needed to contribute more broadly to the organization and add value at a higher level.

LPM: How do you feel this perspective influences your role when leading the LP team?

Petrousek: Leadership is influence. In my role, I must be able to influence not only across our LP function, but also across the different functions we engage with. I’ve learned that influence comes from credibility, collaboration, and transparency. I’m constantly sharing the “why” behind what we do with my team, so they can see how their work ladders up to the broader business. Strategy matters, but strategy without buy-in is just words. Our job as leaders is to make that strategy relevant and actionable for every level of the team.

Empowering people is at the heart of that. I talk to my team often about the importance of advocacy. You earn your advocates, and that happens through your work and having clarity around where you want to grow. Everyone owns their path, but it’s our job as leaders to create an environment where people feel seen, heard, and supported on their path.

LPM: How do you feel this influences your role when partnering with the store teams and others throughout the organization?

Petrousek: Relationships are core to the success of our business. Our strong company culture is predicated on genuine, authentic relationships, putting our guests and associates at the center. As LP leaders, we can’t drive an agenda that’s disconnected from the business. We have to understand the priorities of our business partners so that we can align the priorities of the LP function and work together to accomplish the organization’s goals.

When you have strong relationships in place, alignment happens naturally. You move faster, stay more focused, and deliver better results. But the only way to be effective partners is to understand the business. The successful LP professional is keenly aware of the priorities and the business drivers that keep us moving forward. Our professionals need to have a well-rounded business acumen to best drive shrink reduction and profit enhancement. That’s how we’ve built

“My time in HR fundamentally shaped how I lead. Stepping into roles focused on talent, associate relations, and organizational development gave me a people-first lens that I carry with me today.”

the credibility of our LP function—we’re business partners first, and that’s a message I carry through every interaction.

LPM: How important is humility in a leader? Why do you feel it is such an important trait in leadership?

Petrousek: Regardless of the role or the level where you’re serving, you’re always growing and learning. And because of that, there are always going to be moments when you make mistakes or missteps. I think it’s important for teams to see that. And when they do, it’s important to own those mistakes and use them as teachable moments. Our mistakes don’t define us— they help mold who we become as leaders. That’s what opens the door for authentic feedback and real-time coaching. There’s a saying that resonates with me and has helped shape my perspective around communication: “Behave as if the person you’re listening to knows something you don’t.” I encourage everyone to try it— it’s a great exercise in vulnerability and true

Dan Petrousek

“Everyone owns their path, but it’s our job as leaders to create an environment where people feel seen, heard, and supported on their path to getting there.”

self-reflection. Operating in that mindset requires you to put yourself outside of what you know and absorb knowledge from others. In my eyes, this is critical for good decision-making as a leader.

LPM: Let’s talk about strategy. In LP, we’re asked to educate the stores on the need to promote sales, protect assets, enhance profitability, and keep people safe. What do you feel are some of the keys to finding the right formula to accomplish all those goals?

Petrousek: Our number one priority is always associate safety. That’s why we built our Enterprise Protection & Intelligence Center (EPICenter), a 24/7 resource for any associate across our 1,450-plus stores and seven distribution centers to get immediate, live support whenever it’s needed. It’s associate-centric by design.

On the profit protection side, we frame our approach through the lens of top line and bottom line. If we enable our stores to run tight operations and deliver great guest experiences, shrink improvement follows. We emphasize simplicity: execute the fundamentals well, and then go deeper where needed to address stores with higher shrink trends. We’ve revised our approach to high-shrink stores this year with focused data, clear action plans, and strong accountability, and we’re seeing great results.

LPM: Organized retail crime is recognized as a major concern across retail. What do you feel is the most effective way to equip the store teams to manage ORC?

Petrousek: First, it’s important to educate the business on what ORC is. We know organized retail crime is more than shoplifting—you can almost take “retail” out of it and just call it organized crime. It involves coordinated, large-scale criminal operations in which sophisticated networks target retailers, resell stolen merchandise, and often fund broader illicit activity. We want our store teams to understand that, so they know how important it is to not intervene and focus on observing and reporting. Our stores

know the protocol, they report quickly, and we take it from there.

We’ve invested in a dedicated ORC team whose focus is to investigate and take down organized criminal operations. That helps with role clarity and allows our field LP teams to focus on prevention, education, and day-to-day business support. We make sure to close the loop on ORC cases that are resolved, so our store teams know the important role they play in tackling this issue.

LPM: With all the attention that’s been placed on ORC, what’s the most effective way to keep our LP teams focused on total retail loss and all the different factors mitigating profitability across the organization?

Petrousek: We need to stay disciplined and not get distracted. More importantly, I think our objective should be more about putting the entire process into perspective. When you think about the core disciplines of an LP practitioner, the primary responsibility is to teach, train, and build business acumen while focusing on the internal, external, and operational pieces. It’s incumbent on the LP leadership team to keep our teams focused on these core competencies and not get distracted.

LPM: Given the expanding scope of the business and your role as a leader, what do you feel is the key to finding the bandwidth to balance all the different hats you’re asked to wear?

Petrousek: You’re only as effective as the team that surrounds you. To operate at the level that the organization needs you to perform, you need to build strong teams. You need a team capable of keeping the program operating smoothly. Your teams need to understand the strategy and the mission that is our shared responsibility to uphold, while giving them the autonomy to execute within those functions. As a team, we stay connected and check in often. We stay aligned so that we can stay out of each other’s way.

I’m fortunate to have what I believe is the best leadership team I’ve had in my twenty-plus years here. I have tremendous

confidence in their ability to execute our strategy and innovate along the way. When you have high-performing teams around you, it allows you to operate at the level the organization needs.

LPM: As the leader at the top of the pyramid, how do you balance the need to allow your team to learn and grow on their own, with the responsibility to step in and lead the way when you feel it’s necessary?

Petrousek: Teams need to feel empowered and confident in their ability to make decisions. That’s what fuels innovation and engagement.

That’s why we specifically established “People Empowerment” and “Partnership Engagement” as foundational to our strategic framework. Regardless of the role, everyone on the LP team is connected to the framework and the priorities of the LP function and the organization. It’s important to create a vision for the team that aligns with the greater mission and culture of the organization, so everyone is working toward the same goals.

For me, satisfaction is about building talent, evolving the function, and fueling our organization with strong, talented people. And I always encourage my team to stretch—take on new roles, diversify their skills, and explore other parts of the business when given the opportunity. Great talent builds a great foundation, but stretching our perspective and experiences can open minds and open doors. It adds value to the program and makes us better at what we do.

LPM: Any closing thoughts as you reflect on your own journey?

Petrousek: You’re only as good as the people around you, whether professionally or personally. If one part of your life is out of alignment, it impacts everything, and you won’t show up as the best version of yourself. As we pursue our professional goals, it’s equally important that we set our sights on our personal life goals and strike the right balance between both in pursuit of what matters most. ●

“We need to stay disciplined and not get distracted. More importantly, I think our objective should be more about putting the entire process into perspective.”

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“Sputnik”

By Brand Elverston

For generations, the retail risk mitigation solution portfolio has remained virtually dormant. The same methodologies of the 1970s are still painfully evident today—perhaps in a different form factor, but with the same precise intent: limiting exposure to malicious intent losses, such as shoplifting.

Locking showcases, electronic article surveillance systems (EAS), alarms, acrylic keeper cases, unmonitored CCTV systems, prosecutorial warning signage, mirrors, and numerous restrictive fixtures and gadgets on at-risk merchandise are all manual, disconnected, unintelligent, and singularly focused on external theft. None of these addresses the other, and arguably larger, percentage of total loss happening upstream—administrative and process losses. These include those incurred at any point from the retailer generating and transmitting a purchase order, order fulfillment, supply chain and warehousing, and ultimately delivery to the retailer’s receiving docks.

Risk begins the instant a purchase order is transmitted—but almost exclusively, the focus on mitigating loss remains within the four walls of retail stores, and those losses are only revealed after conducting an inventory. This gross mischaracterization—that “it’s all theft”—has dominated the industry for decades.

The surge in retail losses during and immediately after the pandemic—with countless social media clips of smash-and -grabs, car chases, and physical altercations—led many to conclude that theft was the sole or primary source of retail shrink. That’s a dated assumption not supported by reality.

The Silos of Retail: Not All Retail Channels Are Equal

As store operations and all other facets of retail operations have evolved both procedurally and technologically, they’ve left behind the attribute of financial risk and losses.

Just in the last ten years, retail store formats have changed immeasurably thanks to holograms for merchandising, computer vision, robotics, radio frequency identification (RFID) for inventory management, numerous options for the customer to shop and pay, and a multitude of delivery options (in-store, BOPIS, e-commerce, home delivery, and drones).

Stagnant until the 1990s, the toolkit of retail loss prevention professionals was

limited. If any improvements were evident, they were incremental in value.

Data analytics with some point of sale (POS) integration strategies, albeit rudimentary by today’s comparison, began to emerge, but logically, those resources were completely dependent on the source and accuracy of the data.

Not unlike any other profession, one key and undeniable factor influencing the retail LP industry is the talent and leadership over the years, more specifically, the quality, experience, business acumen, and focus.

Understandably, in decades past, the heaviest density of talent in the retail LP career field was former law enforcement and those with a keen sense of nefarious intent, suspicious behaviors, and a real passion for the mission of deterring criminal intent in their respective stores.

As retail operations have become more complex and sophisticated, so too have the demands of the LP industry. A shift became evident around the turn of the century with more operationally minded leaders taking over their company’s loss prevention teams, ultimately leading to a shift in focus from almost exclusively tackling shoplifters to include the more encompassing total store operational and process efficiency gaps, now commonly referred to as “total retail loss.”

The early 2000s ushered in the age of digital options advancing the earlier versions of data analytics, and also saw the emergence of RFID technology, initially almost myopically focused on supply chain and inventory accuracy.

As the maturity of the solution portfolio continued to evolve, the 2010s introduced smart versions of earlier technologies—systems which could provide root cause, suggest improvements in procedure, and, to some degree, predict loss opportunities.

A great example of a customer-facing technology introduced with little to no forethought of a risk mitigation strategy is the headline grabbing self-checkout kiosks. They began to emerge in the late 1980s with varying degrees of adoption, and until about 2014—identifying and limiting the now-proven significant loss opportunities—there were no effective technologies to mitigate. Sure, there were a handful of good old college tries, such as weight scales, signage, public view monitors, and limitations on items, but none that really made a dent.

Decades passed with near-complete exposure to losses from self-checkouts.

The silos of retail have been coming down for the last ten years or so, where technologies initially focused on the core retail operations can easily be adapted to include LP use cases.

Otherwise, a handy payroll reduction for the retailer, the exposure to risk was essentially ignored or marginalized by retail leadership until the mid-2010s, with the advent and scalability of computer vision.

All of that said, it has been a slow dance from the 1970s, when no visible changes in merchandise protection were introduced, until the early 2000s. That means over three decades of routine, repeating strategies, all while the other facets of retail continued to expand, explore, test, trial, experiment, and otherwise push the envelope.

The LP industry’s journey from the 1970s where the focus was more physical security and gadgets, to the ’80s where retail began to see hints of technology in EAS and CCTV systems, to the ’90s offering early POS analytics, to the turn of the century with RFID and the 2010s introducing “smart” solutions—has assuredly been a slow one, but improvements nonetheless.

Although the loss prevention industry is often considered the retail technology laggard, it would be inaccurate and unfair to say it is the fault or lack of focus of LP

advanced warning of a potential active shooter in the parking lot, of a sweeping theft or organized retail crime event in progress, of a potential slip/trip fall, an assault or child abduction, an arson event, a skip scan at the self-checkout, or any risk routinely experienced in today’s retail world.

leadership. Historically, it was more about the ability to wrestle the limited and often anecdotal data to prove both the losses and risks and, more importantly, to build a defensible ROI table for meaningful capital investments designed to mitigate these losses—much less to secure research and development capital for next generation solutions.

As the then-US Secretary of Defense, Donald Rumsfeld, famously said in 2004, “As you know, you go to war with the army you have, not the army you might want or wish to have at a later time.” Thus is the daily life of a retail LP executive.

Loss and Risk Data Ambiguity: A Real Challenge

Of all the petabytes of data most retailers have at their fingertips today, the one segment of retail that is short of specificity on loss data is LP.

Of course, retailers are aware of and can quantify instances of shoplifting and the results of internal investigations (presumably, those who were caught), but from there, the tabulation of loss becomes very murky. Most have no idea where in the value chain losses occur, whether at the supplier, during transport, due to administrative errors, their distribution network, or at the store—it’s a guess. Granted, it’s likely a sophisticated guess based on best available data, but still a guess. Possibly, “estimation” is a more suitable term.

This challenge with data ambiguity does not exist elsewhere in a retail organization. Retailers have easy access to data on the number of items ordered, billed, received, sold, and returned. But loss data is the black hole; it is just absent.

Having true financial item-level shrink still eludes most retailers. When the annual inventory is completed and the results provided, the store knows their total store shrink, and possibly down to a department level, but subordinate to department level, there is no identified financial shrink at item-level. In other words, a retailer can’t accurately and definitively report the financial shrink of each item in their inventory in the same way they know sales performance and margins.

Even if item-level financial loss data were available and accurately reported, the “how” remains the elusive element of the question. Where did the merchandise disappear? Was it a keying error somewhere? Was it even shipped from the supplier? Did it arrive at the distribution network? Can they confirm physical receipt or just view the invoice at case/pallet count level (not at the item level)? Did the store even receive the merchandise? Thus is the challenge in accurately quantifying the actual losses.

Tragically, when that inevitable shrink number is reported after the cyclical

inventory, the all-too-often reactive assertion is that it happened at the store, and it was likely theft. I heard this countless times during my years in retail. Theft was always the laundry list leader of “how did this happen?” It’s a dated assertion, but one often heard. The fact is, there is no definitive answer.

The Technology Inflection Point: The Change

The risk mitigation solution set readily available to retailers to combat risks both physical and digital really began to change in the 2010s.

A few promising technological advancements stand out above most, which, of course, include the savior (sarcasm intended)—artificial intelligence, more specifically computer vision, and the now more broadly deployed RFID technology in the use case of shrink visibility, the benefit of which is item-level accountability. No more guesswork of whether the retailer received the item, where it is, where it isn’t, and, germane to this conversation, to provide light in the dark room of the sources of shrink.

The combination of these two technologies alone is an almost unmatched force multiplier in the retail risk mitigation space.

Not only can retail now “see” everything, they can also gain intelligence down to the item-level, virtually eliminating the long-standing anchor of ambiguity in sources of loss.

With this data, retail LP leaders can more surgically address loss opportunities, be they upstream or in the store, where the honest customer is not penalized for a supposed or estimated problem.

Technologies exist today where, in real time, suspicious instances can be reported to the store team to intervene, provide customer service, and subliminally deter attempted theft or other malicious activity. No longer are the days of gumshoe tactics the sole option.

Culture Shift: Where Retail Silos Dissolve

The silos of retail have been coming down over the last ten years or so, where technologies initially focused on core retail operations can be easily adapted to include LP use cases. Gone are the days of the isolated, one-trick-pony solutions where the ROI is singularly theft.

This amalgamation matters in innumerable ways, from capital allocation to customer experience, to intelligence collection and sharing, to the black hole of specificity of source(s) of loss.

Now What?

Computer vision and RFID are two force multipliers mentioned earlier, with profound combined value in both the store operations and risk mitigation spaces, end-to-end.

These aren’t emerging, shiny, and therefore cool objects in the retail space. In the case of RFID, it has existed in retail since the late ’90s when the MIT AutoID Center, under the leadership of Dr. Sanjay Sarma, formally introduced the technology to retail almost exclusively around supply chain and inventory management. The value extension to include item-level shrink visibility came years later and, to this day, struggles to find broadly accepted and understood value—which is perplexing, to say the least.

While still evolving, computer vision affords a host of values to retail, from inventory management to sales, to process control, to risk mitigation, and beyond.

As many are aware, AI is ubiquitous, with a perceived unlimited range of applications. Go to any trade show, and if there are one hundred exhibitors, eighty of them will showcase AI, whether real or hype. As with any other promising technology, and in the light of the Gartner Hype Cycle, things will settle down, and the real “so what” of AI will continue to come into focus. Retail will be a major part of the defining applications of AI. In fact, that’s already in motion.

It Is Now a Choice

Around the early 2010s, the available solution set was quite limited. The opportunity to engage or explore with non-traditional solutions was a more intentional and nuanced endeavor requiring a mindset of “What we’re doing today isn’t sustainable. Something has to change.” Retail LP leaders didn’t have many options beyond the legacy kit. This is not the case today. Leaders in these professions have more choices than ever before, and all with value propositions that encompass various facets of the retail enterprise. No longer are they left with the one-trick ponies of yesteryear. They’re “at the table” in a meaningful and fresh way.

They can now join, actively engage with, and even lead more sophisticated technology conversations where drones, AI, computer vision, robotics, and even holograms are discussed, considered, and possibly pursued. All that is needed is a passion for change and appreciation for what these newer technologies can do in the risk mitigation space—and the list is long.

The silos have faded, and this has opened the doors to more innovative, customer-friendly risk mitigation technologies.

It is now a choice for a retailer to either continue the legacy solution set of EAS systems, merchandise tethers, law enforcement/security presence, customer flow gates, restrictive fixturing, locking showcases, and the like, and expect better results, or to join the existing technology streams of their operations counterparts and put the computer vision and RFID technologies to work in their space too, with a far more profound and specific impact.

It is now a choice how high-risk merchandise is protected and offered for sale.

It is now a choice to remain uncertain of the sources of loss and to estimate what needs protection on the sales floor, negatively impacting the shopping experience of all customers.

Exasperated by reduced store staffing? It is too easy to quickly order online and have items delivered to your home, possibly on the same day, than to wait however long for assistance with locked-up items.

It is now a choice to not use computer vision to provide advanced warning of a potential active shooter in the parking lot, of a sweeping theft or organized retail crime event in progress, of a potential slip/trip fall, an assault or child abduction, an arson event, a skip scan at the self-checkout, or any risk routinely experienced in today’s retail world. These are choices.

Computer vision doesn’t take a break. It doesn’t update its social media account while on the clock. It doesn’t bury its head while roaming the sales floor, walking past customers, and failing to provide any opportunity for customer service. AI models continuously “learn” from images, improving and becoming more and more accurate. Computer vision can “watch” multiple feeds and monitor and alert either in near or real

time, likely before the human even knows something happened.

What’s Ahead?

One of the most compelling emerging technologies is the use of holograms. Already present in major airports, assisting travelers with gate directions and flight information, holograms are now appearing in retail, particularly in marketing and advertising applications. Scroll through

The surge of losses experienced across retail during and immediately after the pandemic, with countless social media video clips of smash-and-grabs, car chases, and physical altercations, convinced many that the sole or majority source of retail shrink was theft—a dated assumption and one not supported by reality.

As retail operations have become more complex and sophisticated, so too have the demands of the LP industry. A shift became evident around the turn of the century with more operationally minded leaders taking over their company’s loss prevention teams, ultimately leading to a shift in focus from almost exclusively tackling shoplifters to include the more encompassing total store operational and process efficiency gaps, now commonly referred to as “total retail loss.”

social media and you’ll likely see video clips of these displays capturing attention and sparking curiosity.

As a result of the pandemic, many retailers significantly reduced labor hours. Post-pandemic, most have maintained those reductions, realizing they could still meet performance targets. The result: a near-anemic customer service presence on sales floors. Today, most shoppers turn to their phones for answers rather than wait for an employee, especially when faced with locked showcases.

Imagine if holograms could provide virtual customer service in high-service areas, powered either by AI or by a remotely located human via live stream. The result: instant engagement, improved service, and likely increased sales.

But there’s another benefit: deterrence. LP professionals know that bad actors prefer privacy. They don’t want to be seen or interrupted. The presence of a hologram—even a nonhuman one—can alter that comfort zone.

Many will recall the classic line from Star Trek: “Beam me up.” At times, the show depicted life-size holograms appearing out of thin air. Now imagine such a technology placed in high-theft areas. The visual impact alone could give would-be thieves pause. Honest customers might be intrigued, delighted, and more likely to

engage. But those with ill intent may react quite differently.

They might wonder: Can this hologram record me? Identify my face? Capture my voice? Follow me out? Read my license plate? Even if those capabilities don’t yet exist in that exact format, the perception of being observed may be powerful enough to alter behavior.

The retailer, in this case, avoids loss, protects human staff, and leaves a lasting impression—on both customers and criminals.

This is not science fiction. It’s not fully scalable—yet. But the groundwork is being laid. And its implications for customer experience and risk mitigation are profound.

Got It. Now What?

Innovation is endless; it does not pause so that others can catch up. In many cases, the pace of technological advancement has outstripped retail’s ability to adopt and implement. All that’s required is thoughtful investment and an unrestrained imagination.

The challenge for today’s LP teams is to proactively partner with their operational, technology, and innovation counterparts— to integrate efforts, align objectives, and broaden the scope of what technologies like RFID and computer vision can deliver

across the enterprise. LP must articulate the broader value proposition, not just in theft deterrence but in overall risk reduction, operational efficiency, and customer experience.

Today’s LP leaders should demand innovation. They should expect transparency and collaboration from technology providers—or be willing to walk away. The old strategy of slow, incremental improvements is no longer effective in today’s volatile retail environment.

Loss prevention leaders must step outside traditional vendor pools and explore partnerships with non-traditional sources: defense contractors, research institutions, universities, and think tanks. These often-overlooked communities may be developing breakthrough technologies with untapped applications for retail.

Engage them. Share the pain points. Build meaningful, two-way relationships. The retail asset protection profession has changed dramatically over the course of my thirty years in the business—mostly for the better. We’ve had struggles, setbacks, and successes. But today, we are no longer waiting for innovation to reach us. Innovative solutions exist. They are real. They are viable. They are increasingly affordable. We have choices. Have we reached our Sputnik moment? Are we there yet? l

Brand Elverston joined Walmart in 1995 after serving over eleven years as a Field Artillery Officer in the United States Army. He began his new retail career with the field Asset Protection team but quickly transitioned to the home office. For the last fourteen months of his nearly 22-year career with Walmart, Brand was appointed the Director of the newly created Operational Execution team. Brand retired from Walmart in March of 2017 and is currently the Founder/Principal of Elverston, LLC, is an Executive-in-Residence (EiR) and an advisory board member with the Auburn University RFID Lab, a member of the University of Alabama College of Arts & Sciences Leadership Board, and serves on the Advisory Council with Graham Partners private equity. Brand has served on several other committees and boards including the Retail Industry Leaders Association (RILA) Asset Protection Steering Committee, Chair of the RILA Horizons Technology Committee, and served as Co-Chair of the GS1/ EPCglobal EAS/RFID joint requirements group.. Brand graduated from the University of Alabama in 1983 with a degree in Criminal Justice and in 1994 earned his Master of Business Administration (MBA) from Oklahoma City University.

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In the Fight Against Human Trafficking, Why Truckers?

By Heather Fry, Director of Training, Truckers Against Trafficking

Forward by Rod Fulenwider, Co-Founder and Board Member

for the International Supply Chain Protection Organization (ISCPO) and Vice

President of D&L Protective Services

In 2023, the International Supply Chain Protection Organization (ISCPO) held a panel discussion about human trafficking in the supply chain at our annual convention in Dallas, Texas. The feedback that we received was extremely positive. We discovered that the subject matter was crucial to the supply chain industry and determined that we wanted to move forward in fighting against human trafficking.

Several questions caused us a delay in acting on this important and terrible issue: Where do we start? Who can assist us in our efforts? What will our vision be on this subject? The list of questions is long when you really do not know what you do not know. After a good amount of research, we found the perfect group to partner with in our efforts. We completed the background work on this group and decided that we wanted to team up with them and move forward to combat human trafficking together. I am honored to introduce you to Truckers Against Trafficking (TAT), the organization that the ISCPO has officially teamed up with to fight human trafficking.

About Truckers Against Trafficking

When working on a strategy to fight human trafficking, one of the first steps is determining which groups of people have the greatest opportunity to spot human trafficking as it is happening. In other words, who could serve as the primary surveillance?

With this crime, those frontline people include such groups as medical personnel, who treat victims in medical clinics; service personnel in local neighborhoods (such as postal workers and cable, electrical, and water providers), who come by homes on a regular basis and would notice if something unusual was going on; restaurant and hotel personnel, who might see trafficking taking place in their establishments; and members of all segments of the transportation industry, including airport employees, because traffickers are continually transporting victims to sell them in a variety of places.

In 2009, TAT began working with the trucking industry, both domestically and internationally, because they recognized truckers as critical frontline people.

Truckers are trained to be extremely observant. The trucking industry is composed of people already entrusted with caring for other people’s goods, which speaks to the character of the industry when it comes to caring for others— especially when the interests of others might be in trouble. Members of the trucking industry are everywhere, covering the roadways of entire countries. Last, research shows that traffickers wanting to make fast money often target truckers at truck stops and rest areas (because they’re everywhere and easy to reach right along highways) to sell their victims.

TAT believes that if the trucking industry were empowered with education and equipped with tools to fight human trafficking, they would be quick to mobilize against this crime. They could do their part to see victims recovered and perpetrators arrested. Members of the trucking industry could be everyday heroes in the course of their jobs and make a significant impact against the criminal activity of human trafficking. They might even have a greater impact than the average person because of their mobility and training.

Adhering to this strategy, TAT believes the shippers and manufacturers who employ or contract with trucking carriers to move their products also have a unique role to play in ensuring their fleets receive human trafficking training. In addition to furthering their sustainability goals and commitment to corporate social responsibility, companies can leverage their purchasing power to enhance awareness about human trafficking. By encouraging or requiring their carriers to receive TAT training, shippers and manufacturers are expanding their impact and becoming valuable contributors in the fight against this crime.

TAT’s Impact

Using tools such as an informational website (tatnonprofit.org), a trucking-industryspecific training DVD, wallet cards with signs to look for and questions to ask, and social media accounts, TAT began making contacts throughout the trucking industry to build relationships and state the case for trucking members to join the abolitionist movement. TAT also began having a presence at major trucking shows, and provides free presentations wherever requested by members of the trucking industry. The trucking industry responded positively, and TAT grew substantially.

These men and women, who had witnessed the prostitution of women and minors at various places throughout the United States for years but hadn’t known what it was—forced prostitution and modern-day slavery—began calling the National Human Trafficking Hotline (NHTH) to report what they were seeing. Polaris Project, which runs the hotline, reported that calls from truckers

Polaris Project, which runs the hotline, reported that calls from truckers rose substantially starting in 2009 when TAT began. Calls from truckers, both to the hotline and to 911, have resulted in thousands of recoveries of victims and hundreds of arrests of perpetrators.

rose substantially starting in 2009 when TAT began. Calls from truckers, both to the hotline and to 911, have resulted in thousands of recoveries of victims and hundreds of arrests of perpetrators.

In the past sixteen years, truckers and the trucking industry have been leaders throughout the transportation industry in fighting human trafficking. They have laid the foundation for TAT to scale its ability to raise up a defensive force of transportation professionals across North America to assist law enforcement in the recognition and reporting of human trafficking, helping to aid in the recovery of victims and the arrest of perpetrators. TAT now educates, equips, empowers, and mobilizes members of key industries and agencies, including trucking, bus, and energy, to combat human trafficking.

As of January 2025, TAT is working with 1,387 trucking companies and organizations to train their professional drivers, including over-the-road, local/final mile, and in-home delivery. TAT’s partners include many trucking industry leaders, including UPS, Bridgestone, FedEx, Day & Ross, XPO, Amazon, and Walmart. TAT partners with national trucking organizations, such as the American Trucking Associations and the Canadian Trucking Alliance, along with all fifty state trucking associations and six provincial organizations, the Commercial Vehicle Safety Alliance (CVSA), and the Federal Motor Carrier Safety Administration (FMCSA). To date, more than 2,220,150 drivers have been registered as TAT Trained.

To disrupt trafficker presumptions, TAT provides free, niche-specific, anti-trafficking

With one phone call, a trucker who saw some underage girls working a truck stop not only facilitated the recovery of those girls, but also that of seven other minors. Thirty-one offenders were arrested, and a thirteen-state child sex trafficking ring was broken.

resources and training for the members of the industries, agencies, and organizations it serves to create a model of bystander intervention. Resources include videos, wallet cards, an app for both iPhones and Androids, side window decals, testing, certification, and toolkits. TAT’s latest resource—You’ve Seen Us Before—is a corporate video to train office staff on how human trafficking intersects with our daily lives.

TAT’s Iowa Motor Vehicle Enforcement and Canadian Commercial Vehicle Enforcement models activate law enforcement and government agencies to spread human trafficking awareness and combat this crime. All fifty states and DC, as well as seven provinces and territories, have adopted the model in part or wholly. In addition, several states have adopted TAT training for CDL holders.

In 2014, TAT also launched its Freedom Drivers Project (FDP), a 48-foot mobile exhibit that travels the United States to raise awareness and teach the public about domestic sex trafficking, as well as what the trucking industry is doing to combat it. The FDP is in high demand across the nation by legislators, anti-trafficking groups, and trucking leaders, with over 73,126 people already walking through its doors at over 365 events in forty-two states, DC, and four provinces.

Why truckers? Watching the TAT training video readily answers that question. With one phone call, a trucker who saw some underage girls working a truck stop not only facilitated the recovery of those girls, but also that of seven other minors. Thirty-one offenders were arrested, and a thirteen-state child sex trafficking ring was broken.

Working with frontline responders in the United States in the fight against human trafficking is a strategy that can and does yield big results, and members of the trucking industry are some of the leading frontline responders. Interested in learning more? Reach out to info@tatnonprofit.org and a member of the TAT team will contact you to get started. l

Heather Fry Rod Fulenwider

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

The Interviewer’s Mindset:

Developing Critical Thinking in the Field

Many professionals enter an interview focused on what questions to ask next, but the best interviewers focus on how to think about what they’re hearing—and how that may inform the next step. Reading from an interview script or using a questionnaire without flexibility doesn’t require strategy, thought, or any investigative mindset. It also limits our ability to identify the truth and obtain a wider scope of reliable information.

When we were surprised during an interview, it was rarely because of a scripted question. Instead, it was when we created a safe atmosphere, asked openended questions, and allowed the narrative to unravel. This isn’t to say we don’t go into an interview without a plan, because that’s foundational to a successful conversation. The real power lies in your investigative mindset, specifically how you use reasoning to uncover the truth.

The Investigative Mindset Defined

The best interviewers are critical thinkers first and communicators second.

If you’re reading this, you probably already consider yourself a good investigator, but having an investigative mindset isn’t just measured by a shrink number. It’s a dynamic and flexible way of thinking that focuses on our curiosity, critical reasoning, and the ability to remain objective in the approach. When it comes to interviewing, it’s creating a strategy that is aimed at obtaining reliable information to further the investigation rather than interviewing for confirmation.

Even when we believe we are entering a situation with an investigative mindset, there are obstacles that present themselves. Cognitive biases, like tunnel vision or confirmation bias, often rear their ugly heads during the investigative process. Hotline tips from employees, opinions from supervisors, or even data-driven clues all point us in the direction of a potential “suspect.”

With an investigative mindset, however, we should be looking at all plausible explanations for this evidence,

even considering the chance that it’s not accurate. Confirmation bias could lead us to conducting a guilt-presumptive interview just to “confirm” what we already think we know—potentially missing key information along the way.

Reasoning in Action: Abductive, Inductive, and Deductive Thinking

Investigative reasoning can be broken down into three stages: abductive, inductive, and deductive. These reasoning methods progress a thought process from making an educated guess to seeking information that would help in confirming or denying possible theories. We can look at this process from a familiar lens: investigating a high-shrink location.

A. Abductive Reasoning

With abductive reasoning, we generate the most plausible explanation based on limited or incomplete facts. If there is a shrink pattern in a specific location, we may speculate that employee theft, external theft, or operational errors are at play. There isn’t enough information to narrow down to one cause, but we can make an educated guess based on the limited data available and experience in the market.

B. Inductive Reasoning

As we start to use inductive reasoning, we observe patterns to form a hypothesis as to what may occur. The movement from abductive to inductive may include looking at trends, reviewing reports, or even conducting fact-gathering interviews. As we leverage these investigative resources and have conversations with store staff, we may uncover helpful information. Talking to employees at other nearby locations may reveal a common tactic of external theft and descriptions of suspects. This additional information may lead us to consider ORC involvement.

C. Deductive Reasoning

Deductive reasoning now requires us to test the hypothesis based on more certain facts. Often, this requires investigators to leverage additional tools like video surveillance, detailed exception reports, or a more structured investigative interview. If we had a hypothesis of ORC as a cause of the shrink, it may be helpful to organize a blitz with law enforcement or to review video or license plate readers and determine if our known suspects are present at these locations. Deductive reasoning may also have us considering how to measure the total loss created by this suspected group. If a review of video and observation of their trends only accounts for a small percentage of the shrink, we would have to revisit our theory.

In our fact-gathering interviews with store personnel, it’s easy to fall victim to tunnel vision and ask specific questions only about shoplifting activity. It may even be more comfortable for investigators to ask employees about customer theft and shoplifting versus looking at internal or operational issues.

How the Investigative Mindset Impacts the Interview

In our example, we leveraged several difficult investigative resources to advance us from guessing what the cause of shrink was into confirming or denying possible theories. For those tasked with conducting interviews, it’s important to enter each conversation with the same mindset and the flexibility to adapt your theory. This can be the difference between confirming a small problem or identifying a much larger issue.

In our fact-gathering interviews with store personnel, it’s easy to fall victim to tunnel vision and

ask specific questions only about shoplifting activity. It may even be more comfortable for investigators to ask employees about customer theft and shoplifting versus looking at internal or operational issues. This approach would not be aligned to an investigative mindset. Questions like: “What do you think is the cause of shrink?” or “Tell me more about your experience working here?” could result in information yet to be considered by the investigator. A more strategic fact-gathering interview with an investigative mindset could yield information about a specific manager who has been covering multiple locations, or how the perimeter alarm never seems to work at night.

As we progress through the investigation, now armed with more details, it can provide additional hypotheses and objectives for further interviews. Assuming an apprehension is made of one of the ORC members, a failure of an interview may be resorting to a questionnaire with anticipated questions that don’t allow for information yield. Objectives for this interview that focus on testing the hypothesis is a much more strategic approach than reading off a list of standard questions used for every interaction. Allowing the interviewee the space to share their story, without interruption, may also provide additional details. Instead of just confirming their guilt (which we already know), we may be able to increase the scope of our investigation.

In these more targeted interviews, even when guilt is easily known, it’s still important to maintain an investigative mindset. This means we must allow the possibility for our hypotheses to be wrong and adapt accordingly. This also means that we need to open the scope of the conversation to determine what other actionable information may be available. This is where interview styles, like the participatory method, can assist in the inductive or deductive reasoning process. Entering an interview with multiple objectives, withholding key evidence from the interviewee, and allowing for a free-flowing narrative can support the investigative process. Legacy interviewing techniques that are focused on singular accusations or direct confrontation may limit the amount of information we obtain. Although an admission may give you a notch in your confession belt, it’s not a reliable metric for what makes a successful interviewer.

Elevating the Interview Profession

The best interviewers are critical thinkers first and communicators second. The same investigative mindset that helps you determine the cause of shrink can be helpful in determining your next interview strategy. Understand the evidence you have available, challenge its accuracy, and create hypotheses that you can disprove or support through ethical investigations. When it comes to conversations, shift away from “checklist interviewing” and move towards “investigative thinking.” Focus on combining an investigative mindset with using evidence-based interviewing practices, and you may as well put “Sherlock” on your nametag. l

Shift away from ‘checklist interviewing’ and move toward ‘investigative thinking’.

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PROACTIVE INTEGRITY COACHING:

A Roadmap for Developing Crime-Free and Productive Employees

By John W. Jones, PhD

I’ve spent more than two decades helping organizations build high-integrity workplaces, and over that time, one truth has become painfully clear: very few companies actively develop the integrity mindset of their current employees, especially among frontline workers in retail and service environments. These employees are often the public face of the organization, handling money, managing customer relationships, and navigating pressure-filled decisions daily. And yet, most efforts to support ethical behavior— if they exist at all—are focused almost exclusively on managers, executives, and select professionals.

Even when coaching programs are available, they rarely trickle down to the individuals most exposed to ethical risk. And perhaps most frustrating of all, professionals lack a succinct, research-informed coaching model designed specifically to build integrity and ethical self-regulation among non-managerial staff.

That’s why I’ve turned to the Acceptance and Commitment Therapy (ACT) model—a framework I’ve worked with in both therapeutic and coaching settings. ACT has been validated through hundreds of peerreviewed studies for improving emotional resilience, values-based behavior, and decision-making under pressure. While originally developed for clinical populations, its potential for workplace integrity coaching is immense—but largely untapped.

This article is a first baby step toward bridging that gap. My goal is to introduce a coaching model rooted in ACT that can help cultivate dependable, ethical, and high integrity behavior among frontline employees who often need it most—and who too often get left behind in workplace coaching and development conversations. A significant factor contributing to this challenge is the absence of structured coaching programs aimed at cultivating high ethics and integrity among frontline employees. While leadership development often emphasizes ethical behavior, the rank-and-file staff—who represent the organization’s core operations—frequently lack access to such developmental initiatives.

What Research Tells Us: Ethical Development at the Frontline

Although studies in this area are limited, several noteworthy findings underscore the impact of ethical coaching and leadership on employee behavior:

l Ethical leadership contributes to better employee performance by fostering a culture of accountability, care, and organizational virtuousness—especially in high-pressure, customer-facing roles.

l Ethical workplace climates reduce emotional

exhaustion and enhance well-being among frontline service employees, improving resilience and job satisfaction.

l Ethics training is more impactful when it includes personal reflection, open dialogue, and practical relevance—rather than focusing solely on compliance and rule enforcement.

l Employee attitudes toward ethics and integrity are reliable predictors of workplace behavior and performance, especially in high-trust and emotionally demanding roles. These studies affirm what many LP professionals already sense: true ethical behavior flourishes in environments where ethical leadership and structured development practices are embedded into the daily culture. Proactive Integrity Coaching provides a roadmap for doing just that (see Table 1).

The Psychological Foundation: ACT and the Science of Coaching for Integrity

ACT, developed by Dr. Steven C. Hayes and colleagues, is a behavioral science model originally created to treat psychological inflexibility and distress. Over time, it has evolved into a robust framework for workplace coaching and personal development, especially in high pressure environments like retail and service sectors. ACT centers around six psychological processes, often depicted as the “hexaflex”:

5. Integrity Identity: Viewing yourself as more than your current emotions or roles; acting from a stable, high integrity sense of self. When employees identify as “someone who leads with integrity,” their behavior becomes more consistent and values-driven.

6. Values Execution: Taking deliberate, repeated steps guided by values, even when it’s difficult. Integrity becomes real through daily behavior. This dimension builds ethical habits that stick over time. Together, these six processes create psychological flexibility—the ability to act in accordance with your values even when under stress. That, in essence, is the core of workplace integrity. Coaching employees to build these six skills equips them to consistently make ethical choices, resist rationalizations, and stay grounded in values during the inevitable pressures of the workday.

Even when coaching programs are available, they rarely trickle down to the individuals most exposed to ethical risk.

While originally used in mental health treatment, ACT has rapidly expanded into organizational, leadership, and coaching contexts because of its powerful application to behavior change, emotional regulation, and performance under pressure. These same processes can be harnessed to coach integrity in the workplace.

Proactive Integrity Coaching: The Six Dimensions in Action

1. Values Clarification: Identifying what truly matters to you at work and in life. In integrity coaching, this helps employees define and align their daily actions with personal and organizational ethical standards.

2. Focused Presence: Bringing full attention to what’s happening right now without judgment. This allows employees to slow down during high-stakes moments and make deliberate, ethical decisions rather than reactive ones.

3. Thought Clarity: Learning to observe thoughts without automatically believing or obeying them. This skill is crucial for challenging internal justifications, such as “everyone does it,” which often lead to misconduct.

4. Emotional Resilience: Willingly experiencing uncomfortable feelings or urges without avoiding them. Ethical decisions often involve discomfort (e.g., reporting a peer). Emotional resilience empowers employees to act ethically despite inner tension.

As a licensed psychologist and coach, I have successfully integrated ACT into telehealth therapy and coaching with clients. What makes ACT particularly suitable for coaching ethics is its focus on psychological flexibility—the ability to stay true to values even in the presence of discomfort, temptation, or stress. This, at its core, is what integrity demands. This section illustrates how the six dimensions of ACT appear in coaching practice.

1. Clarifying Values in Real Time

Ethical behavior begins with clarity—knowing one’s personal values and aligning them with the company’s mission. Employees who cannot articulate what matters most to them are more likely to drift into ambiguity when confronted with ethical tension.

LP professionals can help employees explore questions such as:

l “What do you want to stand for in your role?”

l “When are you the proudest of how you handled a tough situation?”

A cashier once rationalized giving discounts to friends as a harmless favor. After exploring his value of fairness, he came to see the behavior as violating both personal and organizational integrity.

2. Slowing Down to Stay Ethical

Retail and service jobs often move at a relentless pace. Employees who lack a focused presence and a sense of mindfulness can become reactive, leading to impulsive decisions. Mindfulness creates ethical space. An LP leader might introduce the “One Breath Rule” before issuing refunds or handling disputes, helping employees pause and reflect: “Is this honest? Is this fair? Is this aligned with our mission?”

3. Clarifying Thoughts Before They Become Behavior

Thought clarity teaches employees to spot and detach from the internal justifications that often precede unethical conduct:

l “Everyone does it.”

l “I’m underpaid, so this is fair.”

l “They owe me.”

When employees see these as just thoughts—not immutable facts—they regain the power to resist them and choose ethical responses.

4. Tolerating Discomfort Without Ethical Compromise

Doing the right thing often brings discomfort. ACT teaches that discomfort is not a signal to avoid—it’s a sign of doing something meaningful. Emotional resilience

and acceptance coaching helps employees lean into the anxiety of reporting theft or admitting a mistake.

One team leader who delayed confronting a peer about inventory fraud finally acted after practicing acceptance-based coping: “This is hard, but I can do hard things.”

5. Ethical Identity as a Guide

Rather than seeing themselves as passive workers, ACT helps employees adopt a larger job-related self-concept: “I am someone who acts with integrity.” This identity shift becomes a behavioral compass.

One self-checkout attendant reframed herself as “a guardian of trust and fairness,” transforming how she handled customer irregularities and peer accountability.

6. Building Ethical Habits

Finally, insight without action is wasted. Proactive Integrity Coaching ends with micro-commitments: specific, values-driven actions employees can take immediately.

Examples:

l “I will pause before issuing a refund.”

l “I will report one example of ethical behavior I saw today.”

l “I will write down one situation I handled in alignment with my values.”

Over time, these actions hardwire ethical habits into one’s repertoire while positively influencing workplace culture.

Not All Employees Are Alike: Integrity Coaching for High-Trust Roles

While Proactive Integrity Coaching can benefit any employee, it is especially critical for those in positions that oversee high value assets or control processes vulnerable to misconduct. These high trust roles often involve access to merchandise, financial instruments, sensitive data, or customer property— making even small ethical lapses potentially costly. Examples of roles where integrity coaching is particularly vital include:

l Receiving clerks and warehouse associates who manage incoming inventory and can influence shrink rates through accurate (or inaccurate) processing.

l Self-checkout attendants who supervise high risk transactions with limited oversight.

l Cashiers and front-end supervisors with direct access to company funds and high customer interaction.

l Returns and refund specialists who may

Comparing Retailers WITH vs. WITHOUT Integrity Coaching for High-Trust Roles

Dimension

Shrink Reduction

Employee Mindset

Decision-Making Under Pressure

Organizational Culture

Peer Influence

Response to Ethical Tension

Role Ownership

Long-Term Retention of High-Trust Staff

Brand Reputation

Retailer WITH Integrity Coaching

Targeted reductions in internal theft and operational shrink through coaching.

High-trust staff see themselves as ethical guardians and asset protectors.

Employees pause, reflect, and make valuealigned decisions during peak stress.

A culture of trust, reflection, and personal accountability is reinforced.

Ethical “culture carriers” positively influence their peers and model integrity.

Employees tolerate discomfort and act in alignment with company values.

Workers take pride in protecting company assets and customer trust.

Investment in development increases loyalty and reduces turnover.

An ethical workforce contributes to stronger customer trust and brand value.

Retailer WITHOUT Integrity Coaching

Shrink remains high due to unaddressed behavioral patterns.

Employees may view tasks as routine and rules as optional or burdensome.

Employees may act impulsively, cut corners, or rationalize misconduct.

Compliance is fear-based or surface-level, often ignored or resented.

Negative peer pressure goes unchecked, leading to a “look the other way” norm.

Employees avoid confrontation or act unethically to minimize friction.

Roles are seen as transactional or replaceable, lowering engagement.

Lack of growth leads to disengagement and higher attrition.

Ethical lapses (even minor ones) can damage brand image and invite scrutiny.

be targeted by opportunistic fraud or tempted to cut corners under pressure.

l LP staff, whose credibility and vigilance are foundational to company-wide integrity.

l Store or department managers who set the ethical tone and supervise policy enforcement across teams.

Because these roles operate at critical trust points within the organization, they warrant proactive development—not just reactive correction. Proactive Integrity Coaching provides these employees with the psychological tools to navigate ethical tensions, resist rationalizations, and remain steady when pressure mounts. However, not all employees may be immediately coachable. Some may have a history of repeated, willful misconduct or exhibit a lack of openness to reflection or growth. For these individuals, coaching may need to be postponed until accountability is reestablished through disciplinary or corrective measures. In short, integrity coaching is not just a general development strategy—it is a high-value investment in roles where ethical consistency protects assets, reputation, and trust.

Implementation Roadmap: Bringing Integrity to Life

What might individual or group integrity coaching processes look like? At a minimum, the following six-step roadmap would serve as a useful coaching intervention.

5. Use group-based microtraining.

l Facilitate ten-minute group coaching sessions periodically focused on one ACT domain per month.

6. Scale with recognition.

l Celebrate acts of integrity in team meetings, leaderboards, and internal communications.

Case Study: Coaching Integrity and Emotional Resilience in a High Trust Role

Case anonymized and shared with permission. Details have been altered to protect confidentiality.

Acceptance

and Commitment Therapy, developed by Dr. Steven C. Hayes and colleagues, is a behavioral science model originally created to treat psychological inflexibility and distress.

1. Use an Integrity Self-Assessment (see Appendix A).

l Begin coaching by identifying employee strengths and gaps across the six ACT domains.

2. Personalize Integrity Coaching Plans.

l Address the lowest scoring employees first using one-on-one coaching, peer discussion, and structured reflection. Prioritize high trust roles.

3. Conduct weekly integrity check-Ins.

l Use short five-minute meetings to review ethical micro-commitments and reinforce alignment with values.

4. Normalize discomfort.

l Help employees understand that ethical discomfort is natural—and often signals growth.

As someone committed to building high integrity workplace cultures, I had the opportunity to work with a client whose case highlighted the transformative potential of Proactive Integrity Coaching. The client was a shift manager at a community-based alternative living home—a role involving significant trust, responsibility, and emotional labor.

At the time of our engagement, the employee was a daily, heavy cannabis user and had begun exhibiting very subtle verbal aggression toward coworkers and residents. Notably, he lived in a state where cannabis use is legal, but his usage had escalated to the point of affecting his workplace behavior, decision making, and professional presence. His conscientiousness and emotional stability scores—based on a job-relevant personality assessment and observation—were notably low. He was overwhelmed, reactive, and increasingly disconnected from the ethical expectations of his role. Key elements of this coaching engagement included the following:

Step 1: Identify Integrity Gaps

The assessment served as a conversation starter. We explored how his current work behavior—particularly when under the influence or under pressure—was misaligned with both his personal values and professional responsibilities. He said that he wanted to be better.

Step 2: Personalize the Coaching Plan

Given the seriousness of his role and behavior, we prioritized one-on-one integrity coaching with a strong emphasis on

self-regulation. His personalized coaching plan focused on:

l Attending Marijuana Anonymous (MA) meetings to address substance use.

l Developing mindful awareness of emotional triggers.

l Practicing brief reflection before responding to staff or residents.

l Being open to a referral for clinical psychotherapy if warranted.

Step 3: Weekly Integrity Check-Ins

Early on we met weekly for 45-minute coaching sessions, during which he set and reported on micro-commitments.

Examples included:

l “I will remain calm during my next staff conflict.”

l “I will write down one way I aligned with my values today.”

l “I will commit to MA meetings as I strive to go cannabis free.”

Step 4: Normalize

Discomfort

He initially struggled with the vulnerability of being seen as “the problem.” We reframed discomfort as a natural part of ethical growth—a sign of integrity in action, not failure.

Step

5: Reinforcement Through MA

In addition to our coaching sessions, the client began regularly attending Marijuana Anonymous meetings as part of his personalized coaching plan. These voluntary meetings offered a structured, supportive environment that reinforced many of the same principles introduced in Proactive Integrity Coaching—including personal responsibility, values-based reflection, and emotional self-regulation. Parenthetically, MA attendance was the client’s idea.

Of particular relevance were the steps in the MA program that paralleled the coaching emphasis on emotional resilience, integrity identity, and values clarification, giving the client an opportunity to confront his counterproductive behavior with honesty, reflect on its impact, and develop a more ethical identity. The peer accountability and lived experience shared in MA became a valuable extension of his workplace coaching—helping to reduce shame, normalize struggle, and provide practical tools for long-term behavioral change.

Step 6:

Scale with Recognition

As his aggression diminished and self-awareness increased, his name began to appear more frequently for positive workplace contributions. He was recognized for modeling compassion, taking initiative with conflict

resolution, and showing up clear headed for work consistently.

Positive Outcomes

Within eight weeks of coaching:

l No further incidents of aggression were reported.

l He consistently attended MA meetings and significantly reduced his cannabis use.

l His relationship with staff and residents improved, as did team morale.

l He began mentoring another employee in a similar role, sharing mindfulness techniques and check-in tools.

Expanding the Toolkit: The Five Ethical Precepts

While ACT lays the foundation for internal psychological flexibility, Proactive Integrity Coaching is further strengthened by integrating Five Ethical Precepts—adapted through the lens of mindfulness psychology and reframed for workplace relevance. These precepts serve as behavioral anchors for workplace behaviors— providing clarity and structure for ethical conduct at work where ambiguity and pressure often cloud judgment. Each precept applies to desired workplace behaviors.

l Abstain from Harm: Maintain a respectful and inclusive work environment by avoiding bullying, harassment, verbal abuse, or behaviors that isolate or demean others.

l Abstain from Taking What Is Not Given: Demonstrate workplace honesty by rejecting theft, misuse of company time, falsified hours, or unauthorized discounts and perks.

exploitation of authority, or bending policies for personal advantage.

Rooted in the principles of mindfulness psychology, these precepts are not imposed from above but integrated from within. A coach can use these precepts to encourage employees to bring deliberate attention and ethical intention to their behavior, moment by moment. When paired with ACT’s six psychological processes— such as values clarification, defusion, and committed action—these behavioral boundaries transform into daily practices of integrity.

This combined model is what makes Proactive Integrity Coaching unique: it equips employees with both inner awareness tools and outer ethical boundaries. The ACT model fosters psychological flexibility, while the precepts ensure that flexibility bends toward behavior that is consistent, accountable, and trustworthy. In a world where compliance is not enough, this dual approach creates not just rule followers, but reflective, principled professionals who are ready to lead by example.

While Proactive Integrity Coaching can benefit any employee, it is especially critical for those in positions that oversee high value assets or control processes vulnerable to misconduct.

l Abstain from False Speech: Foster trust and transparency by avoiding dishonesty, gossip, misinformation, or misleading communication in professional interactions.

l Abstain from Intoxicants: Ensure safety, reliability, and sound judgment on the job by remaining sober and mentally clear during work hours.

l Abstain from Power Abuse: Uphold fairness and ethical leadership by avoiding manipulation of coworkers,

Final Word: From LP to Character Cultivation

LP is evolving. It’s no longer just about deterring dishonest behavior—it’s about cultivating character. The Proactive Integrity Coaching model, even in a conceptual stage of development, provides a deeply practical, psychologically robust method for developing ethical behavior at scale. When employees are coached to clarify values, diffuse rationalizations, embrace discomfort, and act from an ethical identity, they don’t just comply with rules—they commit to them. Ethical excellence isn’t trained; it’s coached—through conversation, reflection, and courage. As organizations face rising shrinkage, increased scrutiny, and the ethical challenges of the post-pandemic economy, Proactive Integrity Coaching offers a modern roadmap rooted in psychological science. Let’s stop waiting for ethics to emerge by chance. Let’s coach it—intentionally. l

Proactive Integrity Coaching Rapid Self-Assessment (6-Item Version)

Purpose: To quickly assess alignment with the six ACTive Integrity Coaching principles and identify which areas of ethical development may require attention.

Instructions:

Read each statement and rate how accurately it reflects your typical workplace behavior using the scale below:

1 = Strongly Disagree

2 = Disagree

3 = Neutral

4 = Agree

5 = Strongly Agree

Items:

1. I act in ways that reflect my personal and organizational values—even when no one is watching. (Ethical Priorities)

2. I stay present and focused during difficult decisions instead of reacting impulsively. (Focused Presence)

3. I notice and challenge thoughts that try to justify dishonest or unethical actions. (Thought Clarity)

4. I can tolerate discomfort when doing the right thing is emotionally or socially difficult. (Emotional Resilience)

5. I see myself as someone who leads with integrity, regardless of the situation. (Integrity Identity)

6. I regularly take actions at work that reflect my commitment to being ethical and dependable. (Values Execution)

Scoring Guide:

26–30: Excellent – You are modeling ethical behavior consistently across all ACT domains.

21–25: Good – Strong alignment overall, with room to grow.

16–20: Fair – Consider focusing on 2–3 dimensions for coaching.

6–15: Caution – Substantial opportunities exist for integrity coaching and growth.

where he provides clinical mental health counseling and business consulting services. He has more than thirty years of experience in loss prevention psychology and is the principal thought leader for FifthTheory’s Psychology-Informed Loss Prevention Professional (PILPP) certification program. His current areas of research include the psychology of workplace violence and incivility, employee theft and collusion, on-the-job illicit drug use, trauma-informed leadership, and teletherapybased EAP services.

John W. Jones, PhD, is the Executive Vice President of R&D and Professional Certification Services at FifthTheory, LLC. Dr. Jones is a Licensed Psychologist in Illinois

INTERNATIONAL PERSPECTIVE

López Zepeda is a highly experienced security professional with over fifteen years of international experience in various sectors, including oil and gas, mining, and real estate. He specializes in crisis management, corporate security, and risk management, with a focus on assessing and mitigating threats in a globalized environment. Currently, he serves as the global corporate security director for Bocar Group, where he oversees the development and implementation of a robust global security strategy, prioritizing supply chain security and business continuity. Previously, he held leadership roles at Kroll, WeWork, and Control Risks Mexico, where he managed executive protection teams, developed security programs for expatriates, and conducted risk assessments and training across Latin America. Earlier in his career, he gained valuable experience in project management and risk management on large-scale infrastructure projects in Mexico.

Cargo Theft in Latin America: A Persistent Threat

Latin America continues to grapple with high levels of cargo theft, a persistent and evolving challenge that inflicts billions of dollars in economic losses annually and disrupts supply chains across the region. While 2022 and 2023 saw concerningly high activity, trends in 2024 and 2025, along with projections for 2026, suggest a complex landscape where criminal tactics are becoming increasingly sophisticated, even as authorities and private entities bolster their security measures.

Regions like Central Mexico and key Brazilian states remain significant hotspots, consistently reporting high volumes of incidents. However, the threat extends across the continent, with countries like Chile and Argentina also experiencing notable cargo crime.

The economic repercussions are substantial, leading to increased insurance premiums, greater investment in private security, and ultimately, higher costs for consumers. Estimates from 2023 indicated direct annual losses in the region could be around $5.5 billion.

Evolving Tactics and Targeted Goods

Between 2022 and early 2024, the modus operandi of cargo thieves has shown both consistency and alarming evolution. Hijackings, often characterized by violence and the use of automatic weapons, particularly in Mexico, remain a dominant tactic.

Criminal groups employ sophisticated methods, including fake checkpoints, identity substitution, and leveraging corruption and collusion within supply chains.

The most frequently targeted goods are chosen for their value and potential for resale in unauthorized markets. These typically include:

1. Food and Beverages: Often the most frequently stolen items due to high demand and ease of resale.

2. Electronics: High value items that are relatively easy to transport and sell.

3. Automotive Parts and Vehicles: A persistent target, especially in manufacturing hubs like Mexico.

4. Fuel: A valuable commodity with a ready black market.

5. Pharmaceuticals, Agricultural Products, and Construction Materials: Also frequently reported stolen, indicating diverse targeting by criminal organizations.

The majority of thefts occur while goods are in transit, with trucks being the primary targets. However, theft from facilities and warehouses also remains a significant concern.

Mexico has consistently been a focal point for cargo theft. States in Central Mexico—vital logistics corridors—report the highest number of incidents. While some data indicated slight decreases in theft in certain periods, the overall numbers remain alarmingly Mexico has consistently been a focal point for cargo theft. States in Central Mexico—vital logistics corridors— report the highest number of incidents.

A concerning trend is the rise of “strategic theft,” which involves more intricate planning, deception, and fraud. This includes the use of technology, with criminals increasingly leveraging artificial intelligence to manipulate bills of lading, create phishing emails, and orchestrate remote operations, showcasing a deepening understanding of supply chain vulnerabilities.

Statistics from 2022 to 2024 show that businesses investing in security technologies such as GPS tracking, electronic locks, real-time monitoring, and secure logistics platforms have experienced a 24 percent decrease in the likelihood of being targeted.

Country Focus and Regional Challenges

Rafael López Zepeda

high, with reports of cargo robbery occurring with shocking frequency. For instance, in early 2025, reports indicated a cargo robbery occurred every thirty-three minutes on Mexican highways, with a significant year-over-year increase in incidents in the first two months.

Brazil also accounts for a substantial percentage of cargo theft in Latin America. Armed robberies and hijackings are common, but there, too, criminals are adopting more sophisticated methods.

Across the region, vast and varied geography, poor road conditions in some areas, limited secure parking, and insufficient lighting exacerbate the challenge of securing cargo routes. Furthermore, a lack of coordination among law enforcement agencies, gaps in cross-border communication, and corruption within judicial systems hinder effective responses.

The Outlook for 2025-2026

Projecting precise cargo theft statistics for late 2025 and 2026 is challenging, as data is typically compiled retrospectively. However, based on trends observed between 2022 and early 2025, two key expectations can be outlined:

1. The trend toward more strategic and technologically advanced theft methods is likely to continue. Criminal organizations will further exploit digital vulnerabilities and potentially increase their use of AI and cybercrime tactics.

2. Regional economic conditions, including a tariff war, inflation, and poverty, can influence the prevalence and types of goods targeted, with essential items remaining attractive.

Supply Chain Protection Global Best Practices

Statistics from 2022 to 2024 show that businesses investing in security technologies such as GPS tracking, electronic locks, real-time monitoring, and secure logistics platforms have experienced a 24 percent decrease in the likelihood of being targeted. Additionally, the use of AI for risk management and threat detection is expected to increase, enhancing supply chain security globally.

Collaborating with private security organizations and government institutions that can introduce or enhance legislation targeting cargo theft and enforcement remains important. The success of these measures depends on ongoing commitment and sufficient resources.

ISCPO Extends to Latin America

To navigate today’s complex world, use reliable, global information to make informed decisions and protect your supply chain.

Established in 2014, ISCPO is a nonprofit association uniting security-minded professionals within the global supply chain space for information sharing and networking. Our members include key sectors such as retail, wholesale, e-commerce, manufacturing, distribution, logistics, insurance, risk management, and law enforcement. The ISCPO acknowledges the importance of solution providers in supply chain security, allowing interaction with top industry providers.

Accessing industry best practices is vital for planning 2026 security services amid tight budgets. Although Latin America’s situation remains uncertain, having the right information and protection strategies is essential to safeguard your supply chain and ensure business continuity. l

Meehan is retail technology editor for LP Magazine as well as CEO 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.

Why I Decided to Take the CFI Evolved Course

If you’re looking to sharpen your interview and interrogation skills, or improve your leadership and communication abilities, I highly recommend taking the CFI Evolved course.

I ’ve been a Certified Forensic Interviewer since 2015. In my previous roles in retail, it was the bestin-class standard for interview and interrogation techniques. You might be wondering why the CEO of the largest manufacturer of cash protection tamper-evident bags—and the fastest-growing RFID and EAS provider in the world—would decide to take the leap and enroll in the CFI Evolved course. Hopefully, this article will explain. I no longer conduct interviews or interrogations as part of my current role, and it’s been several years since I last did. Over the course of my career, I’ve probably conducted over a thousand interviews and interrogations. Interviewing was a true passion of mine—I read every book I could find on the subject and took every class available. I’m still actively involved with the International Association of Interviewers, and I make it a point to take any new courses that become available.

When I first saw the CFI Evolved course, I thought, I don’t have time to take this test or complete the coursework. I certainly don’t need it for my current role, and I don’t see how it will enhance what I do. But then I reconsidered. I thought, How cool would it be to hone my skills?

If you’re in the investigations field, you’ll know the Wicklander-Zulawski (WZ) method has many practical use cases, even in the business world. Think about some of the initial steps in the WZ method. If we look at the underlying principles that support the flow of the WZ approach, we can see how they can easily be translated into the business world or everyday conversations.

Professional Engagement

This involves briefly identifying yourself and creating a positive first impression, creating a framework for the conversation.

Developing Rapport

This step focuses on building trust and making the other person feel comfortable through a sincere dialogue offering autonomy, empathy, and transparency.

Establishing Credibility

Here, you clearly share who you are and what you do in a transparent way, so the person understands your purpose in the conversation and can relate to your position.

I’ve

always seen myself as a lifelong learner, and what separates extremely successful people from the rest is their commitment to continual learning.

Tom Meehan, CFI

Active

Listening and Projecting Empathy

Active listening is all about understanding the other person’s stance and being fully present throughout the conversation.

Business Essentials

These principles—professional engagement, rapport building, clear introductions, and active listening—are essential to nearly every business interaction. Whether you’re in sales, support, technical roles, or the C-suite, preparing thoughtfully and establishing trust from the outset lays the foundation for a successful exchange.

The list goes on: establishing credibility, clarifying the reason for the business conversation, and even setting ground rules are especially important in negotiations.

I’ve always seen myself as a lifelong learner, and what separates extremely successful people from the rest is their commitment to continual learning. The CFI Evolved course gave me new tools for my toolbox, refreshed and updated some things I’d learned before, and sharpened my existing skills. It also gave me new ways to handle interactions with difficult individuals.

I firmly believe that the CFI certification provides essential life skills for executives. This isn’t a commercial for WZ or the CFI—it’s a reminder of how important it is to stay relevant in your industry. I believe this certification

helps me stay connected and demonstrates my commitment to the industry.

Regardless of where you are in your career—whether you’re just starting out or already seasoned—I can assure you that this certification will help you both professionally and personally. All the principles we discussed about business conversations apply equally in your personal life. For example, if you’re picking your child up from school and stop to talk to a teacher, you still introduce yourself, explain who you are and what you do, and build rapport. If you’re visiting the school to address an issue, you prepare, introduce yourself, establish rapport, and clearly explain the purpose of your visit.

The theme here is clear: a structured, nonconfrontational approach to any conversation almost always leads to a better outcome.

If you’re wondering how long it took me to complete the class—it took me a couple of weeks, mostly during late nights—but it was absolutely worth the investment.

If you’re looking to sharpen your interview and interrogation skills, or improve your leadership and communication abilities, I highly recommend taking the CFI Evolved course. If you’re already a Certified Forensic Interviewer, invest the time in yourself. You’ll not only feel more confident but also establish greater credibility and get better results. l

Will Virtual Reality Ever Come True for Loss Prevention?

By Lauren Fritsky

Virtual reality technology has been around since the 1970s and has been used typically in video games, movie theaters, and amusement parks. In recent years, VR has expanded to other areas, including employee training and shopping experiences, both in-person and online. While the technology hasn’t yet been fully adopted in loss prevention, there are some compelling future use cases for both employees and their customers if retailers can determine how to scale VR across their businesses.

VR: What It Is, and How It’s Used in Retail to Date

Virtual reality utilizes computer technology to create a simulated environment. Using headsets, users can then interact with a three-dimensional space.

In retail, VR enables consumers to fully immerse themselves in a shopping experience through virtual storefronts, where they can browse products, complete transactions, visualize a product in their homes, and even “try on” an outfit or lipstick shade. And shoppers seem to enjoy it—one in three said they were “very or extremely interested” in using VR to shop in brick-and-mortar stores, from home, or work, according to a 2024 PYMNTS survey. In this way, VR bridges the gap between physical and online shopping. Industry experts believe that the integration of artificial intelligence (AI) and augmented reality (AR) will likely spur demand for VR in the retail market. There are numerous examples of major retailers utilizing VR and these other technologies to enhance the customer shopping experience:

● Nordstrom’s TextStyle service utilizes virtual reality to offer personalized shopping experiences by analyzing shoppers’ preferences and purchase history.

● Lowe’s Holoroom is a virtual reality tool that helps shoppers visualize home improvement projects, including materials and room design.

● The North Face VR lets customers test outdoor gear in various weather conditions and terrains.

● Audi’s VR Car Configurator allows customers to customize their dream cars in a virtual showroom, offering a range of models, colors, and features. It’s not a giant leap to assume that if shoppers are increasingly open to experiences that blend physical and digital the way VR does, so, too, might be the employees who work at these

retailers. VR is a powerful technology because it is designed to elicit a sensory, emotional response, which is more impactful than the standard computer or pen and paper method when training employees to deal with a range of different scenarios, from a coworker stealing to an armed robbery. There are numerous other benefits to considering the technology for training purposes based on the outcomes other industries have seen using VR.

The Organizations Testing VR for Training and LP Purposes

The Homeland Security Training Institute (HSTI) at the College of DuPage offers specialized training programs for law enforcement, first responders, school safety professionals, emergency management personnel, and corporate security teams. Some of their training leverages VR. Matt Gorecki, the primary range master for the HSTI, is a retired special agent with twenty-three years of service with the Bureau of Alcohol, Tobacco, Firearms, and Explosives (ATF). He notes several benefits of using simulation technology such as VR.

“Scenario training is amazing because you can customize the scenario to fit your specific task or mission statement, but it’s personnel-exhausting,” he said. “You need role players. You need observers. You need safety officers. And you need instructors. With any kind of simulator technology, whether it’s screen-based platforms or headsets, I can run an entire team of individuals all by myself. I can run the program, observe what they do, and debrief accordingly, all by myself. That’s the advantage.”

DuPage utilizes VR in several ways. They have a dedicated simulation room that provides a 300-degree threat radius, featuring a five-screen platform with rear projection mounted on the ceiling.

They also possess devices that can simulate firearms. More recently, the college has begun using Street Smarts, a VR system that allows trainees to wear headsets and immerse themselves in a specific environment. “The beauty of that is its portability,” Gorecki said. “You can bring it anywhere and run it anywhere. Once you map out a room, you can do it in your living room; you can do it in your garage, or a basketball court, or a conference room.”

Depending on the technology of a given platform, an instructor can create a scenario where, for instance, an unarmed security guard encounters a crime in progress and can either escalate or de-escalate the situation depending on the trainee’s posture. If the trainee appears a little indecisive, the instructor can escalate the scenario so that the individual can make a decision.

Additionally, the Loss Prevention Research Council’s research, simulation, and live store labs, located on-site at the University of Florida, enable its research team and partners to conduct experiments and test new LP technologies and strategies. The Digital Worlds Institute, also located on the university campus, develops virtual reality environments for the organization. Cory Lowe, PhD, director of research for the LPRC, notes that companies are at different stages in their adoption of VR. “There are several companies that have been using it

“With any kind of simulator technology, whether it’s screen-based platforms or headsets, I can run an entire team of individuals all by myself. I can run the program, observe what they do, and debrief accordingly, all by myself. That’s the advantage.” Matt Gorecki

Will

for several years now to train their employees, particularly on the types of incidents that have a very visceral element of surprise, or something that might generate an emotional response,” Lowe said. “I think that’s generally where it’s at.”

The outcomes of the LPRC’s VR research projects enable its members and other retailers to apply the findings in their stores. These experiments haven’t just been to gauge the impact of different variables on retail employees and customers—they also assess how it affects the offenders themselves. “We use it for our research because we can manipulate one thing at a time,” Lowe said. “So, we’ve done projects with lighting and a variety of other things, signage in environments to see how it affects customers and offenders in our labs.”

These projects include the perception of public view monitors and signage that might accompany them. In the lab, Lowe and his research team can add monitors and signage saying, “Shoplifters will be prosecuted,” bring customers and actual offenders through, and then interview them about their perception of the environment. The researchers

can control that one element at a time— in this case, whether people see the monitor and signage or not. The LPRC has also had shoppers and offenders wear VR headsets and walk through a simulated retail parking lot to assess the effect of different lighting conditions. These are scenarios that would be difficult to replicate in the actual physical environment. “If I try to go out to a retailer and do that same thing, I won’t be able to control the parking lot without irritating everyone who works or shops at that store,” Lowe said.

A Few of the Companies Providing VR Training

Roundtable Learning offers training of all types. About ten years ago, they began exploring newer technologies like virtual reality as another tool for training—increasingly in the retail space.

“The benefit is they’re doing a lot of training based on knowledge from the past,” said Nick Day, vice president of sales and marketing at Roundtable

“A lot of these large brands that we all know for years and years continue to go about training the same ways. However, their employees consume content and learn in different ways, which has evolved. So, there’s been a huge disconnect.” Nick Day

Learning. “And that’s what they’ll use as things change, and we can now add new scenarios as they arise. Perhaps they’re only observing a limited number of situations occurring in a region. But they’re noticing that it could spread now. They can issue new training on all those headsets.”

The company has created a virtual store, encompassing everything from the warehouse environment to the store

aisles and the parking lot. Using this store, employees can recreate in-store situations, allowing them to practice their responses in a virtual reality environment. Roundtable Learning can then train on everything from inventory control to more loss prevention-specific use cases, such as an active shooter scenario, in a much more engaging way than traditional methods. “A lot of these large brands that we all know for years and years continue to go about training the same ways,” Day said. “However, their employees consume content and learn in different ways, which has evolved. So, there’s been a huge disconnect.”

This is especially true for younger workers, who are digital natives less likely to engage with dated videos, long lectures, or pen and paper training, he added. New technologies with which they are already familiar—Gen Z possesses the highest rate of digital gaming penetration, and their VR use is expected to exceed that of Millennials by 2027, according to eMarketer—can better engage this population at work. Michael Mason, who is retired from his roles as chief security officer at Verizon, which previously tested VR, and executive assistant director of the FBI’s Criminal Branch, echoes this sentiment. “You know, we’re in a generation now that embraces this kind of training young folks are seeking creative and innovative ways to bring training to them,” he said.

Verizon used a company called Strivr for its VR pilot program. In terms of LP use cases, “clients have primarily used VR for training retail associates to practice identifying and handling receipt matching—ensuring all items are accounted for—as customers leave retail stores,” the company’s VP of marketing, Kristi Rawlinson, wrote in an email. There is also the immersive aspect of VR, which can keep employees more focused on whatever they’re supposed to be learning or practicing. “I have zero distractions,” Day said. “The dog isn’t barking,

Kristi Rawlinson

Michael Mason

Nick Day

the doorbell isn’t ringing, the Amazon guy’s not here. You have my undivided attention while I’m in this headset.”

participated in a debriefing session between modules to reflect on their responses in each scenario.

The advent of hybrid work postpandemic has opened up an additional opportunity to train workers more flexibly. So, if a retailer has an hourly workforce that comes in to reload inventory, they can train them using VR during that specific time. On the flip side, a retailer could send VR headsets home with employees to do training in their own time and then follow up with a quiz or questionnaire gauging if they understand what they’ve learned, said Jim Leitch, founder and CEO of UKbased Link Integrated Security Solutions Ltd., which delivers innovative security solutions, including VR. “You don’t need to say, ‘Well, I’m booking a course for Monday morning,’” he said. “If I’m taking a new guard or a shop member, you can say, ‘There you go, put your headsets on,’ and you could do it now.”

The implication is that instead of an employee trying to remember the steps they should take to handle a specific situation based on training that they were physically removed from, VR gives them a chance to simulate the experience. In this way, the employee forms a muscle memory that can serve them well when they eventually face the scenario in real life. “There’s always going to be that difference between reality and any kind of training you do,” Mason said. “But the closer you can bring it to reality, and the more you can coach and teach people, the better.”

The Verizon VR Test Case

Verizon utilized the Strivr platform to provide VR training to 22,000 frontline employees across its more than 1,600 locations in 2019, according to a video testimonial Mason participated in that year.

The company utilized past security camera footage from actual in-store robberies to design a curriculum that incorporated new live action footage for Verizon’s custom armed robbery VR training simulation, which employed 360-degree video cameras and featured hired actors at a Verizon retail store location. The course consisted of three modules, each simulating an armed attack during a typical workday. Employees

“This was the value of that immersive technology; they quickly learned what they missed,” Mason said. “So many people got it wrong, like, ‘Which way did the bad guy go—right or left when he left the door?’ And we learned how many people were essentially guessing at that because they weren’t completely dialed

“There’s always going to be that difference between reality and any kind of training you do. But the closer you can bring it to reality, and the more you can coach and teach people, the better.”

in.” Mason elaborated that leadership requested candor regarding whether employees loved, hated, or felt indifferent about the technology. They also made it clear that they weren’t trying to scare their employees—they were trying to educate them. After completing the training program, 97 percent of retail associates reported feeling more confident and better prepared for potentially hazardous situations.

“What most of the people said was how realistic it was,” Mason recalled. “And it always helped to have someone in the audience whose store had actually experienced a robbery. And then to have them say, ‘I’m telling you, that’s exactly how it happened; that brought a lot of value.’ So, the more realistic you could make it, the better.”

Barriers to VR Adoption for LP

Much of the above is easier said than done for even the most prominent retailers with the most significant budgets. Most of the retail businesses Lowe was previously aware of that were testing VR for LP—including Mason’s former employer, Verizon—no longer do so for the aforementioned reasons of cost and scale. “It’s probably just because it’s much more complicated, and it doesn’t scale well,” Lowe said. “The cost of development, equipment, and distribution would have to go down. The

Michael Mason

technology itself is there. You can create high fidelity scenarios today, but the cost of developing and maintaining them is a concern. People aren’t maintaining a program long-term.”

Even the vendors we spoke with acknowledged that cost will always be a significant barrier to implementing VR, particularly for large brands with numerous locations. Roundtable Learning’s approach to addressing this challenge is to examine scenarios that are prohibitively high cost and high risk to replicate. VR is also not a fit for every application, Day said, which is why his company does what he considers full-service learning. “Those start to become great use cases because they happen infrequently, but when they happen, they can cost a company a lot of money,” Day explained. “Retail has the extra hurdle in that many large retailers have a lot of locations, so they do have to look at the hardware scale to say, ‘How do I get this into the hands of all my associates?’”

Leitch of Link Integrated Security Solutions Ltd. has a different perspective on the costs of VR in retail. “I think the flexibility and the fact that you spend big once, but it lasts for a long time, I think VR’s got a real place in retail,” he said. “I don’t look at the cost. Look at the ROI.” Verizon similarly faced challenges distributing VR headsets to all its stores

Jim Leitch

Will

and finding a way to update the simulated scenarios, Mason said. They filmed the handful of scenarios in actual stores after hours, which was a logistical challenge. “Even with the immersive technology, the whole idea is to keep that sort of response thing ever present in somebody’s mind so that it could potentially become muscle memory, so that you could minimize the processing time,” he said. “The key is finding a way, if you have a large and expansive population, to get it to them on a routine basis, with enough changes that it becomes something they look forward to instead of something they simply have to check the box on.”

Still, Mason also has an alternative way of thinking about costs: are they worth

should we be doing? What can we afford to do?’”

Rawlinson said for Strivr, whose deployment process includes a pilot program to set customers up for success from day one, customers have found that the cost savings have outweighed the cost of deployment in many cases when done at scale, “saving time, resources, and overall retention vs. traditional training methods.” In terms of enabling wider adoption for more specific LP use cases, Rawlinson said that as headset devices continue to advance in terms of form factor and cost, this will promote wider access. This, along with connectivity such as reliable Wi-Fi and the evolution of AI, will become more important to ensure that authentic, dynamic, immersive experiences can be deployed.

There’s also the educational aspect of VR to contend with, just like with any new technology in retail. The industry as a whole can be slow to adopt new systems and tools, so gaining an understanding of the pros and cons, the risks and rewards, and the use cases and costs of VR is imperative. “The trend I’ve been seeing over the past probably eighteen

“The cost of development, equipment, and distribution would have to go down. The technology itself is there. You can create high fidelity scenarios today, but the cost of developing and maintaining them is a concern. People aren’t maintaining a program long-term.” Cory Lowe, PhD

it to prevent potential negative impact on the business, in terms of more costs, reputation, or the physical safety of employees or customers? “We have to deal with probabilities, not possibilities,” he said. “Notwithstanding the probability of an incident, what is the consequence? How do we address that? What are our options? And so, oftentimes, you can convince the people with the purse strings, not by scaring them, but by having a logical discussion about, ‘What

to twenty-four months is that more of the retailers are starting to become more educated on this,” explained Day. “But there’s still a lot of education out there to be done.”

VR’s Future Potential in LP

This doesn’t mean retailers can’t apply VR to more specific LP use cases in the future. Lowe said the LPRC plans to do more extensive research on the technology in 2026.

“If loss prevention had a greater say in product placement, VR could be used to give people the experience of what happens when you move a product around in the store and how they can affect guardianship of that product and other things.”

Hyo Kang, assistant professor at the Digital Worlds Institute at the University of Florida, sees interesting potential in the further use of VR and other technologies for LP. “For example, digital twin technology—creating a real-time, AI-enhanced replica of a physical space—could be used to simulate different in-store scenarios and test out LP strategies virtually,” she wrote in an email. “It could also help retailers analyze how people move through a space and where vulnerabilities might exist, all without needing to run realworld trials.” Another project Kang’s team is working on involves using generative pre-trained transformerpowered virtual instructors in VR lab environments. It’s being applied in educational settings, but Kang “could imagine something similar being used in online shopping—like creating a virtual shopping assistant or guide that personalizes the experience.”

Time will tell if VR and other related technologies are fully adopted at scale forLP programs. History has shown us that as emerging technology becomes more accessible and in demand over time, the costs and logistical challenges of implementing it across large organizations with multiple locations may become more manageable. This could become the case with virtual reality. ●

Lauren Fritsky is a seasoned journalist and content marketer whose work has appeared on CNN, AOL, USA TODAY, Huffington Post, Travel+Leisure, Entrepreneur, Adweek, and many other websites. She’s spent the last eleven years writing about IT, adtech, martech, retail, and e-commerce for global companies. Lauren earned a bachelor’s degree in English from La Salle University in Philadelphia. Contact her at Lauren. fritsky@gmail.com.

Hyo Kang

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OCT 14-16, 2025 Chicago Area

Investigative professionals, it’s time to elevate your game.

The International Association of Interviewers (IAI) is bringing

Wicklander-Zulawski (WZ)

Elite Training Days (ETD) into one extraordinary event. Don’t miss this unique opportunity to learn from the best, sharpen your skills,

IMPROVE THE ODDS WHEN

YOU BET ON YOURSELF

ELITE TRAINING DAYS

Truth Be Told

Step into the future of investigative interviewing at Elite Training Days (ETD), where career growth, meaningful networking, and cutting-edge education come together. Stack the odds in your favor with groundbreaking techniques, the latest research, and real-world strategies. We’re bringing must-see speakers from diverse backgrounds to challenge your thinking, spark new ideas, and keep you ahead of the curve.

WZ MASTER CLASS

Managing Trauma for Critical Incident Investigations

This advanced training equips professionals with psychological, tactical, and procedural tools for managing interviews during and after critical incidents. Featuring three expert speakers, the session emphasizes trauma-informed approaches, and effective techniques for victims, witnesses, and suspects. Learn strategies to

UNLOCKING THE SECRETS OF STRATEGIC COMMUNICATION

Join Truth Be Told host Dave Thompson, CFI for a powerful LIVE podcast with filmmaker Jia Rizvi and justice advocate Jeffrey Deskovic, who was wrongfully convicted at 16 after a false confession. They’ll explore Jeffrey’s harrowing journey, the psychology behind false confessions, and how Jia turned this story into a compelling film. Come ready to listen and be a part of a conversation that inspires change and challenges the status quo.

LP Magazine is recognizing the unsung heroes of the loss prevention and asset protection industry. In this ongoing column, we highlight those 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.

Not a Gift We Give, but a Gift We Share

Organized

James Stanek selling

“By doing our part to stand behind such worthwhile organizations, it makes the mission of CCROC only that much more important,” James Stanek

Retail Crime Associations (ORCAs) have long provided a platform for retailers and law enforcement agencies to share information and collaborate, opening doors to enhance investigations and build cooperative relationships in the fight against organized retail crime. What many may not realize, however, is how these groups are using their influence to support meaningful causes across the communities they serve.

The foundation of service and support that underpins these associations also extends to community programs in need of a helping hand. Many are now leveraging their networks to make a broader difference.

James Stanek, senior investigator, Corporate Security Incident Response, at Verizon, and the team at the Cook County Regional Organized Crime Task Force (CCROC) offer a compelling example of how these efforts can lead to real impact.

“It’s always been a passion of mine to find ways to help others,” says Stanek, an advisory board member with CCROC who oversees their charity program. “Making the effort and getting involved is not a gift we give; it’s a gift we share.”

ORCAs across the country are widely known for going beyond their core mission, often getting involved in education and advocacy. Like many others, CCROC has established a strong presence in charitable efforts. Since its inception, the organization has supported Boys & Girls Clubs throughout the greater Chicago area.

“As part of our Winter Smiles program in partnership with Chicago police, 80-150 local kids between five and seventeen-years-old provide a wish list of items, which might include everything from books to toys, school supplies, clothing, deodorant, and even iPads,” shares Stanek. “We purchase the items to fill their personalized gift list using CCROC funds and donations from local businesses, individually package each gift, and hand out the gifts to each individual kid the day of the event. Some gifts are simple, but all are meaningful. Whatever the gift, there is a genuine feeling of appreciation. When you see those smiles, it really makes you appreciate what you have.”

Motivated by the impact of these efforts, CCROC sought to do even more. Each year at its annual conference, the organization selects a charity and hosts a silent auction and raffle, donating 100 percent of the proceeds to the chosen cause.

“We saw this as a great opportunity to raise money for other exceptional causes as well, and just ran with it,” he adds. “And the response has been overwhelming. The companies that provide us with items have been incredibly

supportive and extremely generous, which really increases the amount of money we’re able to raise. Since our inception we’ve given about $150,000 to the community projects.”

Each year’s beneficiary is carefully selected through a research process and presented to the board for review and approval.

“We want to try to help as many different organizations as we can,” says Stanek. “By taking this approach, it allows us to spread awareness to more and different kinds of charities.”

Recent projects include:

Project Fire Buddies (2023), which features firefighters supporting critically ill children and their families, providing gifts, companionship, needed medical devices to children who are fighting illnesses, and modifying homes to better accommodate their conditions.

The Susan G. Koman Foundation (2024), which supports the mission to save lives by providing awareness, community health initiatives, and breakthrough research that helps to prevent and cure breast cancer. Other than skin cancers, breast cancer is the most common cancer in women in the United States and the second leading cause of cancer deaths in women.

K9s for Veterans will be this year’s featured nonprofit, an organization devoted to supporting veterans with post-traumatic stress disorder by pairing them with a professionally trained service dog. These service dogs play a vital role in helping veterans reintegrate into civilian life by offering emotional support, companionship, and increased independence. They also provide free food and basic medical care for the life of the service dog. The lifesaving efforts of K9s for Veterans are doubled by the exclusive use of rescue dogs from kill shelters to train as service dogs for our veterans.

“By doing our part to stand behind such worthwhile organizations, it makes the mission of CCROC only that much more important,” Stanek shares. “All proceeds go directly to the charity to help support their programs. They are so appreciative of these efforts, and we’ve had nothing but positive feedback from everyone involved. It’s such a pleasure simply knowing that we’re helping others and making a real difference in their lives. I just think it’s a wonderful thing that we’re doing—and we have no intention of stopping.” ●

raffle tickets benefiting K9s for Veterans at the 2025 CCROC Annual Conference

Keith King is a seasoned product protection specialist with an impressive seventeen years of experience in the retail industry. His journey began on the ground, selling EAS product protection hardware door-to-door, where he honed his skills in creative problem solving and protection strategies. Over the years, Keith has expanded his expertise and visited over 10,000 retail stores. Today, he collaborates with five of the top ten largest retailers in the country, providing innovative solutions that safeguard products and enhance customer satisfaction. Keith’s deep understanding of the retail landscape, combined with his passion for protecting partner assets, has made him a trusted authority in product protection. His commitment to excellence and customer service continues to drive his success in this dynamic field.

Why I Love Brick-and-Mortar Retail

Brick-and-Mortar supports my family, so I support it.

Retail stores are more than just stores to me. For over seventeen years, I have relied on brick-and-mortar stores to earn a living, and I have built a successful career providing product protection solutions for them. While attending shows and meeting with partners, it surprises me how many of us who make a career in the brickand-mortar space choose to shop wholly at online-only marketplaces. When catastrophes strike, such as fires, hurricanes, and earthquakes, communities rely on brick-and-mortar retailers and their staff to open their stores and provide essential supplies. At high schools, little league fields, and other youth activities, you see local brick-and-mortar businesses supporting their communities with sponsorships.

I love walking into a store and getting what I want when I need it. I love seeing the actual product, touching it, feeling it, speaking to a store team member about the item, and asking them questions about similar items.

Let me take you back in time to November 2019: My wife is six and a half months pregnant, and we are going down a list of items we need for our firstborn’s baby shower. My wife shows me the invitation, and there is one problem with it: it lists online-only retailers. My response? “Take those off the list; brick-and-mortar supports us so, we support brick-and-mortar.” After a lengthy discussion, a change was made to the invitation. The usual was on it—date, time, etc.—but the last line read, “Please shop at a brick-and-mortar retailer. If you choose to shop online, please shop at a retailer that has physical stores as well.” Our friends and family were not surprised to read this because they all know what I do, and I have made it clear that I support brick-and-mortar.

Over the past several years, numerous unfortunate events have occurred, including floods, freezes, fires, and hurricanes. When these natural disasters hit, brick-andmortar is there for our communities. They open stores for shelter, provide goods to start the rebuilding process, and sometimes can even become the headquarters for rescue efforts. In 2017, during Hurricane Harvey, a brick-and-mortar retailer played a pivotal role in providing rescue efforts and supplies to the Houston area. Brick-and-mortar retail stores are part of our communities. When a retail store opens in a community, the first thing mentioned is the economic impact it will have on that community. The team members at the store will likely eat at local restaurants during their lunch breaks, purchase gas within the community, and so

on, generating revenue dollars. When I drive by a high school athletic field, I see banners with sponsors’ names. These banners can come from a variety of local small businesses, but many are from brick-and-mortar retailers within the school’s community.

In a society driven by an “I need it now” mentality, there is no better place to satisfy this desire than a brick-and-mortar retail store. Looking back on my daughter’s third birthday party, two of our friends brought a card and said her present did not arrive in time. My response as someone who supports brick-and-mortar was: “Y’all know that there are these amazing places where you walk right in, find what you are looking for, pay for the item, and then you walk right out? It’s called a retail store.” When you want something and you need it right now, and two days just won’t work, brick-and-mortar stores are there for you. There is something unique to brick-and-mortar retailers that online-only marketplaces will never have: they actually have the product in front of you. During many of the RFPs that I have been a part of, samples are always requested. Why? Because our partners want to touch, feel, test, and play with the goods before purchasing them. The same goes for me when I shop.

I love walking into a store and getting what I want when I need it. I love seeing the actual product, touching it, feeling it, speaking to a store team member about the item, and asking them questions about similar items. As a social person, I like seeing other people out and about. As a young family, we are always looking for inexpensive ways to entertain our children, and brick-and-mortar retail allows us to do that. During an afternoon walking around at a mall, our family always makes a few impulse purchases—whether it happens to be stopping at the candy store to grab a caramel-covered apple for the little ones, purchasing more fishing lures for myself, or new footwear for my wife. I also use this ritual to take notes and pictures of product protection to stay ahead of all the trends.

At the end of the day, online-only marketplaces are here to stay, but brick-and-mortar stores support my family, entertain us, and are there for our community when disaster strikes, so we support them. I encourage you to do the same. ●

King Family

Allie Falk, Assistant Editor

Falk focuses on social media, daily e-newsletters, interviewing LP experts for magazine articles, and crafting email blasts. Prior to LPM, she was a digital content marketing intern for Tyler Technologies—the leading CAD software provider in the US—where she was awarded ‘Spotlight Intern’. Allie received her bachelor’s degree in communications from the University of Detroit Mercy in 2022, where she was awarded Communications Student of 2022. She can be reached at AllieF@LossPreventionMedia.com

Popular Articles on the LPM Digital Channel

The LP Magazine website and digital channels offer loss prevention and retail professionals a myriad of thought leadership articles from a wide range of industry experts, original articles from LPM writers, webinars, podcasts, whitepapers, and much more. There is new content updated to the website daily that is featured in our e-newsletter. To ensure that you don’t miss this important information, subscribe to our digital channel at losspreventionmedia.com/email/ or scan the QR code on the left.

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Available On-Demand Now: Navigating Mental Health in Forensic Interviewing

Catch up on essential insights from forensic nurse Jaclyn Rodriguez, who shared practical self-care strategies for high-stress roles; Macy’s Elisha Toye, on driving diversity and leadership in asset protection; Chuck Bailey of Hibbett, on championing training and resilience in LP; and law enforcement veteran Thomas Nash, who offers deep expertise in cybercrime and forensic investigations. This powerful panel explored mental health readiness in investigative interviews, spotlighting how professionals can recognize emotional distress, support interview subjects, and safeguard their own well-being in demanding roles.

Ghosts in the Payroll: The Fraud You Don’t See Coming

One bad record can quietly drain thousands from payroll—without anyone noticing. Ghost employees, or fake workers added to payroll systems, often slip through the cracks in high-turnover retail environments where oversight is inconsistent and internal controls are weak. Whether it’s a former employee never removed from the system, or a completely fictitious hire created by a dishonest insider, these hidden threats can cost companies big. Learn how these schemes work, what red flags to watch for, and what proactive steps can shut them down before the damage is done.

LP Industry Mourns the Tragic Loss of Jason Swanson

The loss prevention community is mourning the tragic passing of Jason Swanson, a respected industry leader, mentor, and beloved family man. Known for his impactful roles at major retailers and most recently at Hanwha Vision, Jason’s legacy goes far beyond his career—he was celebrated for his warmth, musical spirit, and devotion to family and friends. A GoFundMe campaign has been launched to support his wife Katie and their sons, honoring a life that brought light, joy, and connection to all who knew him.

Overcoming Closures: How Retail Leaders Can Help Their Remaining Stores Survive

Retail failures often result from a pattern of strategic mistakes. The most successful retailers today tend to have leaders who are visionary, customer-centric, financially savvy, and agile in responding to rapid change. Read this LPM exclusive to learn why some leaders can’t right the ship, and what they can do to help save the company while some of the stores are sinking.

Industry Leaders Honored with NRF PROTECT Awards

The National Retail Federation honored industry leaders on day two of the 2025 NRF PROTECT Conference in Grapevine, Texas. The pinnacle of recognition for industry professionals championing retail safety across loss prevention and cybersecurity, the NRF PROTECT Awards were presented to five trailblazers.

CORCA Legislation Gets a Boost from NRF and Retailers

Twenty retail loss prevention leaders joined a delegation from the National Retail Federation (NRF) on May 14 in Washington, DC, to continue the education of congressional and Senate representatives on the effects of ORC and keep up the momentum on the CORCA legislation. This was the second “fly-in” of retailers to Capitol Hill in two months, with the support of the NRF.

Inside Scoop Podcast with Tony D’Onofrio | Ep. 100

Tune in to hear Stefanie Hoover, CFI, and Tony D’Onofrio chat about his induction into the NRF Ring of Excellence and his continued passion for helping the retail LP industry at Sensormatic. Their new Shrink Analyzer software is helping investigators piece together theft cases and generate ORC cases with ease. ●

New content is updated on the LPM website daily and is featured in our e-newsletter.

The LP Magazine Founders’ Awards offer a means to celebrate industry accomplishments on an ongoing basis, recognizing the loss prevention professionals, teams, solution providers, law enforcement partners, and others who demonstrate a stellar contribution to the profession.

LPM Founders’ Awards Celebrate Industry Professionals

The ability to influence change is a product of drive, creativity, and determination, but it also requires a unique ability to create a shared vision that others will understand, respect, support, and pursue. Each of the following recipients reflects 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.

EXCELLENCE IN LEADERSHIP

Gregg Smith, LPC, CFI, MBA

Vice President of Asset Protection at Five Below

“Being a true leader in this industry requires a mix of expertise, empathy, and relentless drive,” says Smith. “Leadership is about more than just outcomes; it’s about impact. It’s not just about knowing your craft—it’s about listening, inspiring, and creating an environment where others can thrive. The best leaders empower their teams, build trust, and lead by example.”

Like many in loss prevention, Gregg Smith found his path into asset protection somewhat unexpectedly. Fresh out of college, he took a summer job as a store detective, planning to start law school in the fall. But what began as a temporary role quickly evolved into a passion—and the start of a fulfilling career spanning more than 30 years.

Today, Smith serves as vice president of asset protection at Five Below, where he’s had the opportunity to build the department from the ground up. “Helping shape a department during such a transformative period—creating structure, developing talent, and driving impactful results—has been incredibly rewarding,” he says. “I’m especially proud of the cross-functional partnerships we’ve established and how asset protection has become a trusted element of our broader business strategy.”

Smith also sees leadership as a responsibility to the wider industry. “Whether it’s participating in a council for NRF or RILA, serving on a committee, speaking at conferences, or simply sharing best practices with peers—giving back is a critical form of leadership.” Just as important, he says, is the success of the people he’s mentored. “Throughout my career, I’ve always believed in being the best person for the team, not just on the team. When you invest in people, the returns are exponential. Knowing you’ve played even a small role in someone else’s growth—that, to me, is the greatest reward.”

EXCELLENCE IN PARTNERSHIPS

Peter Morello, Sr. President at CIS Security Solutions

“It’s extremely important to build partnerships at every level—which includes the companies and programs we work with as well as the individuals who are at the heart of every quality relationship,” says Morello. “My journey in loss prevention has been truly amazing. I’ve seen so many loss prevention professionals climb the executive ladder over the years and understand the hard work and dedication it takes to get there. Those same executives have helped guide me—from the time when I was the newbie in the industry in 1990 up to and including today. We work together to find solutions to the problems that we face by listening and showing mutual respect and support.”

That same approach is what Morello sees as the key to his success. “Innovation is built around engaging with loss prevention leaders to identify new challenges,” he says. “We must remain committed to developing creative solutions and staying ahead of evolving retail security needs. Relationships built on communication and trust are of the utmost importance. We have to ask and listen. We have to follow up and complete the tasks before us. Our journey has been one of persistence, learning, and adaptation—principles that will continue to guide us in the years ahead.”

For those leaders looking to work their way up the career ladder, Morello stresses the importance of building successful relationships at every level. “It is so important to recognize every person on the team and the value they bring to the organization—from store detectives and security personnel monitoring cameras to the leaders in the home office,” he says. “We need to recognize and appreciate how difficult it is to move up in any organization—and remember where we came from. Never lose sight of what it takes to lead, and what it took to get there.” ●

Professionals Advancing Their Careers

Korley Ward and Joe Gonzales are now managers of investigations; Christina Rodriguez, CFI, was promoted to field investigator; and Laura Brown, CFI, is now an AP specialist at 7-Eleven.

Esteban Rivera was promoted to loss prevention market manager at Academy Sports + Outdoors.

Andy Conway is now director of internal controls, North America at adidas.

Nizar Albattah was promoted to senior manager of AP (United Arab Emirates), and Mohammed Araq was promoted to senior manager of AP (Kuwait) at Alshaya Group.

Drew Beckett was promoted to director of secure services and special projects, worldwide operations security; Andreas Seidel, CPP, (Germany), was promoted to regional director of security and LP, international; Chris Vaccari and Robert Harkort, CFI, (Germany), are now senior managers, worldwide operations security; Kyle Skardon was promoted to senior program manager, supply chain and transportation, global solutions, worldwide operations security (UK); Alex Cantrell, CFI, was promoted to secure services and special projects, worldwide operations security; Joe Troy Jr., MBA, was promoted to senior risk manager, AMER site and operational risk; Dave Huntingford, CPP, CSMP, PMP, is now senior program manager, WWOS supply chain and transportation, global (UK); Mostafa Alshawi (Germany) and Marwan

Abdullah, CPO, GSA, (Saudi Arabia), are now data center security managers; Maxime Cazelles was promoted to senior regional security and LP manager (France); Scott Sanford is now a regional LP manager; Cory Arnsperger, LPC, Brian Patterson, Stephen Hayth, Vincent Sampoli, Brandon Bryant, Mike Murphy, Parker Elgin, MBA, Ben Hill, Laura Wade, LPC, and Christopher Lehnert are now cluster security and LP managers; Steven Williams is now an area security manager; Mark Beharry and Charles Moubray, LPC, are now senior managers of security and LP; Danielle Robinett is now a senior physical security program manager; and Jay Joralmon was promoted to security and LP multi-site lead at Amazon.

Ted Johnson, CFI, is now an LP investigator at Ashley Furniture.

Tiffany Andrews, CFE, is now a lead investigator at AT&T.

Bobby Haskins is now SVP, law enforcement and retail engagement, North America at Auror.

Colin Gubernick is now a regional LP manager at AutoZone.

Doerian Johnson was promoted to regional AP manager at Belk.

Abhishek Pandey is now an area LP officer at bigbasket (India).

Devon Smith is now an LP market manager at Barnes & Noble.

Kristie Keeley is now senior AP manager, analytics and investigations at Bass Pro Shops.

Seth Hughes, LPC, is now VP of retail strategy and innovation at Axon.

Dan Bambas, CFI, LPC, LPQ; Michelle McKernan, LPC; Grace Curry; and Marc Johnson, LPC, were promoted to regional LP managers at Blain’s Farm & Fleet.

James McLemore, CFI, was promoted to senior LP field director at Bealls.

Brenda De La Torre is now an LP operations coordinator at Boot Barn.

David Macdonald is now asset and profit protection manager, Northern Europe at Burberry (UK).

Amelia Kennedy was promoted to VP of AP strategy, analytics, and operations at Burlington Stores.

Elizabeth Giovanni and Nicholas Elwell, SEM, are now senior managers of AP operations; Chester Blair is now a regional AP manager; and Kelvin Basdeo, Rob Weber, and Robert Jonczak are now district AP managers at Burlington Stores.

Michelle Andreoff is now a territory LP manager at Canadian Tire Corporation (Canada).

Josh Francis and Alex Vazquez are now area managers, field safe and secure; and Francis Loria-Punch is now a safe and secure manager at Carvana.

Shanna Erickson was promoted to division AP manager, and Jacob Schnur, LPC, CFI, is now an AP specialist, Northwest Division at Casey’s.

Michael Norman is now a territory AP manager at Catalyst Brands.

Mo Nagi was promoted to general manager of LP at Chemist Warehouse (Australia).

Tonia Velazquez was promoted to senior LP manager at Circle K.

Tony Vappie was promoted to senior manager of enterprise security; Hector Leal was promoted to senior manager, ORC operations and corporate investigations; Charles Kingatua, LPC, was promoted to senior manager of AP applications; Tori Connelly is now senior analyst of AP, central investigations support; Michael Thrash was promoted to regional ORC manager; KaiLoni Hayes, MBA, and Trish Benney, CFI, are now regional AP managers; and Jonathan Dalton, CFI, LPC, CPhT, is now a district AP leader at CVS Health.

Darryl Lababit is now a regional manager of AP at Designer Brands (Canada).

Trent Telford, LPC, and Morgan Weithman, LPQ, are now regional LP managers at DICK’S Sporting Goods.

Lana Mendez-Potter was promoted to district loss prevention manager at Discovery Clothing Company.

Kelli Helzer was promoted to senior director of AP at Dollar General.

Chris Lodge is now a regional loss prevention manager at Hot Topic/ Lunch Box.

Carlos Torres was promoted to division AP director; and Kyle Harrell, LPC, and Scott Pickrel, CFI, LPC, CECI, are now regional AP managers at Dollar General.

Andrew Cahill, LPC, is now a regional AP manager at Dollar Tree Stores.

Kristen Perram is now a regional manager of safety and LP at Domino’s.

Vanessa Assis was promoted to LP analyst at Grupo DPSP (Brazil).

David Cobarrubias, CFI, is now a market AP manager at DSW Designer Shoe Warehouse.

Ishmael Kindred is now a regional LP manager at DTLR.

Juan Felipe Zuleta is now national LP coordinator at Grupo Éxito (Colombia).

Kayla Carey, LPQ, LPC, was promoted to AP field operations manager at Festival Foods.

Jeff McLain, LPC, was promoted to LP operations and field manager at Gabe’s.

Eric Agredano is now a regional security and LP manager at Grainger.

Oscar Arango is now VP of retail strategy at Flock Safety.

Christian Lopez, Shaun Bramble, Ian Walsh, and Marvin Qualls are now area AP managers at Gap.

Robert Sweeney is now head of AP at Genuine Parts Company.

Bobby Salinas, Bryna Whipple, Chris Sibilla, Timothy Mikulecky, Dirk Winkel, MSA, Justin Henderson, Kylie Lowe, and Vic Arellano are now regional AP managers at Genuine Parts Company.

James Crowther was promoted to group fraud and profit protection analytics manager at Halfords (UK).

Joe Coll is now chief commercial officer at Global Security Solutions.

Justin DeLaMare, LPQ, is now a district AP and safety manager (Monocacy Valley); Bobby Jacobsen was promoted to senior LP investigator (Central Texas); and Nick Laccabue was promoted to cash control and compliance auditor (Central and Southern Indiana) at Goodwill Industries.

Raffy Luna is now a profit protection specialist at Harding+.

Jeremy Reno, CFI, LPC, is now an area LP manager at H-E-B.

Steven Morrison and Jamie Newell are now district AP managers at The Home Depot.

Daniel Fernando Telles was promoted to national security and LP manager at ID Logistics (Brazil).

Atul Pandey is now senior manager of audit and security LP at IRHPL companies (India).

Byron Smith, CFI, LPC, is now president and chairman at the International Supply Chain Protection Organization (ISCPO).

Tracy Nini is now vice chair at the International Supply Chain Protection Organization (ISCPO).

Dmitri Luppov was promoted to territory asset protection manager; and Steve Cross, Steven Pearson, Nickolas Schilling, Ashley Finkelstein, and Ken Bolinger are now area AP managers at JCPenney.

James Kerry, LPC, was promoted to resilience manager at John Lewis Partnership (UK).

Paul Silva was promoted to head of LP (Canada) at JD Sports.

Matt Pontin is now head of profit protection (Australia and New Zealand) at JD Sports.

Ashley Carrasquillo was promoted to LP manager/head of LP at Johnny Was.

Brian Wedoff, MA, is now VP of LP operations at Kohl’s.

Andrea Buckles is now division AP and safety manager at Kroger.

Adina Palinsky, CFI, Ryan Taylor, and Chad Leavitt (Canada) are now regional LP and safety managers at Michaels Stores.

Mike Esterak, LPC, is now a district LP manager at Kohl’s.

Marc Stallo, LPC, was promoted to regional warehouse AP manager; and Alecia Camps, CFI, LPC, is now a district AP manager at Kroger.

Sean Hunt is now an AP business partner at Leslie’s.

Carolyn Manick is now a regional leader/ORC investigations, and Marc-Etienne Gosselin was promoted to AP field lead (Canada) at lululemon.

Amber Adams was promoted to director of AP, distribution, and manufacturing Americas at Louis Vuitton.

Michael Veliz was promoted to regional director of AP; and Zuhal Mohsini was promoted to regional AP manager at Louis Vuitton.

Ashley Rossi, MBA, was promoted to corporate AP and safety manager; James Theisen, LPC, was promoted to senior manager of physical security; Jaqulyne Morales was promoted to market ORC manager; and Cristine Alayon, Lucas Saunders, and Dennis Hunter, LPC, CFI, are now district AP managers at Lowe’s.

Eric Salter is now a district AP and operational support manager at Lucky Me.

Ahmed Hosny Abdelghaffar was promoted to risk and compliance manager at Majid Al Futtaim (Egypt).

Acácio Sousa Bezerra is now a regional LP and security manager at Mambo Supermarkets (Brazil).

Tatiani Ferraz da Silva Vitkoski is now a loss prevention supervisor at Marisul Supermarkets (Brazil).

Kerryn Russell is now an LP partner at MECCA Brands (Australia).

Keith Connery was promoted to regional director of AP; Megan Slomovitz and MaKenna Knuth are now regional AP managers; and Jennifer Beyer was promoted to regional AP manager, supply chain at NAPA Auto Parts.

Adriano Silva is now corporate manager of LP/risks and internal controls at Novo Mix Supermercados (Brazil).

Kyle Kurtz, CFI, LPC, is now LP manager, North America at POP MART.

Todd Gulbranson was promoted to director of enterprise risk at Northern Tool & Equipment.

Kevin Porter is now a district LP manager at Ollie’s Bargain Outlet.

Alex Geci was promoted to director of LP, USA at Oniverse.

Brett Davidson is now a regional LP manager at Parker’s Kitchen.

Roberio Brito is now LP manager at Pet Shop Racoes Renata (Brazil).

Jon Schrom is now a regional manager of LP and safety at Princess Polly.

Christopher Caruthers was promoted to divisional LP manager at Publix Super Markets.

John McKenna is now an AP business partner at RaceTrac.

Ralph Frangioni is now a regional LP manager at Rainbow Apparel.

Christian Imberti is now security and AP manager at Ralph Lauren (Spain).

Brian Friedman, CFE, CFI, LPC, was promoted to divisional VP of AP and risk management at REI.

Shelendra Singh Brar, LLB, is now regional security and LP operations lead at Reliance Jio Infocomm (India).

Heather Watson, CFE, is now a regional LP and safety manager at Republic National Distributing Company.

Marcos Costa is now head of LP and inventories at Roldão Atacadista (Brazil).

Erin Hiatt was promoted to senior VP of retail operations at the Retail Industry Leaders Association (RILA).

Mike Liles was promoted to group VP, supply chain LP and safety; Jeremy Waller, MA, was promoted to regional LP director; and Chris Lamonte and Adam Moon are now area LP managers at Ross Stores.

Trent Forbes, CFI, is now a district LP supervisor at Rural King.

Rachel Harwood is now a regional process, loss, and change activation manager at Sainsbury’s (UK).

Tom Harrison is now head of internal audit and risk and head of controls assurance at Sainsbury’s (UK).

Chris DiPasquale is now director of AP, NYC flagship and Quintin Alvarez was promoted to corporate investigations manager at Saks Fifth Avenue.

Eric Acker was promoted to senior manager of safety at Sam’s Club.

Shawn Ducat was promoted to senior AP regional manager at Save Mart.

Jason Davies, CFI, CORCI, SMIA, is now director of AP solutions, North America at Sekura Global.

Simon Talbot was promoted to director of AP (Canada);

Michael Veliz, CFI, is now a regional director of AP; Rheal Proulx was promoted to regional AP manager (Canada); Kevin Chau was promoted to district AP manager (Canada); and Shannon Wagner is now a logistics AP investigator at SEPHORA.

Wesley Dodge is now director of LP and safety at Shipmonk.

Tim Murfin was promoted to VP of AP and safety and Dale Fowler, CFE, was promoted to senior director of field AP operations at Southeastern Grocers.

Willie James was promoted to LP and safety specialist supervisor at Sprouts Farmers Market.

Mark Mellor, CFCI, is now senior manager of security, safety, and workplace violence at Staples.

Rae Suverkrubbe was promoted to assets protection director; Melissa Hoffmeister was promoted to asset protection director, fulfillment/IRL; Kyle Hanephin was promoted to senior manager of corporate

security and safety; Bill Corfield was promoted to cyber defense, fraud and abuse investigations; David Crowther is now senior manager of Target investigations; Cassandra Bonine was promoted to ORC business partner; and Daniel Garcia, Jordan Padrnos, Justin Waldera, and Brandon Burston were promoted to AP business partners at Target.

Brad Finch, CFI, LPC, was promoted to manager of LP, service centers; Greg Webb, LPQ, is now a centralized internal investigations team investigator; Mike Benson is now centralized internal investigations; and Katie McCabe, MS, LPQ, and Marfrelina Melendez were promoted to market district LP managers at TJX.

Tina Sellers is now VP of AP at UNFI.

Michael Cavallo is now regional director of LP and safety at Total Wine & More.

Derek Stone, CFI, Amy Jankaitis, and Michelle O’Neill, CORCI, MBA, are now regional LP managers at Tractor Supply Company.

Scott Vollrath, CFI, LPC, is now a regional LP manager at Torrid.

Bryan Rice, LPC, CFI, was promoted to executive director of global LP at Urban Outfitters.

Vishal Muraskar is now an area LP manager at Trent Hypermarket Pvt Ltd-Star Bazaar (India).

Dmitri Luppov, Soraida Quintanilla, and Joe Bejcek are now area LP managers at Ulta Beauty.

Brian Robbins was promoted to regional director of LP and Keith Langley, LPC, is now a regional LP manager at Variety Wholesalers.

Bryan Knepper is now division president of Vector Security Networks.

Kristy McKinney, CFI, was promoted to security operations senior manager and Nick Hoskins, CFI, is now a regional investigations manager at Verizon.

Rebecca Webb was promoted to director of AP international EMEA (Switzerland), and David Hargrove, CFI, was promoted to regional LP manager at VF Corporation.

Bill Farris was promoted to VP of AP at Victoria’s Secret.

Brenda Davis was promoted to associate VP of AP stores and AP programs at Vicoria’s Secret.

Tammy Cunningham, CFI, is now senior manager of AP at Victoria’s Secret.

Chris Holmes is now a regional AP and safety manager at Whole Foods Market (UK & Canada).

Dave Shugan, CFI Legacy, is now VP of AP at Victra – Verizon.

Ryan Haddrill, CFI, and Corey Finke were promoted to senior regional AP managers at Victra - Verizon.

Tyree McNeal is now an AP solutions manager at Walgreens.

Cassandra Brown was promoted to VP of AP, WMUS Stores at Walmart.

John Baschoff was promoted to divisional AP director, supply chain; Marianna Wusstig was promoted to senior manager of US ethics and compliance; Vanetta Armendarez was promoted to senior market AP manager; and Tripp Nelson and Ryan Shedd-Seto are now market AP managers at Walmart.

Leo Sanchez is now senior manager of global risk and international AP and Geoffrey Styles was promoted to manager of global emergency preparedness and response at The Walt Disney Company.

Don Willis is now senior director of AP at Walmart.

Trish Chan was promoted to senior manager of LP investigations at Williams-Sonoma.

Chris Hackney is now crime and security cluster manager at Wincanton (UK).

Dana Marazia was promoted to regional LP manager at YM INC.

Jenny Deyhle is now director of data analytics at the Zellman Group.

Vishal Dalal is now a senior security and LP manager at Zepto (India).●

Innovative Anti-Theft Technologies Prevent Theft and Save Money

Retailers across the nation are feeling the strain caused by a rise in theft at their stores. According to the 2023 National Retail Federation Retail Security Survey, more than 67 percent of respondents reported experiencing increased violence and aggression from organized retail crime perpetrators compared with the previous year.

Several solutions can help retailers secure the front of their stores and deter shoplifting and aggressive theft.

Video Surveillance

Video surveillance systems have been a staple for loss prevention professionals for decades. The high-resolution digital solutions available today offer many

advantages over the analog systems of previous decades. Intelligent, cloudbased video surveillance is easy to deploy and manage, typically requiring little to no specialized IT support.

Analytics software built into many newer security cameras and other devices can detect and document areas of loss, helping retailers better understand and

pinpoint each source of loss so it can be addressed.

Video Analytics and AI

Stores increasingly leverage video analytics to gather comprehensive business intelligence data about activity and traffic within their premises.

Many retail stores already have video surveillance cameras to monitor their property or investigate incidents using footage after the fact. Video analytics systems complement these cameras by processing and analyzing recorded footage to identify and classify objects— such as people or vehicles—and indexing them for quick video searches and actionable analysis.

Additionally, video systems mounted over Point-of-Sale (POS) stations and selfcheckouts can integrate with POS systems to capture and document theft events like mis-scans, “left in cart” incidents, sweethearting, and product switches.

These checkout intelligence solutions combine video, analytics, and system integration as an additional line of defense against loss.

Pedestrian Actuating Security Gates

Security gate systems are customizable to fit any retail environment, helping reduce theft by guiding customer movement along pre-defined paths, preventing unauthorized traffic between store areas and return counters, and

reducing shopping cart walkouts with unpaid or stolen merchandise. All security gates comply with the Americans with Disabilities Act (ADA) and are available in both manual and automated versions. They connect to fire alarm panels for automated control, ensuring no egress obstruction during emergencies. Security gates can also integrate with video surveillance systems and electronic article surveillance (EAS) solutions.

Security gates subtly but effectively influence shopper behavior by

encouraging movement in set directions, managing occupancy compliance through controlled entry and exit, and reducing fraudulent returns by separating the returns desk from the rest of the store.

Electronic Article Surveillance

Electronic article surveillance systems have a long history of helping retailers reduce theft while maintaining an open-sell environment. Advances in technology now include network capabilities, remote tuning, diagnostics, and expanded sensor options to cover a wide range of products.

EAS systems can be integrated with video cameras so that when an alarm is triggered, cameras automatically begin recording the event for visual documentation. Moreover, the mere presence of EAS tags and pedestals often acts as a deterrent to theft.

Your Ideal Partner for Retail Safety

While no single solution or combination of solutions can completely eliminate shoplifting, taking an active role in layering technology and updating policies and procedures can help retailers mitigate loss and risk. To learn more about additional prevention methods such as signage, visible camera technologies, and public view monitors, visit https: www.everonsolutions.com. ●

Patented Solutions You Won’t Find Anywhere Else

Industrial Security Solutions has been the industry leader in custom EAS solutions for over 20 years, creating one-of-a-kind answers to retail’s toughest shrink problems. Whether it’s a high shrink item with solutions that no longer perform or a hot new item with no solution—flying off the shelves in quite the wrong way—ISS can help.

What Does It Mean to Be an ISS Partner?

First and foremost, it means you have someone who will listen to you. We don’t push a set catalog of the same old solutions. Of course we have those, but we want to know exactly what you need. If the solution to your specific shrink issue does not exist, we’re going to invent it.

No need to worry—custom solutions with ISS aren’t a long, drawn-out process. In fact, our process of design, prototype, test, and deploy is now down to as little as four months! That’s what over 20 years of specialized industry experience will get you.

Are you ready for the best part? Once we create it, it’s going to be in stock when you need it—and it’s going to stay in stock. Part of ISS’s philosophy of listening intently includes regular meetings with our partners to plan and forecast, and we take those rather seriously. If you tell us that you’ll need something, it will be there waiting for you when you need it. Sadly, this is no longer the industry standard.

Two More Patents Secured!

Keeping with tradition, Industrial Security Solutions is happy to announce the addition of two new patents to its lineup. Both are the result of listening closely to LP professionals who need more than they are getting from their current providers. We listen to the grumbles at the trade shows, the sighs of disappointment at seeing the same old

solutions, and we hear opportunities to improve and innovate—opportunities to make your work easier!

Introducing the Retractable Stingray

Box wraps are great and have long been a staple of EAS rosters for major retailers and boutique stores alike. They provide an enhanced level of security for high price point items that cannot be secured

with a traditional tag-and-pin combo. Even better is the fact that they keep those items on the shelves, easily accessible for customers to inspect—also avoiding the need for a revamp of the planogram to accommodate locked glass cabinets. As it always goes, though, times change—and so do the issues facing LP professionals.

ISS recently had a conversation with a partner who was struggling with box wraps being defeated after they were taken to secluded areas within various stores. ORC grab-and-runs were on the rise as well. There wasn’t enough in the budget to roll out locked cabinets, so they had resorted to securing the box wraps to store shelving with the addition of a cable lock—a two-part solution that was both frustrating and, in our opinion, solvable in a more affordable fashion.

So, the Retractable Stingray was born: a patented, all-in-one box wrap and retractable cable lock solution. The Stingray will be familiar to any professional who has used either of the separate

solutions combined within its innovative and affordable package. Where the Stingray really shines is in its flexibility, allowing professionals a variety of creative ways to apply it.

The box wrap design allows the Stingray to be applied to the box in any direction, providing the ability to secure the item to an anchor point above, below, behind, or on either side. Stingrays may also be chained together, creating security where there is no available fixture to be used as an anchor. The retractable cable allows for the item to be secured loosely or tightly, depending on your needs for that particular item.

The Stingray can also be manufactured in any size, length, or with any custom branding desired.

Of Course We Made a Slide Tag! Why Wouldn’t We?

Slides have historically been a difficult item to secure. An exhausting balancing act of weighing cost, convenience, and damage to the item usually leaves these sometimes-pricey items unsecured. Well, all it took was someone contacting ISS to ask for it—and now here it is!

The reusable, affordable, and easy-to-use tag features ink as an added deterrent.

But that’s not all! Its swinging arm design makes it exceptionally quick to apply and remove. It also allows the customer to try on the shoe for fit and fashion without the worry of a trip hazard created by cabled solutions. And did we mention it’s pinless?

Just like the motivation behind the patented design of the Spur Tag, the Slide Tag leaves the shoe damage-free after removal, making it the perfect fit for high-end footwear. There’s no pin—meaning fewer pieces in your stockroom and less worry for your customers.

Improving Existing Solutions: The One-Piece Tag Alarming Option Now Available!

Sometimes there’s a solution that just needs a little improvement. We do that too!

All the rage the last few years is the One-Piece Tag—a godsend for those looking to reduce labor and save time at checkout. We understood there was room for improvement, and that’s why we upgraded the security and performance of our One-Piece Tag. Not only does it come with the option to add ink for additional deterrence or upgrade to an alarming version, but we also improved the internal mechanisms over others on the market. Tests have shown that these improvements make the ISS One-Piece Tag more difficult to defeat than others on the market—meaning more peace of mind in your investment.

Like most of our all-star lineup, it comes in a variety of options and colors to fit your needs perfectly.

Still Not Convinced?

Reach out today for your own consultation. We’re the best at EAS because it’s all we do. Let us prove it to you. Email us today at sales@isscorpus.com! l

Reveal

Protecting People First: Tackling the Rise in Violence Across US Stores

In retail, protecting people has become as critical as protecting products. Recent research from the National Retail Federation (NRF) reveals a troubling shift: violence, aggression, and repeat organized theft are increasing. According to NRF’s 2024 report on The Impact of Retail Theft & Violence, 73 percent of retailers say shoplifters are more threatening than in previous years. More than 90 percent report a general rise in aggression since 2019, and 42 percent have experienced physical assaults on staff. This has left frontline employees—including associates, managers, delivery drivers, and logistics staff—increasingly exposed to abuse.

At the same time, retailers face pressure to manage loss, with external theft contributing significantly to the $112.1 billion in shrink reported by the NRF in 2022.

The intersection of these two challenges—safety and shrink—calls for solutions that not only deter crime but also protect the people who keep retail running.

Reveal’s Response: The R1 Body Camera Built for Everyday Retail Use

Reveal has long been recognized as a pioneer in wearable video for frontline environments. In 2017, we designed Calla, the first body camera explicitly built for retail use, which is now deployed by over seventy retailers worldwide. We are now proud to introduce our next-generation body camera: the R1. The R1 is designed to meet the unique demands of modern retail with a lightweight form factor, overt visuals, and secure digital evidence workflows.

Weighing just 2.5 ounces and featuring multiple mounting options for easy wear on shirts or uniforms, the R1 is small but highly visible. Its front-facing screen is a key differentiator, customizable to suit any retail environment, customer profile, and privacy needs. The live recording view provides optimal de-escalation, as

would-be aggressors are visibly reminded that their actions are being documented. Alternatively, the screen can display an overt audio and video recording warning or cycle through visuals including promotional messages.

This design makes the R1 ideal for roles where high visibility and non-confrontational deterrence are essential. These include shop floor associates engaging customers, store managers handling disputes, and drivers delivering goods after hours. Unlike traditional CCTV—which is often fixed and unnoticed—the R1 is personal, active, and immediate.

Behind the camera, DEMS 360, Reveal’s digital evidence management platform, enables automatic, secure uploads of footage ready for review, audit, and potential collaboration with law enforcement. This ensures incidents are properly documented and, when needed, prosecutions are supported by high quality, tamper-proof evidence. DEMS 360’s easy integrations open a wide range of possibilities within retailer ecosystems.

Customer-Led Deployment: Tailored to Real Retail Challenges

Reveal works directly with retailers to develop customized proof-of-concept trials aligned with store operations, privacy requirements, and staff workflows. From single store pilots to enterprise-wide rollouts, the approach is collaborative and structured.

Implementation includes:

l Policy development support—aligning body camera use with personnel and security policies

l Legal guidance—templates and advice for compliance, signage, and data protection

l Staff training—providing teams with confidence and clarity on when and how to record

l Technical integration—ensuring seamless uploads and access via DEMS 360 Retailers are encouraged to begin deployment in high-risk locations such as city center stores, late shift operations, or stores with frequent organized retail crime activity, where the R1’s impact is most immediate.

Proven Results: Safer Staff, Lower Risk, Better Evidence

US pilots have demonstrated clear and measurable improvements. In one multi-site deployment across high-risk stores:

l Incidents dropped by up to 65 percent following body camera adoption

l Employee-reported feelings of safety increased by more than 80 percent

l Improved evidence quality led to more successful prosecutions of shoplifters and repeat offenders

Globally, Reveal commonly observes incident reduction rates of 40–70 percent, along with benefits including:

l Reduced spending on manned guarding

l Higher employee retention and satisfaction

l Improved prosecution success through clearer evidence

l More consistent policy application across stores

Most importantly, the human impact is clear: staff feel safer, managers gain confidence, and customers experience calmer, more controlled environments.

Supporting Every Role in the Retail Ecosystem

One of the R1’s strengths is its adaptability across retail roles:

l Store associates—deter aggression during customer interactions and shoplifting incidents without confrontation

l Store managers—use footage to review incidents, debrief staff, or respond professionally to complaints

l Security teams—gain mobile video coverage that fills blind spots left by fixed CCTV

l Logistics and delivery drivers—record interactions during out-of-hours deliveries or at unsecured loading bays

l Regional or district managers—capture on-site evidence during store visits or compliance checks

This versatility makes the R1 more than a loss prevention tool—it’s a staff protection platform.

Looking Ahead: Safety and Confidence for the Future of Retail

Retail is evolving rapidly—and so are its risks. Body-worn video has long been trusted in policing and public service, and it is now being widely adopted in retail for the same reason: it works.

Reveal continues to innovate with lighter designs, smarter integrations, and more intuitive interfaces. Our core mission remains unchanged: to create a safer retail experience for everyone.

Whether you are a major retailer facing increasing organized retail crime or a regional chain aiming to protect lone workers and reduce conflict, the R1 offers a proven, practical way forward.

To discuss how the R1 can support your team or to arrange a pilot program, contact Reveal at salesusa@revealmedia. com or call +1 (888) 269-9924. l

Gone in 60 Seconds

Sixty seconds—that’s all it takes. The fight against smash-and-grab–style robberies is a persistent challenge for retailers. Opportunistic criminals exploit vulnerabilities by breaking display windows, shattering glass doors, or prying entryways to swiftly access and seize valuable merchandise.

An article from the New York Post titled “Crime Desk: Normalizing Smash-andGrabs” highlights the alarming trend in retail crime, which has been on the rise for the past five years. Organized criminal rings have been targeting stores across various locations, not just major cities, but also in places like Woonsocket, Rhode Island; Greensboro, North Carolina; and Grafton, Wisconsin. According to City Journal’s Steven Malanga, losses have surged significantly—from $453,940 per $1 billion in sales in 2015 to $719,458 in 2020. This increase is not only affecting profits but also traumatizing staff, as noted by Best Buy’s CEO. Many national chains have been forced to close stores in response.

One of the factors contributing to this surge in retail crime is the increasingly lenient legal framework. Forty states now classify shoplifting as a felony only when the value of the stolen merchandise exceeds $1,000. Bail reforms have also led to offenders being back on the streets quickly—only to return to their criminal behaviors. This raises the unsettling prospect that smash-and-grab incidents—and the resultant fear among employees—may become normalized.

Multi-Layered Defense

Amid economic uncertainties, civil unrest, and rising costs of goods and overheads, retailers must invest in layered security solutions. While alarm systems and monitoring are typically the first steps, they are reactive and often do not deter today’s criminals effectively. Although they notify both the business and law enforcement when a breach occurs, sirens alone fail to prevent the crime itself.

Video surveillance is essential for assisting investigations in the hopes of identifying criminals. While CCTV and artificial intelligence are effective reactive tools, their ability to prevent crime from taking place has greatly diminished.

Are Physical Security Barriers Still Relevant?

In an increasingly tech-driven world, the physical security barrier serves as a vital line of defense—and could be equated to the automobile safety belt. While automakers around the world have bolstered their tech-driven safety options, they have not replaced the safety belt, which remains the only physical restraint keeping vehicle occupants safe. Similarly, the security barrier remains the only physical

element between a retail store and the outside world.

These barriers can vary in strength and features to adapt to specific business needs. While tech-driven security layers may warn you that intruders are coming, physical security barriers will keep them at bay—or better yet, stop them from attempting entry in the first place.

Xpanda Security Products: Frustrating Criminals for 30 Years

Xpanda Security Products are designed to address a range of security concerns while also considering aesthetics, which play a crucial role in retail environments. A visible security presence can reduce the likelihood of quick smash-and-grab attempts. However, operations departments often prioritize aesthetics over security,

and finance teams must navigate budget constraints when approving expenditures. Our solution-based thinking delivers exceptional results, with products designed to deter, deny, delay, and defend—the four Ds built into the very DNA of each security gate:

1. Deter: Xpanda security gates are bold, visible, and an effective deterrent.

2. Deny: When used as an access control barrier, Xpanda security gates deny entrance to unauthorized persons.

3. Delay: Should a criminal attempt to breach, our security gates are specifically designed to delay entry— giving authorities time to react and significantly increasing the likelihood of apprehension.

4. Defend: Our security gates work, even when you don’t. They stand tall, defending your property during non-operational hours.

What Sets Xpanda Apart?

With over 30 years of experience thwarting criminals, Xpanda Security offers solutions that marry security aesthetics with cost-effectiveness. Our goal is to provide superior security and storefront protection that is not only effective but also visually appealing and user-friendly. Each product is designed to serve as a visual deterrent to thieves while maintaining an inviting environment for customers. Remarkably, many of our security solutions can be folded down to just 15 percent of their original opening size in seconds.

Front Door Layered Security Solutions

Bi-parting, sliding front doors are often considered the weakest points of entry in commercial properties. To address this vulnerability, we have collaborated with the California Fire Department to design a custom bi-parting security gate setup.

This innovative solution features an ADAcompliant lever on the inside, allowing for keyless emergency egress.

Our system is designed with efficiency in mind: there are no tracks, no electrical components, and it requires virtually no maintenance. We offer quick installations and maintain a large inventory of stock sizes, available in three powder-coated finishes: white, gray, and black.

Beware of Imitations—If It Doesn’t Say Xpanda, It’s Not Xpanda!

As a single-source solution provider nationwide, our customers have relied on us for over three decades due to our unwavering commitment to quality and cost-effectiveness. Whether your storefront is large or small—and regardless of your budget—we strive to help you prevent break-ins and losses effectively.

We Have a Do-It-for-You Approach

We are a lean, friendly, professional team with extensive physical security knowledge. Our experienced and efficient sales team will assist with the design, processing, and pricing of your security solution. In fact, we are as passionate about our customers’ security as they are—and this, coupled with our fanatical approach to service, is the reason we are often the professional loss prevention officer’s first choice.

At Xpanda, we understand that loss prevention is a demanding job, and those late-night calls can be challenging. We aim to make doing business as easy as possible. By asking just a few questions, we can take care of all the details—allowing you to focus on your responsibilities without added stress.

Contact us today and see for yourself why so many loss prevention professionals choose Xpanda Security Products as their preferred physical security barrier solution. Email info@xpandasecuritygates.com or give us a toll-free call at 1-800-835-0214.

If you’re looking to enhance security at your retail locations, consider Xpanda Security for a reliable approach to protecting your business. Visit our website: www.xpandasecuritygates.com. l

RETAIL THEFT LAWS

Passed in 2024–2025

MAJOR CHANGES

These states passed the most punitive laws, including mandatory prison, felony upgrades, and high-value fines for repeat or organized retail theft.

• Arkansas: Enacted felony penalties for organized retail and cargo theft, with enhanced sentencing and emergency provisions.

• California: Proposition 36 (Nov 2024): Repeat theft under $950 now a felony (up to 3 years). 2025 Laws (AB 2943, SB 1242, etc.): Felony arrests for probable cause, multi-county theft aggregation, mandatory penalties for smash-and-grab, self-checkout regulations.

• Florida: Harsher felony penalties for ORC and repeat theft; tougher sentencing rules.

• Illinois: Mandatory prison for repeat/ organized theft; felony reclassification.

• Kansas: Created felony tiers for ORC based on value, expanded multi-county prosecution, and added ORC to racketeering laws.

• Nebraska: Advanced a bill creating felony levels for ORC with value aggregation and tougher penalties for repeat offenses.

• New York: Mandatory sentencing for high-value and organized theft; large-scale penalties.

• Oklahoma: Re-defined ORC with tiered felony penalties and renewed a state task force for enforcement.

• Rhode Island: Made coordinated shoplifting by multiple people a felony, with up to five years in prison and fines.

• South Carolina: Created ORC offenses with tiered penalties, theft aggregation, and property forfeiture measures.

• Vermont: Enacted escalating penalties for repeat retail theft, with higher fines and prison time for multiple offenses.

MODERATE CHANGES

Stricter penalties for repeat offenders and organized retail theft, but without mandatory prison sentences or felony reclassifications in all cases.

• Arizona: Expanded penalties for ORC groups and return fraud.

• Indiana: Harsher penalties for organized theft; no broad mandatory sentences.

• Iowa: Established a new felony offense for organized retail theft involving coordinated schemes.

• Louisiana: Increased mandatory minimums for repeat offenders and added harsher penalties when firearms are used in retail theft.

• Maryland (2025): Legal definition of ORC added; allows cross-county charge aggregation; stronger penalties.

• New Jersey (2025): Mandatory prison for ORC ring leaders; upgraded penalties for assaults on retail workers.

• North Carolina: Enhanced punishments for larger-scale theft networks.

• North Dakota: Elevated penalties for repeat thefts under $500 by raising misdemeanor classifications.

• Ohio (2025): Created new felony tier for ORC, launched state enforcement task force.

• Pennsylvania: Introduced felony classifications and mandatory restitution for organized retail theft, with enhanced penalties.

• Texas: Tougher penalties for repeat offenders and ORC crimes. New laws targeting cart theft and self-checkout abuse.

• Utah: Expanded gang enhancement laws to include organized retail theft and lowered group-size thresholds.

• Virginia: Retained felony status for organized retail theft by halting repeal efforts of existing law.

• Washington: Added 12–24 month sentencing enhancements for high-value organized retail theft cases.

• West Virginia: Updated legal code with felony designations and tougher penalties for organized retail theft.

MINOR CHANGES

These states made small adjustments—e.g., increasing fines, raising felony thresholds, or tweaking enforcement—but did not introduce major new penalties.

• Georgia: Slightly raised felony thresholds and introduced fines for “wardrobing” (return fraud).

• Mississippi: Adjusted probation eligibility and fines slightly.

• New Hampshire: Passed legislation criminalizing fraudulent gift card transactions, effective January 2026.

• Tennessee: Increased fines for certain types of retail theft; no major sentencing changes.

• Alabama, Alaska, Colorado, Connecticut, Delaware, Hawaii, Idaho, Kentucky, Maine, Massachusetts, Michigan, Minnesota, Missouri, Montana, Nevada, Oregon, South Dakota, Wisconsin, Wyoming.

The following states strengthened existing statutes for enforcement targeting:

• Shopping cart theft/misuse

• “Wardrobing” (wear-and-return fraud)

• Self-checkout-related theft

• States: Arizona, California, Florida, Georgia, Illinois, New Jersey, New York, Texas.

Colorado, Pennsylvania, South Carolina

Delaware, Georgia, Iowa, Kansas, Maryland, Montana, Nebraska, Rhode Island, Utah

Massachusetts, Nevada

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.

Spotlighting Loss Prevention Certified Professionals

Robert Figueroa, LPC H&M

With over twenty-five years of LP experience, I was utterly amazed at just how much I was able to learn from this course. I found the content to be comprehensive and incredibly informative. It offered valuable insights into effective strategies for minimizing risks and enhancing security measures across various business environments. Throughout the course, I gained a deeper understanding of critical LP techniques, which have influenced my approach to workplace safety and asset protection. The curriculum was both challenging and enlightening, equipping me with the knowledge and skills necessary to excel in this field. I strongly recommend the LPC course to anyone looking to advance their skills in LP.

Aida Ferreira, LPC H&M

As a woman with just over six years in the security industry, I wanted to deepen my knowledge and grow professionally. The LPC course offered more than a certification—it provided a practical, well-rounded learning experience that helped me develop the skills and confidence needed to succeed in this field. What impressed me most was how the LPC supports professionals at all career stages. Even without decades of experience, the program met me where I was and empowered me to reach my full potential. Earning the LPC was a proud moment, but the real value came from the knowledge and tools I gained to contribute more effectively. I highly recommend the LPC to anyone looking to invest in their growth and unlock their potential in this industry. Thank you to the Loss Prevention Foundation for creating such an impactful program.

Gregory Webb, LPQ

TJX

The LPQ is a perfect introduction to loss prevention for an individual aspiring to take the leap from an entry-level external position to a single-store or multi-unit management role. The course offers much that will help establish the credibility required to work effectively with your operations, sales, and merchandising partners within a store.

Jerry Pringle, LPQ

The Home Depot

This course was a great experience— thank you, LPF, for the opportunity to go through this enriching program. I learned so much not only about loss prevention, but also about how different areas of retail operate. This course has helped me better understand loss prevention roles and how to safely prevent shrink on many levels. Thanks again!

Newly Certified

Recent LPC Recipients

Ryan Wade, LPC, DICK’S Sporting Goods

Timothy Scott, LPC, Sobeys

Devin Morris, LPC, Harbor Freight Tools

Aida Ferreira, LPC, H&M

Michael Dinner, LPC, Harbor Freight Tools

Mathieu Bouthillier, LPC, La Vie En Rose

Robert Figueroa, LPC, H&M

Alexa Loscalzo, LPC, Nordstrom Rack

Brooke Cash, LPC, Harris Teeter Supermarkets

Craig Good, LPC, Walgreens

Jeff Badgley, LPC, Kroger

Rory Rutherford-Gordon, LPC, Bealls

Aaron Pitts, LPC, Casey’s

Helene Lopez, LPC, LPQ, Publix

Juan Banuelos, LPC, Kroger

David Bell, LPC, TJX

Julie Garcia, LPC, Dollar Tree

Jessica Cole, LPC, REI

Keith Thompson, LPC, Chewy

Perry Smolinski, LPC, Amazon

Recent LPQ Recipients

Jennifer Hardison, LPQ, Giant Food Stores

Kelliann Bentley, LPQ, BJ’s Wholesale Club

Wyatt Vanover, LPQ, Kroger

Daiquan Williams, LPQ, Burlington Stores

Chris Grieves, LPQ, Meijer

Michael Hettich, LPQ, HomeGoods

Alix Gardner, LPQ, ThinkLP

Darko Opacic, LPQ, ThinkLP

Brooke Raker, LPQ, Weis Markets

Austin Pelaez, LPQ, ADT Commercial

Abigail Sheldon, LPQ, TJX

Jahdei Rodriguez-Reid, LPQ, TJX

Amanda Veneziano, LPQ, TJX

John Cavanagh, LPQ, TJX

Tyler Crank, LPQ, TJX

Jose Sierra Jr., LPQ, TJX

Hayden Besier, LPQ, ALTO

Gregory Webb, LPQ, TJX

Louis Gallo, LPQ, Allied Universal Security Services

Jerry Pringle, LPQ, The Home Depot

Leopoldine Mikponhoue, LPQ, Amazon

Jennifer Zazzetti, LPQ, Amazon

Alan Garcia, LPQ, Amazon

Nayomi Davidson, LPQ, Amazon

Scarlett Fernandez, LPQ, Amazon

Jillani Iqbal, LPQ, Amazon

Darius Taylor, LPQ, Amazon

Michael Cahn, LPQ, Amazon

Haley French, LPQ, Amazon

Leida Medina Castillo, LPQ, Amazon

Jesse Myers, LPQ, Amazon

Hoc Duong, LPQ, Amazon

Tong Lu, LPQ, Amazon

Ciela Miranda, LPQ, Amazon

Neeve OReilly, LPQ, Amazon

Avery Eskridge, LPQ, Amazon

Krista Graham, LPQ, Amazon

Cherell Mell, LPQ, Amazon

Thomas Tobin, LPQ, Amazon

Huseyin Aydin, LPQ, Amazon

Dillon Meighan, LPQ, Amazon

Christ Kennedy Lim, LPQ, Amazon

Emeke Utebor, LPQ, Amazon

Manuel Victoria, LPQ, Amazon

Arnold Ambulo, LPQ, Amazon

Abigael Otero, LPQ, Amazon

Bob Wright, LPQ, Kwik Trip

Jenny Schnabel, LPQ, Amazon

Jaime Woods-Bentley, LPQ, Amazon

Jennifer Adams, LPQ, Amazon

Josh Lawrance, LPQ, Gatekeeper Systems

Louella Cuzzourt, LPQ, TJX

Cody DeVine, LPQ, TJX

Kristopher Vento, LPQ, BJ’s Wholesale Club l

LOSS PREVENTION FOUNDATION

Your Career. Our Mission. Why LPF?

In an industry where change is consistent and threats evolve daily, the Loss Prevention Foundation empowers professionals to lead, innovate, and secure the future of retail. Whether you are just starting or advancing in your career, the LPQ (LPQualified credential) and LPC (LPCertified credential) are the gold standards for credibility and competence.

Start your certification journey at www.LossPreventionFoundation.org

Follow

Industry-recognized certifications

Flexible online learning at your own pace

Trusted by major retailers

Career resources, community, and continued education

“The training and certifications that are provided by the Loss Prevention Foundation are second to none. I feel better prepared to contribute to the profitability and success of my current team and feel more confident than ever that the sky is the limit for my personal and professional development.”

- Chris Cherne, LPC, Tire Discounters

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Don’t miss any of our award-winning magazines. Subscriptions are free to retail professionals, law enforcement, and solution providers serving the loss prevention industry in the US and Canada. Have each issue of the magazine sent to your home or office by simply going to LPMsubscription.com or scan the QR code.

Want to have magazines sent to your entire organization?

Provide a list or handout magazines to your office or store associates. Bulk quantities of the magazine can be requested by emailing circulation@LossPreventionMedia.com. We will contact you to work out the best method to fit your organization.

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Jacque Brittain, LPC Editorial Director

Brittain is the 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.

Making the Wheels Fit Our Cart

For everyone involved in the retail industry, we live and work in a business that transforms on a regular and consistent basis. The very nature of the business feeds on the demands of contemporary living, the challenges of an evolving community, the peaks and valleys of a global economy, and the needs and expectations of today’s customer base. It’s simply the nature of what we do.

With that in mind, what’s the key to staying relevant in a business dominated by change? What’s the winning formula for keeping pace, leading through the calm and the chaos that can happen each and every day? What gives a leader the fortitude to stand out and the resilience to drive forward?

“We reinforce our futures by broadening our opportunities, maximizing our potential through ongoing growth and development.”

“Leadership

is more than a position, or even a behavior—it’s an attitude.”

Unfortunately, there are no golden tickets that hold all the answers or solve all our problems. Every path is different, driven by the unpredictability of circumstance and the unique perspectives of every individual. We can’t possibly expect blanket solutions to such complicated questions.

But leadership is more than a position, or even a behavior— it’s an attitude. It’s a dynamic process that’s constantly evolving; it’s not merely a special set of attributes limited to a few select individuals but rather a progressive set of skills that each of us can learn and develop within ourselves and those we serve. It demands both an internal commitment and a dedication to others, compelling an ongoing balance of confidence and humility. But it also requires a fervent understanding that our personal “tools of the trade” must continue to grow and develop as well.

Leading with Attitude

Looking at the traits considered common components of effective leadership, many carry with them the expectation of ongoing growth and development. Skills such as diplomacy and communication need to grow and develop as the business evolves and our roles change. Professional maturity provides the benefits of perspective and experience, but it should never supersede the value of originality, flexibility, and a creative approach to all that we do. Our capacity for learning and growing must be the driving force behind our leadership

journey, whether we are new to leadership or a seasoned professional. It’s all about attitude and persistence:

l Understanding that leadership isn’t an entitlement or a rank— it’s a privilege and a responsibility

l Self-awareness, seeking out constructive ways to enhance our own performance

l A sense of purpose, demonstrating focus, commitment, initiative, and drive

l A willingness to challenge things in a positive and constructive manner

l Leading by example rather than positional power

l The willingness to take risks and learn from mistakes

l Recognizing our ability to make a difference

l A willingness to take advice and direction

l Inspiring others to come together in a common direction, sharing goals, forging cooperation, and building trust

l A willingness to make the tough decisions

l The ability to maintain perspective

l A vision for growth and change and the courage to get there

Seizing the Unexpected

LP is a profession dominated by those who have seized upon the unexpected. Very few of us, when we donned a cap and gown at our high school graduation, ever thought we would be where we are today. But for whatever reason, the tides of fate and the inevitability of change altered our path, leading us down a new and different road. Any number of factors may have influenced our decisions. But ultimately, we found our way and carved out a future that fits our skills and abilities. Those decisions were all about flexibility and adjusting to a new journey. It was all about attitude.

We reinforce our futures by broadening our opportunities, maximizing our potential through ongoing growth and development. But we can’t simply check the boxes and consider our professional report card to be complete. Our attitude and mindset must grow along with our opportunities. Leadership is more than just pointing the way—it’s making a difference. To establish the parameters of professional potential, we don’t need to reinvent the wheel. Rather, we should always be on the lookout for ways to make the wheels fit our cart. l

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