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Asset Protection | Profit Enhancement | Retail Performance Insights On the SmalltoShapingCommunitiesImpactingHowSafetyAgain—TravelRoadProgramsRetailersAreTheirYourSpaceServeandProtectWorld,BigIdeas Chief AdvocateProtectionAsset The Industry Leadership of RILA’s Lisa LaBruno Summer 2022 | losspreventionmedia.comV21.4

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ContentsSummerFeatures2022 12 Chief AdvocateProtectionAsset The Industry Leadership of RILA’s Lisa LaBruno By Terry Sullivan, LPC and Jack Trlica 28 On the Road Again Travel Safety Programs May Need to Retool as Trips Resume By Garett Seivold 42 DifferentthroughCustomersEngagingaLens How Retailers Are Impacting CommunitiesTheir By Jack Trlica Summer 2022 | 4 |

Departments 54 Shaping Your Space to Serve and Protect How Store Design Impacts Sales and Losses By Read Hayes, PhD 62 Small World, Big Ideas Partners in International Crime Fighting Cook up ApproachesCollaborativetoRisk By John Wilson 6 Editor’s Letter Welcoming Stefanie Hoover By Jack Trlica 8 Editorial Board 9 Vendor Advisory Board 10 Retail Sponsors 24 Interviewing Bringing Science into the Interview Room By David Thompson, CFI, and Shane G. Sturman, CFI, CPP 26 LPM Excellence LPM Magpie Awards Featuring Chris O'Leary, Loss Prevention Recruiters, and Pedro Ramos, Agilence 38 Certification Spotlighting Loss Prevention Certified Professionals 50 Perspectives Inflation: Return of the Dragon By Tom Meehan, CFI 52 Retail Community SupportBoots-on-the-GroundforRetailers By Rhett Asher 60 Ask the Expert Perception vs. Reality: Using Data to Assess the Risk of Crime Interview with Steven Aurand, CAP Index 61 Ask the Expert Securing Retail Facilities to Protect People and Assets Interview with Tim Shafer, Detex 68 Solutions Showcase ADT Commercial 70 LPM Digital Popular Articles on the LPM Digital Channels By Courtney Wolfe 74 People on the Move 80 Advertisers 80 Subscriptions 82 Parting Words It Takes All Kinds of Minds By Jacque Brittain, LPC LPM | 5 | Summer 2022

Jack Trlica Editor-in-Chief

On a personal note, after launching the magazine in 2001 with Jim Lee, LPC and growing it to where it is today, I fully expect Stefanie will add to that legacy, and she and the LPM team will raise the magazine’s stature and significance to the loss prevention and asset protection community even beyond where it stands today. I look forward to working with Stefanie as we go through this transition together. After the recent announcement of her coming to the magazine, many of you have reached out to her as well as the LPF and LPM teams with your congratulations. If you want to contact Stefanie, her new email address is I’m sure she is looking forward to engaging with our readers, our editorial and vendor advisory board members, as well as the many companies who have supported the magazine over the years.

he magazine scored a major coup recently when Stefanie Hoover, CFI agreed to join the LPM team as vice president. Recently promoted to vice president of strategic accounts and business development for ALTO USA where she admitted that “I love my role and love this company,” she nonetheless decided “I couldn’t pass up this unique opportunity.”

Loss Prevention LP Magazine LP Magazine Europe LPM, and are service marks owned by the publishers and their use is restricted. All editorial content is copyrighted. No article may be reproduced by any means without expressed, written permission from the publisher. Reprints or PDF versions of articles are available by contacting the publisher. Statements of fact or opinion are the responsibility of the authors and do not necessarily represent the opinion of the publishers. Advertising in the publication does not imply endorsement by the



In a Loss Prevention Foundation (LPF) press release announcing her move, she said, “Loss Prevention Magazine was my go-to resource as I developed in my career. The chance to make an impact on future leaders in our industry through the magazine is a once in a lifetime opportunity. I’m beyond excited to be working with this team!” Stefanie brings an enormous experience base in the loss prevention industry both on the retail and solution provider sides. She started her career as a store detective while attending college at Southern Illinois University. After earning her bachelor’s degree in administration of justice, she spent the next twenty-plus years in various loss prevention roles for retailers such as Neiman Marcus, Reebok, Toys“R”Us, TJX, and others. In 2013, she moved to the vendor world with Verisk Retail, CONTROLTEK, and ALTO. It was during this time that she first started contributing to the magazine. In 2018 while at CONTROLTEK, she launched a series of eighteen articles titled “Confessions of a Forensic Interviewer.” After moving to ALTO in 2021, she wrote the sponsored content column Retail Community. All of these articles can be found on the magazine website,


publishers. The editor reserves the right to accept or reject any article or advertisement.Powered by The Loss Prevention Foundation President Terry Sullivan, Terry.Sullivan@losspreventionfoundation.orgLPC Vice President Stefanie Hoover, StefanieH@LPportal.comCFI Editor-in-Chief Jack JackT@LPportal.comTrlica Executive Editors James Lee, JimL@LPportal.comLPC Merek MerekB@LPportal.comBigelow Managing Editor Digital Courtney CourtneyW@LPportal.comWolfe Editorial Director Jacque Brittain, JacB@LPportal.comLPC Retail Technology Editor Tom Meehan, TomM@LPportal.comCFI Senior Writer Garett GarettS@LPportal.comSeivold Contributing Writers Read Hayes, PhD, CPP Walter Palmer, CFI, CFE Ben Skidmore Shane G. Sturman, CFI, CPP David Thompson, CFI Director Of Digital Operations John JohnS@LPportal.comSelevitch Special Projects Justin Kemp, LPQ Kevin McMenimen, LPC Karen Rondeau Design & Production SPARK info@SPARKpublications.comPublications Creative Director Larry Preslar Advertising Strategist Ben 214-597-8168972-587-9064Skidmoreoffice, Subscription Services New Or Change Of circulation@LPportal.comLPMsubscription.comAddressor Postmaster Send change of address forms to Loss Prevention Magazine 128 Fast Lane, Suite 202 Mooresville, NC 28117 Loss Prevention aka LP Magazine aka LPM (USPS 000-710) is published bimonthly by Loss Prevention Magazine, 128 Fast Lane, Suite 202, Mooresville, NC 28117. Print subscriptions are available free to qualified loss prevention and retail professionals in the U.S. and Canada at The publisher reserves the right to determine qualification standards. For questions about subscriptions, contact or call 214-662-9548.. Periodicals postage paid at Mooresville, NC, and additional mailing offices. © 2022 Loss Prevention Foundation Stefanie Hoover Summer 2022 | 6 |

But Stefanie’s communications skills are not the full story of why we approached her with this opportunity. She also brings a great deal of credibility, industry knowledge, and management skills that will only enhance the current LPM team of Jacque Brittain, LPC, John Selevitch, Courtney Wolfe, and myself. As she comes onboard, Stefanie will eventually “oversee all aspects of LPM with the goals of preserving the legacy of the magazine and continuing its future growth” according to LPF’s President Terry Sullivan, LPC. In the press announcement, Terry said, “I am thrilled that Stefanie is coming on board with LP Magazine Stefanie brings a wealth of knowledge and experience from her many years working in the LP industry, and she is going to be an amazing asset to the magazine team!”

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Joe Schrauder Vice President, Asset Protection,

The Loss

Loss Prevention The TJX Companies

Walmart Stores




Loss Prevention, DICK’S Sporting Goods EDITORIAL BOARD Summer 2022 | 8 |

Robert Holm Director, Safety

Risk & Safety, Internal Audit REI Co-op

Ray Cloud Senior Vice President,


Draher, LPC

Barry Grant Chief Operating Officer,

Risk, and OperationsCompliance Etsy

Frank Johns, LPC Chairman, FoundationPrevention

MelissaCFI,Mitchell,LPC Director, Loss Prevention,

Loss Prevention, Ross Stores

Loss Prevention, Safety, and Operations, Lowe’s

Seth Hughes Director, Asset Protection,

Scott Vice President,

Protection, Rite Aid

Photos Unlimited

& Safety, Kroger

Tiffany & Co.


Scott Vice President,

Protection, Whole Foods Market

David Lund, Vice President,


& Security McDonald’s

Asset Protection, The Home Depot


Mike Lamb, LPC Vice President, Asset Protection Michael Limauro, LPC Vice President, Asset

Glenn, EDJ, LPC

Tina Sellers, LPC Vice President, Asset Hank Siemers, CFI Vice President, Retail Security,

MAPCO Express

John Matas, CFE, CFCI Director, Global Fraud, Randy Meadows Senior Vice President, Loss Prevention,

Dan Moren Senior Manager, Richard Peck, LPC Senior Vice President,

Pamela Velose Vice President, Asset Protection,

VENDOR ADVISORY BOARD Keith Aubele, CPP, LPP Chief Security Officer Rhett Asher VP, PartnershipsRelationsCommunity& Bobby Haskins VP, PartnershipsRetail Michael Conley, LPQ Industry MarketingSegmentManager, Retail Rex Gillette VP, Retail Sales Stephen B. Longo VP, InitiativesStrategic Stuart Rosenthal VP, Global Sales Tom Meehan, CFI Chief Strategy Officer Jeff Franson Chief Executive Officer Ken Kuehler General Manager Scott Thomas National Director for Signature Brands Cita Doyle, LPQ VP, Sales & Marketing David Studdert Managing Partner Tony D'Onofrio CEO, Global Retail Business Unit Kris Vece, LPQ VP, Client Relations Ned McCauley Director, Sales Robb Northrup Director, CommunicationsMarketing Tony Sheppard, CFI, LPC Sr. Director, LP Solutions Scott Pethuyne LPC Sr. Analytics Solution Consultant LPM's Vendor Advisory 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 about the VAB, contact Ben Skidmore at Brad Campbell Chief OfficerExecutive LPM | 9 | Summer 2022

RETAIL SPONSORS Join these great companies as an LPM corporate sponsor. Email for more information. Summer 2022 | 10 |

a service provider to LPM | 11 | Summer 2022

| 12 |

The Industry Leadership of RILA’s Lisa LaBruno

EDITOR’S NOTE: Lisa LaBruno, Esq. is the senior executive vice president for retail operations at the Retail Industry Leaders Association (RILA) where she is responsible for driving the association’s asset protection, supply chain, e-commerce, and corporate social responsibility offerings on behalf of member retailers. Prior to joining RILA in 2010, she served as in-house counsel at The Home Depot where she supported the asset protection team enterprise wide, in-house counsel at the Archdiocese of Newark (NJ), assistant county prosecutor, and private practice. She is also on the board of directors for the Loss Prevention Foundation. LPM first interviewed LaBruno in the March–April 2015 edition “From Leading Her Team in Technical Fouls to Leading RILA’s Asset Protection Efforts.”

LISA: Having a legal mindset helps tremendously in my work with our member AP teams. There’s legal risk associated with many of the responsibilities on which AP teams execute, and those same responsibilities are the focus of our committee discussions, surveys, and Summer 2022

By Terry Sullivan, LPC and Jack Trlica

Chief ProtectionAssetAdvocate

TERRY: In the magazine’s interview with you in 2015, you gave a detailed look at your high school and college experience that eventually led to law school and a stint as a prosecutor. How has your legal background influenced your professional career with RILA and the asset protection industry?

LPM | 13 | Summer 2022

projects. Understanding the legal implications helps me ensure our work product can help our member companies mitigate those risks. For example, during COVID, I was able to pretty quickly interpret local and state mandates and facilitate discussions among our AP committees regarding compliance with those mandates.


TERRY: Remind us how you came to work at The Home Depot. LISA: I became disenchanted with working at the prosecutor’s office because I went there with certain expectations around the impact ProtectionAssetAdvocate

I always make it a point to let DAs and AGs know that I was a prosecutor because I think it gives me instant credibility. The same is true with local, state, and federal law enforcement. The fact that I was once “on their team” makes forging relationships with them easier.

At the RILA Asset Protection Conference in April 2022, LaBruno moderated a discussion with Kwame Raoul (left), the Attorney General of Illinois, on the subject of ORC and his state's efforts to prosecute criminal organizations.

Also, my past experience as a prosecutor comes in handy when I meet with district attorneys and attorneys general to discuss retail theft and violence. Having walked in their shoes, I can relate to them, understand their challenges, and “talk their talk.”

Summer 2022 | 14 |

TERRY: How have things changed today for prosecutors from when you were in that role?

LISA: That’s hard for me to say since I left the prosecutor’s office twenty-four years ago. I interact with a lot of prosecutors, and I hear them talk about the same challenges I faced then—overworked, underpaid, undervalued, under-resourced. I have so much respect for career prosecutors as they sacrificed a lot to make a difference in communities, to advocate for crime victims, and to ensure justice is done. They should beI’mcommended.gratefulforthe cooperation we’ve been recently receiving from prosecutors and attorneys general across the country to address retail theft and violence in stores. In June, RILA in partnership with the National District Attorney Association (NDAA) held an industry-first Retailer-DA Retail Theft Roundtable in Minneapolis. Members of RILA’s AP Leaders Council and Crimes Against Business Committee along with DAs from across the country—including Manhattan, Philadelphia, Chicago, Dallas, Albuquerque, San Diego, and Oakland just to name a few—convened over two days to educate each other, interact, and problem-solve. I was so impressed with the DAs’ willingness to learn from the retailers in the room, listen to their concerns, and discuss creative options for addressing this growing problem. I’m optimistic about the progress we’re making both on the operational and legislative front.

LPM | 15 | Summer 2022

LISA: The Home Depot was a turning point for me for many reasons. First, I was fulfilled. I loved living in Atlanta, loved my job, and the people. I got to see my brothers and their families on a regular basis. I had work-life balance. And on top of all that I got Home Depot stock! Second, I was able to learn the world of retail and retail asset protection, which set the stage for me landing at RILA. I had the privilege of working alongside an amazing AP team that was managed by exceptional leaders in Marvin Ellison and Mike Lamb, both of whom had a significant impact on me and my career. Marvin was the reason I was able to move back to New Jersey and keep my job at The Home Depot. After only about two years in Atlanta, I needed to move back to New Jersey and desperately wanted to stay with the company. When I approached my General Counsel about working in a district office, he said he was okay with it if Marvin was. Marvin gave the green light, and I will be forever grateful to him for understanding my need to put family first. After Marvin moved to another role in the company, Mike Lamb assumed the role of VP of LP. Mike and I worked very well together. He taught me a lot about retail AP and played a huge The most important role I play in life and the one that gives me the greatest joy is being Livy’s mom. I always tell her that “mom” is my favorite word. She’s heading off to college in August, and I hope and pray that I’ve equipped her with the tools she’ll need to succeed on her own.

I could have in prosecuting impaired drivers, and those expectations weren’t met. Plus, I felt like I wasn’t making enough money. So I left there in 1998 for an in-house job at the Archdiocese of Newark. It was around that same time that the priest-sex scandal broke, and I just wasn’t cut out for that work. I heard from a close friend of mine who was working in the legal department at The Home Depot when they were looking for an in-house attorney who had experience as a prosecutor to support the company’s asset protection and corporate security organizations. My interview was scheduled for September 12, 2001. But after 9/11, flights were grounded, and my interview was pushed to the next week. I was petrified to get on a plane, and I thought about canceling the interview. In the end, I mustered up the courage to fly to Atlanta and ended up getting the offer. Shout-out to Keith Aubele. Since I’d be supporting the AP organization, I interviewed with Keith who was the VP of loss prevention and who had to sign-off on me getting the offer. To this day, I appreciate him for giving me the opportunity to work at The Home Depot. Taking the offer was one of the more difficult personal decisions I’ve made. I’d spent all but three years of my life in New Jersey, and I’d be leaving my parents—I was especially close to my mom—and other family and friends. But I was really intrigued by the opportunity to do criminal work—which was and still is my passion—for a large and respected company and get paid well for it. Also, the New York-New Jersey area was reeling from the tragic events of 9/11, and I was ready for a change of environment. It helped that two of my brothers lived in the Atlanta area, so I packed my bags and moved to Atlanta.

TERRY: When you moved to The Home Depot, it was your first exposure to retail loss prevention. Talk about your time at The Home Depot and how it impacted your career.

Having a legal mindset helps tremendously in my work with our member AP teams. There’s legal risk associated with many of the responsibilities on which AP teams execute, and those same responsibilities are the focus of our committee discussions, surveys, and projects. Understanding the legal implications helps me ensure our work product can help our member companies mitigate those risks.

LISA: I firmly believe in the power of relationships. Keith, Marvin, Mike, Kent—I wouldn’t be in this role but for them. Relationships take time and effort. Even professional relationships need to be constantly LaBruno is seen here addressing attendees at the opening session of the 2022 RILA Asset Protection Conference in Orlando.

Summer 2022 | 16 |

LISA: Yes. And, I leaned on Mike hard in the early days. I knew no one in the retail AP industry outside of The Home Depot, and the industry was not shy about expressing their skepticism about an attorney being able to do the job. Plus, I had my own personal insecurities about being the first female in the role and being in an industry that was predominantly comprised of men. We’ve made progress over the past twelve years, but still have lots of work to do on thatMikefront.was my advocate to the industry. He was, and still is, one of the most respected AP leaders in the industry. He introduced me to his peers at other retailers and to other key players in the industry. He spoke up in support of me. And he was the first chair of RILA’s Asset Protection Leaders Council (APLC). With Mike in my corner, I had credibility that I would not have otherwise had in those early days. He unequivocally played a role in my success. And, I hope he knows how much I appreciate him for that. If he didn’t before he read this, he knows now!

LISA: Moving back to New Jersey was not without risk. A new General Counsel came in and eliminated all the field legal positions with the exception of California. I was offered the opportunity to move back to Atlanta, which would have been the right career move for me. But, my husband couldn’t leave his job and my daughter Livy was five years old and the apple of my parents' eyes. I couldn’t bear the thought of taking her away from my mom. So, I made the intensely personal and painstaking decision to leave The Home Depot. And, I left having no job to go to! I had worked at The Home Depot with a man by the name of Kent Knutson who was the head of government relations. We worked closely on organized retail crime (ORC) legislation that we were pushing at the time. The Home Depot was a RILA member and Kent was closely connected to RILA President Sandy Kennedy. After I left The Home Depot, Kent called me and told me that RILA was looking for a VP of loss prevention after Paul Jones left RILA for eBay. Kent wanted me to interview for the role. I didn’t even know what RILA was! He said that having me work on behalf of all retailers would be better than nothing. He put in a good word for me with Sandy, so I went to DC for the interview. RILA offered me the job, but wanted me to move to DC, which I was unwilling to do. I felt like if I wasn’t going to move to Atlanta for a job and place I knew and loved, I certainly wasn’t going to move to a job and place I didn’t know. So, we parted ways while RILA continued their search for a local candidate. A couple of months later, they called me and offered me the job again, but this time they were allowing me to stay in New Jersey. I jumped at the offer. The scariest time in my career was being unemployed. And, ironically, my husband lost his job during that time, so we were both unemployed with a five-year-old! But, it all worked out in the end.

FEATURE ChiefProtectionAssetAdvocate role in preparing me for my role at RILA. One of the many things I appreciated about Mike was his keen understanding of and respect for the legal implications associated with the work his team did and his commitment to mitigating those risks. He never saw me as an obstacle. (Or at least he never told me to my face that I was one.) But he saw me as a partner who was looking out for his and his team’s best interests. His outward support of me trickled down through his entire team. They weren’t always happy with what I had to say, but they respected it and acted on it most of the time. Best of all, we laughed A LOT! I’ll always look back fondly on those years and on the AP team there. They were a class act.

TERRY: That brings us to RILA. How did that opportunity come about?

TERRY: It’s ironic that your position at RILA allowed you to continue to work with Mike Lamb, right?

TERRY: That’s another example of the value of developing relationships.

nurtured. I believe that if I put time into the professional relationships that matter to me, I’ll get a return on my investment. And the return is priceless—the gift of friendship, loyalty, and support. I spend a ton of time in my role at RILA building relationships. It’s those relationships that help make RILA, me, and our AP community successful. But, even more importantly, the friendships I’ve formed throughout the industry fuel me.

LISA: In some respects, I view my personal and professional relationships the same. If I’m vested in a relationship, I’m going to try my best to help you when you need me. It’s icing on the cake when I know—like was the case with you—that I can confidently endorse you. The best part about my job is the people. RILA. Our retail ops team. Our AP community. All are people who are grounded, trustworthy, hard-working, and really smart. I learned early on in my career to surround myself with people who are smarter than me. Those people are easy to find in the retail AP industry, and I owe a lot of my success to them. They make me look good.

TERRY: Looking back over the last twelve years with RILA, how has your position evolved?

TERRY: I can certainly relate to that. As you know, I wouldn’t be at the Loss Prevention Foundation (LPF) today if it wasn’t for you, Lisa. You pulled me aside at the 2017 RILA Retail Asset Protection Conference. I was looking for my next job after leaving Lowes, and Gene Smith was retiring from the LPF. You asked me if I’d be interested in working at foundation. I had no clue about the position before you mentioned it.

LISA: When I started at RILA, my title was vice president of loss prevention and legal affairs. I had insisted that “legal affairs” be in my title even though I wouldn’t be I believe that if I put time into the professional relationships that matter to me, I’ll get a return on my investment. And the return is priceless—the gift of friendship, loyalty, and support. I spend a ton of time in my role at RILA building relationships. It’s those relationships that help make RILA, me, and our AP community successful.

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Today, as the senior EVP of retail operations, I oversee a broad range of areas including supply chain, e-commerce, corporate social responsibility, diversity, equity, and inclusion, and more. I’ve taken on more of a strategic role.

doing legal work. Without it, I felt like I was walking away from my legal career, which I had worked so hard at, had paid a lot of money for, and was really proud of. I guess I thought the title would help me hang on to my identity as a lawyer. As I became more secure in my role and as my responsibilities expanded, I didn’t need “legal” in my title anymore to feel valued and have self-worth.

Three years ago, I rarely presented to our member CEOs about our asset protection work. Today, it’s rare that I don’t present to the CEOs. The fact that our work in the AP space has the attention of our CEOs reflects the criticality of the AP function at our member companies.

ORC, the rise in in-store violence, civil unrest, active shooter, COVID protocols, workplace safety—all are priority issues for CEOs.


LISA: Fortunately, I have an amazing team. Jess Dankert (VP of supply chain) manages our supply chain and e-commerce offerings, and Erin Hiatt (VP of corporate social responsibility) manages the work in that space. They are rockstars and the future of RILA. Our members are in good hands for the foreseeable future

LISA: It’s amazing. Three years ago, I rarely presented to our member CEOs about our asset protection work. Today, it’s rare that I don’t present to the CEOs. The fact that our work in the AP space has the attention of our CEOs reflects the criticality of the AP function ChiefProtectionAssetAdvocate

TERRY: That covers a lot of territory.

An avid sports fan, LaBruno excelled at basketball in high school but gave up opportunities to play in college to attend Penn State University and later Seton Hall Law School.

Summer 2022 | 18 |

TERRY: How has your job evolved from a content focus perspective?

at our member companies. ORC, the rise in in-store violence, civil unrest, active shooter, COVID protocols, workplace safety— all are priority issues for CEOs.

The role is just bigger than ever before—not just for me, but for all the AP professionals throughout the industry. Someone asked me the other day what inspires me about my job and I replied, “Retail AP professionals save lives.” I have no doubt that through relentless collaboration among our community over these chaotic last two years, lives have been saved. I don’t remember feeling that so strongly twelve years ago when I started at RILA.

TERRY: Early in your career at RILA, you were a key player in starting the APLC, which has become a key cohort in the industry. Talk about how the APLC has evolved and the role it plays today.

LISA: When I came to RILA, it was immediately apparent to me that there were a lot of really smart and collaborative people in the AP industry, particularly at that top-level. I had the idea to form a group of AP pyramid heads to help identify priorities and guide our work. Once Mike agreed to be the APLC chair, I knew it would take off.

The first two people I asked to participate were Monica Mullins, who was VP of AP at Walmart, and Libby Rabun, the VP of LP at AutoZone. I needed some strong female support among the sea of men! Some other early participants included industry legends like Brad Brekke, Paul Stone, Claude Verville, Stan Welch, and Dennis Wamsley. Initially, the group served as a vehicle for benchmarking on an ad hoc basis. Today, the composition of the group has certainly changed as has their cadence.

The APLC meets monthly, holds several in-person meetings annually, conducts groundbreaking research. For example, the APLC along with Professor Adrian Beck were the brains behind the Total Retail Loss typology that has been adopted across the industry. The APLC participates in important public policy advocacy, drives important initiatives, shares best practices, and problem-solves together. The group has really gelled. They are Fortunately, I have an amazing team. Jess Dankert (VP of supply chain) manages our supply chain and e-commerce offerings, and Erin Hiatt (VP of corporate social responsibility) manages the work in that space. They are rockstars and the future of RILA. Our members are in good hands for the foreseeable future.

LPM | 19 | Summer 2022

FEATURE ChiefProtectionAssetAdvocate

like a family in their give and take. They rely on each other more today than ever. That collaborative approach to our work starts at the top with our leadership team—Paul Jaeckle, the VP of AP at Meijer, and Meredith Plaxco, the VP of LP at PetSmart. And, of course, the APLC strategic partners—Zebra Technologies, Intel, the Loss Prevention Foundation, and ALTO, who play a vital role in our work and our collective success.

TERRY: How important is innovation to success for AP teams in your opinion?

TERRY: Safety always sells to the C-suite. If that technology can de-escalate a situation and keep employees safe, it might win out.

LISA: That’s a big question. Both federal and state INFORM legislation is progressing very well. I think that will have somewhat of an impact, particularly on making the online marketplaces have more The APLC meets monthly, holds several in-person meetings annually, conducts groundbreaking research. For example, the APLC along with Professor Adrian Beck were the brains behind the Total Retail Loss typology that has been adopted across the industry. The APLC participates in important public policy advocacy, drives important initiatives, shares best practices, and problem-solves together. The group has really gelled. They are like a family in their give and take. They rely on each other more today than ever.

JACK: You’ve talked about how the APLC has helped their companies to plan and respond to the challenges we’ve faced over the past couple of years. Looking toward the next three to five years, what specific challenges do you see that our industry is going to have to face and come to grips with?

Twelve years ago, eBay began collaborating with the retail community, and they deserve credit for that. But they are unfortunately the exception and not the rule.

TERRY: How do you view your role in the industry, not just with RILA, but, for example, joining the LP Foundation board of directors?

LISA: Innovation is a big word. Traditionally, we see “innovation” as the technology piece. It goes without saying that for AP teams to be successful, they’ve got to be on the hunt for emerging technology solutions. I like to look at “innovation” more broadly; that is, we’ve got to be on an endless quest to think innovatively. For example, body-worn cameras (BWC) have been around a long time; it’s not a new technology. Historically, US retailers have been reluctant to use body-worn cameras, in part out of fear of non-compliant behavior by AP associates being captured on video. Recently, a UK grocer shared with the APLC compelling data that showed their use of BWCs led to a significant decrease in violence against store employees. A healthy debate around the risks versus benefits followed among the APLC members. At the RILA Retail AP Conference last April, Seth Hughes, the VP of AP at REI and a member of RILA’s APLC, shared REI’s plans to pilot the use of BWCs as a direct result of what he heard on the APLC call and despite the risks of which he is well-aware. That’s innovative thinking. That’s what it takes to tackle some of the toughest challenges the industry is facing today.

LISA: I agree. Retail safety has really evolved. Sure, we still talk among our Workplace Safety Committee about sprains and strains, safe lifting techniques, and spills. But we’re also talking a lot about employees being shot, stabbed, pepper-sprayed, or punched by criminal actors who will stop at nothing to steal product. The scenarios that are playing out in stores today take “workplace safety” to a whole new level. The cliché “desperate times call for desperate measures” may very well lead to more retailers leveraging BWCs. Time will tell.

TERRY: How do you see the roles of law enforcement, prosecutors, legislation, and government relations coming together today?

LISA: At the risk of sounding dramatic, I think the ongoing divisiveness in our country, the growing problems within our nation’s criminal justice system, and the proliferation of online marketplaces and the ease with which stolen product is sold on those platforms will continue to impact AP. We’re making tremendous progress working collaboratively with law enforcement to turn the tide here, but the commitment from the marketplaces just isn’t there—it’s all talk and no action so far. Policymakers and law enforcement are going to have to compel marketplaces to change their behavior, because they are not going to do it voluntarily.

continued on page 22 Summer 2022 | 20 |

LISA: I see those two roles as different. In my role at RILA, I see myself as a convenor, a facilitator. In my role at the foundation, I try to serve as an adviser, as a contributor. You do the facilitation and the convening, right? You’re leading the foundation work. I’m here to provide counsel and support when you need it.

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TERRY: You’ve been quite the advocate on getting that message out there. And your voice is being heard for sure.

JACK: I think people look at you as being one of the most visible, important leaders in our community. And I know you don’t want to take ownership of that. But hopefully you see that you are playing a very significant role in our industry and have embraced that role. How do you respond the that?

Continued from page 20 Summer 2022 | 22 |

LISA: Well, it’s not just my voice. There used to be a time when retailers didn’t want to talk about crime in their stores because they thought it would scare customers. But now you see Home Depot, CVS, and other retailers boldly getting out there and talking about it. First, making clear this isn’t petty shoplifting— its organized, insidious, and increasingly violent. And not just talking about ORC in terms of the dollars at stake but talking about the violence employees are facing—that is way more important than dollars and cents. Once our members started talking about it, that gave us permission to talk about it a little bit more strongly. I really think it is the media campaign, frankly, that’s occurred over the last year to two. I have to give credit to Jason Brewer from RILA for leading that campaign, and Michael Hanson for leading the federal INFORM campaign. Ben Dugan from CVS and Scott Glenn and Mike Combs from The Home Depot have put themselves out there and really done a fantastic job explaining the issue. State retail associations are getting more active and assertively explaining the problem locally. I firmly believe that, finally, we can talk about this publicly, and we’re holding stakeholders accountable publicly. And that spurs action.

TERRY: Let’s go full circle back to that 2015 interview. You were asked about your legacy, and you talked about two things—being a good mother and impacting people’s lives. How would you respond to that question today?

At the risk of sounding dramatic, I think the ongoing divisiveness in our country, the growing problems within our nation’s criminal justice system, and the proliferation of online marketplaces with the ease with which stolen product is sold on those platforms will continue to impact AP. We’re making tremendous progress working collaboratively with law enforcement to turn the tide here, but the commitment from the marketplaces just isn’t there—it’s all talk and no action so far.

LISA: Those are two things I still strive for every day. The most important role I play in life and the one that gives me the greatest joy is being Livy’s mom. I always tell her that “mom” is my favorite word. She’s heading off to college in August, and I hope and pray that I’ve equipped her with the tools she’ll need to succeed on her own. I feel like I’ve done my best. I had a great role model in my own mother. My mom passed away last year and her legacy as a selfless, committed, loving mother to me and my five siblings lives on. I hope one day Livy feels about me the way I feel about my mom. I try to impact people’s lives in a positive way, especially young people who seem to be particularly vulnerable these days. Every year, I speak to a group of high school students about trauma and forgiveness. If my message resonates with just one kid and helps him or her overcome challenges, then I feel good about the impact I’m having on people.

FEATURE ChiefProtectionAssetAdvocate accountability because it will force a measure of transparency. I think that the attorneys general task forces will have a significant impact. I love what HSI (Homeland Security Investigations) is doing with their ORC program. We just finished a fantastic meeting cohosted by RILA and the National District Attorneys Association, where DAs from across the country and RILA member retailers spent two days focused on addressing the intersection of theft and violence, habitual theft offenders, and ORC. It just goes back to my earlier point, that the conversation is so different today, and the stakeholders involved in those conversations are so much broader than it was years ago, I think everybody’s starting to own up to their respective responsibility to address this problem.

LISA: Well, the first thing I’ll say is thank you for that acknowledgment. This is going to sound corny, but I was raised to be humble. My parents were very humble people, and it’s uncomfortable for me to accept that I am “one of the most important” of anything or to take credit for our work. I wouldn’t be successful, RILA wouldn’t be successful in this space without the contribution and thought leadership of our member AP community. They make me look smarter than I am quite frankly. That said, I recognize that my position carries with it responsibilities that no one else in the industry has. I don’t take that lightly, and I feel privileged to serve the retail industry in my capacity at RILA.

Bringing Science into the Interview Room

Summer 2022 | 24 |

As kids, we most likely thought that liars’ noses grew as they fabricated their story because we learned our lessons from a person of authority— Pinocchio.

Sturman is the CEO and senior partner of Wicklander-Zulawski & Associates and has led this international training organization for over a decade. Sturman has provided training for WZ for a variety of clients over the last twenty years. He is also a member of ASIS International’s Retail Loss Prevention Council. He can be reached at 800-222-7789 or at © & Associates, Inc.

Thompson is the president and partner of 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

Shane G. Sturman, CFI, CPP David Thompson, CFI

A few hundred years ago, the determination of innocence versus guilt was conducted in some questionable ways, often known as a “trial by ordeal.”


In the Middle Ages, one way to determine guilt in a theft investigation was known as “trial by water.” The person under suspicion would be simply bound up and thrown into a body of water—the guilty would float and the innocent would sink. As an obvious lose-lose situation, neither option seemed to be beneficial for the accused person. This is obviously a terrifying way to conduct an investigation, but at the time it was being used this was accepted and normalized. Most people would accept the outcome of the test and assume it was an accurate determination because that’s what they had come to know, and it was being conducted by people of authority. As we fast-forward through history there have been multiple progressions to this antiquated process including “trial by fire,” the rice method, third-degree tactics, polygraph testing, and behavioral analysis.

Each of these methods had, in its time, been accepted as accurate ways of identifying the innocent from the guilty. How Do You Know What You Know?

This question is the root of the point of this article—questioning why we do what we do or how we know what we claim to know. For the spectators of a suspect floating in a pond, they believed this person was guilty based on what they were told to believe or even more convincingly, it was proven that the person was actually guilty, and the test was therefore, accurate. Bringing this to modern day, we fall victim to this same philosophy in a variety of Let’scircumstances.thinkabout detecting deception. As kids, we most likely thought that liars’ noses grew as they fabricated their story because we learned our lessons from a person of authority—Pinocchio. Or our parents routinely taught us to “look them in the eyes” when we tell the truth, which would obviously suggest that a liar must avert eye contact. These beliefs then are reinforced by movies and TV shows, such as the Law and Order interrogation scenes or the psychological thrillers where the suspect was identified through an expert in behavioral analysis. Even more convincing is when we suspected someone of lying because of these behavioral “tells,” only to be confirmed by additional evidence that they were, in fact, guilty. This confirmation of our suspicion only further validated our original hypothesis. However, these situations are all unique and not necessarily generalizable or accurate. Yes, John Doe happened to sneeze everytime he lied, and Suzy Smith rubbed her neck whenever she was deceptive, but what about the suspect who has allergies or the victim who has a sore neck? Bringing science into the interview room doesn’t mean we have to wear a lab coat and bring out the test tubes and Bunsen burners. But we should use the scientific method to question accuracy, reliability, and replication. Testing the Status Quo Science may seem intimidating for those who are having flashbacks of chemistry and biology class, but the scientific method is actually something we use on a daily basis. The concept of this method is to guide our decision-making process through research, testing, accepting errors, modifying, and testing again. If we consider our analysis

Practitioners should take this approach through every part of the interview process. Why do I develop rapport? What is the purpose of asking open-ended questions? How do I tell if someone is being deceptive? The answers to these questions should not be base off claims of “That’s how I’ve always done it,” but instead we should challenge the reasoning and understand the application of empiricalEvidence-baseddata. methods are rooted in the scientific method, open to fallibility, and demand to be continuously challenged. Interview training is no different, this thought process is what drives change and produces more relevant, credible tactics to implement. Start asking questions, understand the variables that may impact the results, and make sure to write down that cookie recipe. You’ll get it right, eventually.

Science may seem intimidating for those who are having flashbacks of chemistry and biology class, but the scientific method is actually something we use on a daily basis. The concept of this method is to guide our decision-making process through research, testing, accepting errors, modifying, and testing again.

The scientific method consists of seven steps: 1. Ask a question 2. Research the topic area 3. Establish a hypothesis 4. Test the hypothesis with an experiment 5. Make an observation 6. Analyze the data 7. Report your conclusions This is not to suggest that each investigator must be an expert on the scientific method, but we should be skeptical and question our assumptions. Frankly, this is how an investigation works anyway. We gather evidence, question the evidence, search for more information, analyze that information, report the details, and then cycle the process. LPM | 25 | Summer 2022

Now that you’re hungry, let’s discuss how this translates to interviewing. If we revisit the case of Suzy Smith rubbing her neck when she is being deceptive, we would have to test several variables to see if this is an accurate way of detecting deception—for Ms. Smith and for the rest of the similar population. In a hypothetical test of liars and truth tellers, we would most likely see several people rubbing their neck with no direct correlation to deception. We could also see people averting eye contact, fidgeting, or coughing. These symptoms, however, could be a result of anxiety or nervousness unrelated to guilt. Even further from deception, maybe a subject has a sore neck from sitting at the desk all day, or they are fidgety because of stress at home. Although this is obvious from an outside perspective, our biases often fall back into place during an interview. We often have a belief on how liars respond, and when we see these cues, it only confirms our initial belief. But this is not science, and this is dangerous. How Does This Impact Me?


of Suzy Smith rubbing her neck, we should be skeptical that it is directly associated with deception and that it is generalizable to all other suspects. To make this simple, we can visit a topic of equal importance— desserts. Many people have recipes passed down from generations that produce a delectable treat. These treats, proven to be good through years of “taste-testing” produce a reliability in the process that made them. However, the first time you attempted to make the same dessert in your kitchen, it likely turned out different. If you used the same exact process, followed the recipe exactly, how could this be? We must consider the variables. Was it a different brand of flour? Different oven? What was the humidity in the house? Did the dough sit out too long? The problem with this perfect recipe is that it seems to only work best with the same baker, in the same kitchen—it’s not generalizable.



“Regardless of someone’s title or role, don’t be afraid to ask for advice or guidance. You’ll find that most people genuinely want to help—all you have to do is ask. And don’t be shy about asking about potential opportunities. We start by selling our value in an interview and as our responsibilities grow, we sell our ideas and programs. The beginning of that process is to engage.”

O’Leary added, “As you build your career, take advantage of all the educational opportunities available to you. Certification programs such as the Loss Prevention Foundation’s LPC and LPQ have been a game-changer for our industry and should be pursued. Also, don’t be afraid to volunteer to do more in your organization. Pursue stretch assignments and expand your capacity outside of LP. The more you know, the more valuable you are to your organization—and the more marketable you will be.”

Magpie Awards

Finally, a true leader will never overlook potential or forget where they came from. We are all where we are today because someone gave us the opportunity.”

“Every relationship has value, and the ability to build relationships is essential,” said Ramos. “Even if there isn’t an immediate fit with the business partnership, the relationship will always pay dividends. I’m proud to say that most of my friends are from thisRamosindustry.”began his career on the retail side of the business as a store associate at Pathmark Stores. He quickly moved to asset protection and climbed the ladder adding operations, distribution, food safety, audit, and risk while working his way into the AVP role for asset protection. When Pathmark was acquired by A&P in 2008, he embarked on a different journey, joining Agilence in a business development and retail consulting role where he currently serves as vice president of sales.


The LPM “Magpie” Awards offer a means to celebrate industry accomplishments recognizing the loss prevention professionals, teams, solution providers, and law enforcement partners that demonstrate a stellar contribution to the profession. Please join LPM in celebrating the accomplishments of our latest honorees.



“The retail leadership skills I learned working with my operations customers, maximizing opportunities, building infrastructure, developing people, and active leadership all transferred to the solution provider side,” he explained. “I’ve always seen new challenges as critical to professional development. And while I’ve been on the solution provider side for many years now, I still consider myself as being in loss prevention. It’s just that now I’m working with customers to help them build out a vision.”Foryoung leaders working their way up the career ladder, Ramos stresses the importance of keeping an open mind and asking lots of questions. “Work on saying yes more often than no,” he said.

Vice President of Sales, Agilence Summer 2022 | 26 |


“It has always been a pleasure to serve our industry and the biggest thrill for me has been pushing someone up the ladder,” said O’Leary. “It has always been my passion to identify leaders and leadership potential and help buildHavingcareers.”served as a practitioner himself, O’Leary began his retail loss prevention career as an undercover operative in the supply chain setting, progressing through various positions along his career path to include campus security manager, district LP manager, regional LP manager, and assistant director of corporate LP. His journey as a career counselor and search consultant began in 1989, and in 2007 he founded Loss Prevention Recruiters, LLC. “A true leader should not only have the capacity to lead but should also demonstrate a proven track record of results, which includes mentoring and developing others,” he explained. “This adds credibility as a leader and helps motivate your team to achieve the desired results. Being empathetic and approachable goes a long way in driving success, both for you and your team. Engage with the various industrywide organizations such as NRF, RILA, LPF, and others that support important industry initiatives and be willing to share information.

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LPM | 29 | Summer 2022

As waves of the global pandemic rolled but diminished in size, businesses slowly dipped their toes back into travel waters—and now come indications of a return to something akin to normal. But even if the amount of work travel eventually reverts to where it was before COVID, much around it won’t. Labor markets have changed and so have global risks and employee attitudes, and it is all putting significant pressure on retail organizations to improve travel risk management and make work travel less stressful, safer, and easier for staff. The need to demonstrate support—and for employees to believe that their safety, security, and well-being are of paramount importance to the organization—has grown higher.

While business travel is picking up again, it is not as straightforward as it was,” explained James Bird, the company’s security director for intelligence and assistance.

On the Road Again Travel Safety Programs May Need to Retool as Trips Resume

By Garett Seivold, LPM Senior Writer

The World Travel and Tourism Council (WTTC) is predicting that international business travel will rise by 34 percent in 2022, on top of a 26 percent rise in 2021. It indicates a long-awaited rebound for the travel industry after the pandemic all but annihilated it, including a 61 percent decline in spending from 2019 to 2020. “Business travel was still down 80 percent twelve months into the pandemic,” noted Kurt Ekert, former CEO of Carlson Wagonlit Travel, in the WTTC’s October 2021 report, The Outlook for Business Travel. Whether work-related travel ever reaches pre-pandemic heights remains an open question. The cost of it is way up, risks are growing, and companies have grown more comfortable with virtual workarounds. Travel and working patterns should stabilize by the end of 2022, but it may take an additional two years before it becomes clear how exactly the pandemic has reshaped global business travel, according to a survey of 1,000 risk professionals from 100 countries, Risk Outlook 2022 by International SOS. “Employers are still working out what can be done remotely and what requires that face-to-face interaction.

With workers apprehensive, labor markets in flux, and employee retention a priority, effective safety management as part of corporate travel programs is more important than ever. Trying to resurrect or recreate a pre-COVID travel program could be a losing formula. “The work force that we left in 2019 is not the workforce that we are going to be engaging with for the remainder of 2022, and if companies don’t take that seriously, from a mental health and wellness perspective, then they are going to be challenged with retention and performance issues,” warned Bruce McIndoe, president of McIndoe Risk Advisory LLC. In a presentation on hot topics in corporate travel at a BTN Group webinar in January, McIndoe insisted that travel safety programs are emerging as mission critical in a post pandemic world. Between issues of sustainability, worker health, safety, and wellness, and the impact on human resources, the travel function is moving from the

The most essential travel, and least replaceable by technology, is travel that helps establish and foster client relationships, according to a corporate travel survey by Deloitte, 2022 Travel Outlook. “Trips to visit prospects and network at conferences will likely come back strongest, while internal training and meetings will continue to rely heavily on virtual connection.” Regional travel that can be completed by car should recover first, followed by domestic travel using air or train, with international business travel by air the slowest to recover, suggest most travel company and risk analysts.

FEATURE Travel asNeedProgramsSafetyMaytoRetoolTripsResume International and Domestic Business Travel Is Growing CountTripInternational Jan Feb Mar May Jun Jul Aug Sept 2021 International SOS client trip volumes are growing 10 percent each month and domestic business travel has seen a seven-fold increase since the start of the pandemic. Source: International SOS Tracker James Bird Summer 2022 | 30 |

“Based on their experiences of the past couple of years, some corporations may have a view that they can temporarily reduce business travel without it having any adverse impact on business,” Zubin Karkaria, CEO of VFS Global Group, noted in the WTTC report. But Vivian Zhou, at Jin Jiang International Group, cited lures to putting people back on the road and in the air, including confidential meetings that cannot be done virtually, and the need for face-to-face meetings for culture building, bonding, and location audits.

In time, some analysts wonder if workers who can work from home— and have grown comfortable doing so—might drive a shift toward greater business travel. As workers and employers negotiate new demands for work-life balance, there may be willingness to exchange more business trips for the flexibility of remote work. In the International SOS risk survey, 65 percent of employers said workers are willing to work in the office, while 73 percent are willing to travel domestically for work. It is already having an impact and offsetting losses for the travel industry. While the rise of virtual meetings is certainly slowing the return of corporate travel, workers newly untethered from the office offer an upside. More near-term, however, there exists a gap between employees’ desire to resume business travel and employers’ need for them to do so. In the International SOS survey, only 54 percent of respondents said workers are willing to travel overseas on business and fewer than half would take on an international assignment.

“The days are gone when safety and security professionals could only be concerned with employees when they were inside company locations,” said McIndoe. “The companies that are moving forward understand that ‘I need to take all of these disciplines, and have them share data and work together, from wellness, to safety and security, to crisis response—everything I need to protect those people.’ They all need to work together,” said McIndoe. As an example, travel managers can be brought onto COVID task forces—anything is helpful that pushes together the forces that must work in unison to protect traveling workers, he said. Data sharing is fundamental to coordination, according to McIndoe. A comprehensive repository that all stakeholders can tap into for information—on travel itineraries, employee contact information and risk profiles, and risk ratings and risk intelligence on travel destinations—can help simplify and coordinate activities.

Coordination Is Critical Safety is an important part of the travel management ecosystem that companies must enhance to meet the expectations of today’s workers, warned McIndoe—and with corporate travel about to pick up, coordination is key. Retailers might start by mapping out the security roles that different function areas are expected to play in protecting traveling workers and ensuring that the responsibility for those roles are assigned to specific employees. Specifically, companies must ensure that the slowdown in employee travel, which may have allowed some reassigning or cuts in personnel, didn’t create gaps in security oversight that might cause risk as travel picks back up.

Regarding priorities, the survey of risk leaders identified two primary focus areas for employers to support employees at this critical juncture—the ability to communicate with the workforce during critical events and access to location-specific health information.

Database analysis—where are employees traveling? when? who?—helps to identify specific actions to improve travel safety programs from when training is conducted to what safety topics are emphasized. Initially caught off guard by the disruption that the pandemic wrought, many retail organizations subsequently made investments in real-time intelligence gathering and crisis communication tools and processes. These pandemic investments—made to better track fast-changing situations, quickly identify emerging risks, and better support workers in an emergency—should now be fully leveraged by travel safety programs.

A platform or app to share information with traveling workers is equally critical. Employees need 24/7 access—via smartphone, laptops, or other mobile devices of their choosing—to health information, helpful cultural and language information, and immediate alerts if emergency situations arise. And it’s critical that workers can receive information and alerts constantly, even if it’s a Saturday night and the corporate security team is asleep, explained one LP leader.

Retailers have seen the risks of global operations in sharp relief of late, with shops forced to close in Ukraine and retailers choosing to cease sales in Russia. But regardless of risk, retailers will always be eager to find new customers and tempted to go wherever they can find them. But long before a retailer can exploit them, it needs to know the geography of new markets. On any given day, a major retailer is likely to have a dozen or more employees—from sourcing, design, business, and

Travel and working patterns should stabilize by the end of 2022, but it may take an additional two years before it becomes clear how exactly the pandemic has reshaped global business travel, according to a survey of 1,000 risk professionals from 100 countries.

LPM | 31 | Summer 2022

globalscouttopartsdepartments—travelingcompliancetoremoteoftheglobelookingforchancesenhanceglobaloperationsoroutemergingsuppliers.Butopportunitycancollidewith a world of risk. The increasingly complex and interconnected global security environment is marked by the growing specter of competition and conflict between powers and threat actors competing for resources and attention, notes the 2022 Annual Threat Assessment report of the US Intelligence Community. With the return to conferences, buyer trips, and in-person vendor business, what will employees getting back on the road find? “The risks that are out there in 2022 are going to have an increasing impact on your travelers,” warned McIndoe, echoing conventional wisdom among travel risk experts is that the dangers associated with business travel is rising. They typically identify factors including more extreme weather, Bruce McIndoe

Numerous departments have traditionally been involved, including risk, compliance, travel, medical, insurance, legal, human resources, and operations. Now, with travel issues requiring greater attention from company wellness and sustainability departments, “there are even more players in the travel picture than ever,” said McIndoe.

periphery to center stage. “It’s what keeping me up at night, especially as we face major headwinds [from risks], but, if done right, it can make a huge difference. You now have an opportunity to help the company protect and engage and retain its most valuable asset—your people.”

Risk Outlook

One global LP leader, who has retail personnel engaged in sourcing and visiting manufacturing hubs overseas, said it is ordinary street crime, more than natural disasters or specific targeting, which concerns him most, and it’s why they focus on educating travelers how to blend into their environments and steer them away from high-crime areas in pre-trip travel safety briefings. It’s good trip preparation for domestic travel as well, said Jim Hayes, vice president at Guidepost Solutions, a security and investigative consultancy. “The risk profile of major cities has changed, with increases in random acts of crime.”

Regarding security incidents, Crisis24 said it is seeing them rise alongside resumption in travel.

Most such loss incidents occur as employees are in transit between airports, hotels, and offices, he said.

“Since last year, security threats and possible assaults while on travel to high-risk countries has increased, especially when the travelers do not have proper security accommodations,” Cisneros said.

FEATURE Travel asNeedProgramsSafetyMaytoRetoolTripsResume Travel Security—Medical and Security 2022 20002500150050010000 COVID-19 AssistanceTravel SupportTech MedicalDeathAid/ Lost/StolenDivice Threats/SecurityAssault CorporateCardIssues Lost/StolenPassport/Luggage MissingK&R/Person Lost/StolenPassportDocuments DisasterNatural MONTH January February March April May Jim Hayes Source: Crisis24, a GardaWorld company Summer 2022 | 32 |

“Regarding kidnap and ransom incidents or missing persons, although rarer than other security

It’s critical for organizations that manage travel programs to be proactive in understanding today’s travel risks—including logistical and security and health—and to provide necessary support to employees, according to Bird. “A vital element is having access to accurate and up to-date insight that can help travel function smoothly. This insight needs to account for new and emerging risks, such as new COVID variants or security concerns andCOVID-19disruptions.”dominated concerns during the resumption of business travel following the holiday season, as seen in data on calls to traveler hotlines supplied to LP Magazine by Crisis24, a GardaWorld company. “Many COVID-19 inquiries included travelers needing clarification on the testing requirements to enter/exit their country of destination,” said Israel Cisneros, director of global operations at Crisis24. “As business travel continues, we see a big decrease in COVID-related assistance and a slight uptick in your normal day-to-day medical aid-related assistance cases,” which vary from dealing with existing chronic medical conditions that can lead to death whilst traveling, to dental conditions causing discomfort, to unforeseen incidents like slipping on a wet hotel floor in the lobby, and food and water-related illness needing immediate medical attention, Cisneros added.

upcoming contentious elections in several countries, global extremism and country disputes, and increases in crime in large cities. Overall, twice as many risk professionals think risks associated with business travel will increase in 2022 compared to the number that think the risk level will stay the same.

“We see the usual travel security issues starting to rise recently when it comes to individuals losing their laptops or phones,” Cisneros said, noting that common theft and loss scenarios include devices being stolen at a bar or restaurant, left in taxis, or taken in robberies.

They found that 75 percent of Fortune 500 companies and an increasing percentage of small- to medium-sized companies now purchase K&R insurance as a risk control technique, something they

Though largely diminished, COVID’s impact on business travel is likely to be a wildcard at best and create havoc at worst—and is likely to do so for years to come. “As COVID-19 becomes endemic, the travel sector will need to prepare for ebbs and flows of outbreaks and changes in travel restrictions, which may last for several years,” noted the WTTC report. It concludes that geographic disparities in vaccine rollouts, virus management strategies, and government decisions and actions to protect their citizens regarding healthcare considerations and travel policies will continue to have a significant effect on where and how often employees are asked to travel. Their report recommends that to decide where to allow employee travel, employers should consider vaccination rates, prevalence of variants and hospitalization rates, testing accessibility, and what different travel destinations recognize with respect to,warnsthe World Health Organization.

Isreal Cisneros

at the University of Texas at Austin recently noted that kidnaping rates are rising, with at least 12,000 kidnap‐ for‐ransom situations occurring globally each year, and that kidnap, ransom, and extortion pose a problem for corporations wishing to take advantage of emerging market opportunities.

incidents, they continue to trickle in as travel picks up in 2022, with at least one case reported every otherResearchersmonth.”

CurrentTheStateofORCSpecialEdition To DOWNLOAD a PDF of the full magazine, go to or scan the QR code. LPM’s first special edition of the magazine is focused solely on the many impacts of ORC on retail. Here is a list of the articles: ● A Perfect Storm for Organized Retail Crime ● Taking the Battle against ORC to Another Level with Homeland Security Investigations ● Applying Effective Interviewing Skills to ORC Investigations ● Prioritizing People’s Safety in the Tidal Wave of ORC ● Human Trafficking and ORC ● What Research Is Telling Us about the State of ORC ● Prosecuting ORC Cases ● Leading the Push for ORC Legislation ● Organized Retail Crime Associations DirectoryPowered by The Loss Prevention Foundation LPM | 33 | Summer 2022

“Considerationrecommended.ofkidnap risk, training for appropriate prevention behavior, and crisis management plans are important aspects of corporate governance in this evolving, more hazardous global business environment,” concludes the study titled “Kidnap and ransom insurance: A strategically useful, often undiscussed, marketplace tool for international operations” published in Risk Management and Insurance Review in 2019. “K&R insurance, while little known and unpublicized, can play an increasingly vital strategic role for corporate boards of directors to mitigate such risks and their consequences.”

Summer 2022 | 34 |

■ Contingency and emergency strategy and response, including communication tools and protocols to facilitate assistance to traveling workers, and which also accounts for communicating with a worker’s family in case it is necessary. To make an accurate security assessment about employee travel, analysts must have access to detailed, reliable, and timely security information about global destinations, as well as trip information, travel and accommodation details, and the employee’s individual risk profile, such as their position with the company and their level of familiarity with the destination. Companies should examine employee travel itineraries, compare them against the unique risks, infrastructure, and availability of services in the destination region, and decide if any additional security steps need to be taken before travel, such as specialized traveler education. Traveler education is a key component to safety programs, say LP leaders, noting that sophisticated tools like real-time information platforms and good trip preparation and planning can come undone at the hands of clueless or careless travelers. McIndoe said employee instruction on staying healthy, avoiding danger, and accident avoidance typically has more of an impact on the outcome of travel safety programs than anything else a company does.

Bird warned that rapidly changing travel restrictions and testing requirements mean that crossing borders can be complicated. Given employee’s reluctance to travel and their lingering safety and health concerns, managing those complications effectively is critical to building back their confidence, as well as minimizing the cost and maximizing the value of corporate travel.

With workers apprehensive, labor markets in flux, and employee retention a priority, effective safety management as part of corporate travel programs is more important than ever. Trying to resurrect or recreate a pre-COVID travel program could be a losing formula.

Governments have adopted a differing array of strategies and tactics to manage the pandemic and varying approaches to travel restriction are likely to persist.

■ Threat intelligence gathering and analysis to inform decisions about travel, pre-trip briefings, and training.

FEATURE Travel asNeedProgramsSafetyMaytoRetoolTripsResume continued on page 36

Risk Reduction

To overcome employee reluctance to training, including employees who don’t think there is anything for them to learn, one security director said he relies on practical examples that impress upon workers what they don’t know. He creates scenarios and has workers break into teams to discuss the best course of action. For example: What happens if you go to pay for a late-night meal in a Kuwaiti restaurant and realize your wallet and passport are missing? What if you find your laptop was moved while you were out of your hotel room? What if you lose personal medication that you need daily? What if you get an emergency phone call from home? Having workers focus on easy-to-imagine travel headaches helps generate greater interest in all aspects of travel safety.

■ A clearly communicated travel safety policy.

■ A system for real-time monitoring of global risks in conjunction with employee locations to understand when employees are at risk of emerging threats while traveling, such as identifying employees who are in areas where protests, disease, or social upheaval is breaking out.

“For employees, the biggest factor for protection is a sense of situational awareness, to understand where you are traveling to, who is around you, and avoiding hotspots,” said Guidepost Solutions’ Jim Hayes. The unique risks to female travelers may warrant specific attention, suggests data from a 2022 report by AlertMedia, Business Traveler Safety. In a survey of women who go on four or more business trips annually, 83 percent said they had a safety related event in the past year; 80 percent said it hurt theirHayesproductivity.saysthat just as average business travelers need education and support, so do key company personnel—and retailers may need to extend close protection beyond the CEO to include COOs, other senior leaders, and even key marketing people. “Everybody is famous now to some degree, for someone who wants to make a statement or get involved in an extortion scheme, it just requires access to people who are decisionmakers at leadingSocialcompanies.”mediahasnecessitated a widening circle of “executive protection,” to include the children, spouses, and others close to key executives, as well as the locations where they might be at risk. Additionally, social media can push companies into distinct camps on hot button social issues, “which can bring out people who are radical and that presents a risk,” Hayes noted. He thinks major retailers tend to possess a good understanding of executive travel risks and a healthy concern for today’s volatile risk environment and the trouble that key personnel can encounter when traveling. Hayes sees problems

Many fundamentals of travel risk management haven’t changed, according to experts and global retail security executives we interviewed, requiring:

■ Safety training and security awareness briefings for traveling workers.

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■ Have reactive procedures in place in the event an employee needs them.

Social media has necessitated a widening circle of “executive protection,” to include the children, spouses, and others close to key executives, as well as the locations where they might be at risk.

The detention in Russia of WNBA basketball star Brittney Griner for the alleged discovery of vape cartridges containing cannabis oil at a Moscow airport should be a warning for all companies. The risk has been growing for several years, according to Tom Dunlap, assistant vice president at Liberty International Underwriters. Any company with employees traveling abroad or operations overseas can be a target, and occasions are growing in which governments are getting involved in detentions, he warned. As diversity and inclusion programs have become common in many parts of the world, employees have grown more comfortable fully expressing themselves in the workplace and in public. In some countries, however, it can cause workers to be targeted. In an LP Magazine profile piece on American Eagle’s travel safety program, the company’s Chief Global Asset Protection Officer Scott McBride explained that it is mindful to provide security training for travelers on cultural differences that could impact their safety, including attitudes toward LGBT issues, the overt wearing of religious symbols, or alcoholMobileconsumption.appsandsoftware tools are proving useful in multiple ways, from keeping track of traveling workers, to pushing them critical alert information, and even helping workers navigate language barriers.

Summer 2022 | 36 |

FEATURE Travel asNeedProgramsSafetyMaytoRetoolTripsResume Scott McBride Continued from page 34

Beyond core program elements described above, LP executives and travel safety experts interviewed identified new developments and priorities to consider as more employees go on the road again. Covid accelerated innovations that businesses can leverage to improve traveler experiences. The pandemic forced the travel industry to digitize, increasing customer-facing functions to help manage the increasing frequency and complexity of communications such as clarifications on health and safety protocols and itinerary changes. “Smart tourism” is developing, which businesses can scale to streamline internal operations, noted travel analysts. At a minimum, retail organizations must ensure their destination management organization partner is up to the challenge of disseminating information regarding travel restrictions, policies, and procedures. In late 2021, the International Standards Organization (ISO) published a guidance document for organizations on managing risks to organizations and employees from work-related travel, ISO 31030. “It is a risk management framework that can be built upon,” explained McIndoe. “It’s a guideline, not a standard, but you should familiarize yourself with it this year and be prepared in case it becomes a standard and it becomes auditable.”

■ Ensure they provide employees at risk with appropriate advice, warning, and training,

crop up, however, when businesses grow especially quickly. “It’s not their fault, but when you very quickly go from a small to massive operation, issues like executive protection are not necessarily something you would have foreseen,” he said. “It’s always easier and smoother to do advanced planning than to seek out additional support after a threat or incident.”

New Trends in Travel Risk Management

■ Proactively minimize risks, and

For small retailers, or those trying to get a fledgling travel safety program off the ground, the National Institute for Occupational Safety and Health published in late 2019 a helpful planning tool for international employee travel. The document includes checklists to assist in planning for safe travel.

Legal considerations remain pertinent, according to presenters at a recent health and safety conference session on safety risks to employees during travel. They advised meeting with legal counsel to ensure that the travel safety plan is aligned with the company’s duty of care obligation to protect the health of traveling workers. Best legal practices call on companies to:

As part of threat intelligence, geographic information systems that map global risks against employee travel have become increasingly useful to visualize the potential threats to traveling employees in pre-trip planning and for identifying in real-time where events may be putting staff in danger.

“There are a number of different apps that allow you to consensually keep track of where employees are, but you want to make sure how employees feel about it and that it’s a good cultural fit,” said Guidepost Solutions’ Jim Hayes. Most experts in travel safety warn of a quickening pace in the global risk environment, where threats more quickly emerge. Retailers need an intelligence program that can keep pace, they said. McBride noted that it is critical to know exactly where traveling employees are and to help keep them safe, which means “working to stay ahead of threats, studying emerging markets to have a pulse on what the geopolitical risks are, what the societal risks are, and what employees need to know to travel safely to those countries.” Other leading experts said it’s important for travel safety teams to collect reports of scams or crimes impacting traveling employees in different regions and to quickly integrate them into travel safety briefings, as they tend to have a short life span but an outsized impact on business travelers.

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Certified Professionals

“The LPC course is very thorough and detailed. It dives deep into all aspects of retail LP and will help open your eyes to parts of the business you may not be aware of. I really liked the broad-spectrum approach of teaching about operations, marketing, accounting, supply chain, and many more aspects of retail as opposed to just LP and operations. This is a great course for someone who is looking to expand their education in the field and will help facilitate your growth as a leader in the industry.”

Loss Prevention

The TJX Companies

— Mike Reilly, LPC

Mike Reilly, LPC Burlington Stores

“The LPC course is very thorough and detailed. It dives deep into all aspects of retail LP and will help open your eyes to parts of the business you may not be aware of.”


“My LP career began as an LPCSA for TJX HomeSense three years ago. I became an LP detective in six months and was encouraged to enter TJX’s LEAD program to advance my career in the company. With my immediate goal to become a district LP manager, I knew that obtaining my LPQ would provide me with the foundation necessary to advance my career. The LP Foundation provided the resources necessary to achieve this milestone in my career.”

Summer 2022 | 38 |


Melissa Bodnar, LPC Lowe’s “After years of knowing about this certification, I was finally gifted with a scholarship from my company. The course included many concepts I had learned over the years but never really thought about. Many principles, ideas, and terms were things I had used for years in my job but didn’t truly understand them or how they applied to LP. It definitely sharpened my skills, and I am proud to hold this certification now.”

Christopher Black, LPQ

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

“I have spent the last ten years in various capacities including operations and LP, which translated well to the LPC course. But there were many sections that reinforced concepts that I wasn’t as familiar with. Specifically, the crisis and risk management topics helped broaden my knowledge and supply additional tools in my toolbox. Given the last two years with increased gun violence and the pandemic, gaining knowledge to deal with crisis situations and analyzing potential risks throughout our industry will help me be a better leader to my team.”

— Anthony Less, LPQ

“Obtaining both my LPQ and LPC certifications have truly been invaluable to my career. They not only provided the knowledge base of the LP world but also gave me the tools to be successful in this industry. The knowledge you gain from completing these certifications will make you a better LP professional and will help you win in your organization. They teach you to be a better business partner across your organization and better techniques to gain buy-in from those business partners. Gaining my certifications have also set me above the rest in terms of opportunities.”

Bobby Parsi, LPC Dollar General

“An absolutely amazing course! A lot of great information and techniques are offered through the LPQ course. It is delivered very well and easy to comprehend. The course will definitely be beneficial to anyone who is looking to increase their knowledge on everything loss prevention and advance their career.”

Mason “Doug” Morris, LPC Big Lots

Jeffery Hedges, LPC Casey’s

Thomas Reagor, LPC Walgreens

“While I had been in the LP field for well over twenty years at the time of my LPC certification, I found the course to be a good, thoughtful, and comprehensive review of key knowledge necessary to be successful in this vocation. I had no trouble finding several ‘golden nuggets’ that I could take away and apply in my current role. The course is a must for those relatively new to the field and still extremely beneficial to those with more experience.”

“The LPC course provided an in-depth look at the field of LP. The knowledge that I gained is invaluable and something that I will put to use on a daily basis. The online coursework was easy to navigate and allowed me to learn at my own pace and was well-worth the time invested. I would highly recommend the program to anyone.”

Anthony Less, LPQ DICK’S Sporting Goods

“An absolutely amazing course! A lot of great information and techniques are offered through the LPQ course. It is delivered very well and easy to comprehend.”

Brandon Cummings, CFI, LPC Dollar General

“I was thrilled to complete the LPC course and pass the exam. The content is catered to LP and AP professionals and covers all areas of responsibility an AP leader would need. The leadership and business principles courses add insight and context for those not already in a leadership role. I would recommend all LP professionals to dive in. I wish I had signed up sooner!”

LPM | 39 | Summer 2022

Learn more about obtaining your LPC or LPQ certification today losspreventionfoundation.orgatorscantheQRcode. Newly Certified The following are individuals who recently earned their certifications. Recent LPC Recipients Dave Antel, LPC, Dollar General Justin Eugene Becker, LPC, Lowe’s Matthew Biron, LPC, Lowe’s Pamela Blank, LPC, Amazon Melissa Bodnar, LPC, Lowe’s Jeremy Brown, LPC, Big Y Foods Robert Brown, LPC, LPQ, Axis Communications Brian Buis, LPC, Dollar General Christopher Buszka, LPC, LPQ, Levi Strauss & Co. James Caldwell, LPC, Amazon Amanda Callinan, LPC, Amazon Chris Cammarata, LPC, Dollar General Jacob Camper, LPC, Kroger Robert Clark, LPC, Lowe’s Jarred Coolbaugh, LPC, Rite Aid Hung Dang, LPC, AP, Lowe’s Leonida DeJesus, LPC, Lowe’s Andres Dominguez, LPC, Amazon James Duval, LPC, Dollar General Joseph Evans, LPC, CVS Health James Feil, LPC, Lowe’s Kelli Flynn, LPC, Lowe’s Logan Furiato, LPC, Lowe’s Ajla Gabela, LPC, Raleys Rolando Gallardo, LPC, Lowe’s Pasquale Gallo, LPC, Big Lots Geoff Gilbert-Differ, LPC, Amazon Zachary Goldstein, LPC, Lowe’s Parker Griebel, LPC, LPQ, Festival Foods Brian Grigg, LPC, LPQ, Rite Aid Jacob Guthrie, LPC, Dollar General Jeffrey Hanson, LPC, Lowe’s Corey Hendrick, LPC, Home Depot Roger Hill, LPC, OSL Retail Services Robert Jonczak, LPC, DICK’S Sporting Goods Jeremy Kauffman, LPC, Lowe’s Shayla Kenebrew, LPC, LPQ, Lowe’s Celia Kettle, LPC, Albertsons Jeff Lesser, LPC, Walt Disney Kieran Lewis, LPC, Amazon Michael Lodwick, LPC, DICK’S Sporting Goods Jason Lotts, LPC, CVS Health Robert Ludy, LPC, Lowe’s Emilia Luedtke, LPC, DICK’S Sporting Goods Chris Mace, LPC, Amazon Alan Marston, LPC, Lowe’s Tony McDonald, LPC, Lowe’s Chloe Mclearn, LPC, Rite Aid Paul Mello, LPC, LP Foundation Lindsay Moreno, LPC, Raleys Mason Morris, LPC, Big Lots Lester Moss, LPC, Big Lots Jeffrey Musgrave, LPC, DICK’S Sporting Goods Katie Nelson, LPC, Lowe’s Robert Nelson, LPC, Lowe’s Wesley Jose Nogueira Medeiros, LPC, Amazon Kevin O’Cop, LPC, Amazon Bobby Parsi, LPC, Dollar General David Patterson, LPC, Jewel-Osco Scott Pickrel, LPC, Kittery Trading Post Trevor Polverini, LPC, DICK’S Sporting Goods Ethan Powell, LPC, Lowe’s Joey Qualls, LPC, DICK’S Sporting Goods Edward Rainey, LPC, DICK’S Sporting Goods Michael Reilly, LPC, Burlington Stores Omar Reyes, LPC, TJX Thomas Rice, LPC, Lowe’s Christy Rodriguez, LPC, Texas Tech University James Shaffer, LPC, Lowe’s Corinne Shanafelt, LPC, TJX Michael Shaw, LPC, Lowe’s Nicholas Shoenfelt, LPC, Lowe’s Maygen Taff, LPC, DICK’S Sporting Goods Ashley Tarr, LPC, Dollar General Trenton Telford, LPC, DICK’S Sporting Goods William Ulin, LPC, Lowe’s Gregory Vurgich, LPC, DICK’S Sporting Goods David Welsh, LPC, Lowe’s Skyler White, LPC, Home Depot Taylor Wiechert, LPC, Lowe’s Amber Winn, LPC, AP, Lowe’s Recent LPQ Recipients Brian Applegate, LPQ, DICK’S Sporting Goods Stephanie Archer, LPQ, Lowe’s Allison Bertram, LPQ, DICK’S Sporting Goods Joseph Bond, LPQ, Home Depot Charles Campagna, LPQ, VIP Auto Gabriella Crihfield, LPQ, University of Indianapolis Gagandeep Dharni, LPQ, University of Indianapolis Myer Dixon, LPQ, LP DICK’S Sporting Goods Jeremiah Dowell, LPQ, Oldham County Police Department Zachary Dunn, LPQ, Weis Markets Gary Franco, LPQ Jose Garza, LPQ, Lowe’s William Getz, LPQ, Giant Martins Kevin Hennessey, LPQ, The GIANT Company Erika Huffman, LPQ, University of Indianapolis Kelcie Johnson, LPQ, Lowe’s Hugh Kerins, LPQ, DICK’S Sporting Goods David Leslie, LPQ, Yum! Brands Anthony Less, LPQ, DICK’S Sporting Goods Bradley Maisel, LPQ, Lowe’s Scott Mason, LPQ, , Target Patricia McGuiness, LPQ, Academy Sports + Outdoors Aron McIntosh, LPQ, Lowe’s Brian McMillan, LPQ, Giant Food Stores Joshua Miller, LPQ, Home Depot Amanda Mullen, LPQ, Walmart Kaitlyn Muselman, LPQ, University of Indianapolis Beau Myers, LPQ, Lowe’s Jennifer Nesar, LPQ, Lowe’s Cameron Peach, LPQ, University of Indianapolis Megan Radcliff, LPQ, University of Indianapolis Regina Randall, LPQ, DICK’S Sporting Goods Brandon Riepma, LPQ, Home Depot Robert Robinson, LPQ, Burlington Stores Joshua Rodriguez, LPQ, Marmaxx Luis Rodriguez Reyes, LPQ, Publix Michael Rossi, LPQ, Walgreens Jason Schuitema, LPQ, Meijer Kimberly Shelley, LPQ, Harris Teeter Louise Silver, LPQ, Telaid Industries Jason Smith, LPQ, Weis Markets Deanna Stanwood, LPQ, Vector Security Networks Jason Thompson, LPQ, Lowe’s Neil Underwood, LPQ, Ralph Lauren Steve Urquilla, LPQ, Lowe’s Francisco Villanueva, LPQ, Luxottica Morgan Weithman, LPQ, DICK’S Sporting Goods Derrick Williams, LPQ, Luxottica Summer 2022 | 40 |

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Summer 2022 | 42 |

Retailers have always been intimately connected to the communities they serve. From the days of the general store with the potbelly stove where pioneers gathered to discuss the weather and harvests, retail has been the center of most communities. Retailers have supported Little League teams buying uniforms or signage on the fences. Retailers have donated food and clothing to homeless shelters. Retailers have played an important role in local schools. Today is no different. Retailers offered COVID vaccinations. They took the lead in managing pandemic related response, providing safe ways to shop for essential products and services—this despite the growing challenges of homelessness, organized retail crime (ORC), civil unrest, and active shooter incidents.

, LPM Editor-in-Chief LPM | 43 | Summer 2022

DifferentthroughCustomersEngagingaLens How Retailers Are ByTheirImpactingCommunities

Jack Trlica

FEATURE CustomersEngagingthrougha Different Lens

“Now, mind you, the store is open. We had customers inside the store. And now we have a very vulnerable population coming inside looking for a sense of security and safety,” Jaeckle related. “So, what do we do? Do we lock down the store? How do we manage the store team? What do we do with our customers in the building? These were all things we were faced with to maneuver through this situation.”

“We had a group of individuals looking for safety from juveniles to adults, some without their “I think the litmus test for AP is that when we have incidents or circumstances in front of us, we’re able to communicate to the organization without a high degree of criticism associated to the decisions that we’re making. To me, those are validation and justification points that, one, we’re up to the challenge, and two, we’re expected to meet the challenge and that how we are approaching the situation is the appropriate way for how the brand would expect us to do.”

Summer 2022 | 44 |

– Paul Jaeckle, Meijer Paul Jaeckle

Paul Jaeckle, LPC, is the vice president of asset protection for Meijer and was at operationstheirthatheadquarterscorporatethedaywhenremotecenter began getting calls about a heavy police presence in the area and the possibility of an active shooter incident unfolding. Within fifteen minutes of these reports, the Meijer store began receiving several hundred individuals fleeing the site of the shooting and looking for safety.

Through all this, asset protection organizations have been at the center of retail’s response and crisis management of these challenges. Here are two examples of AP’s leadership in responding to the needs of their communities that were presented at the Retail Industry Leaders Association (RILA) Asset Protection Conference on April 26, 2022. Providing a Safe Harbor Late in 2021, an active shooter event took place at a location just a tenth of a mile from a Meijer supercenter, which ultimately became a refuge for several of the individuals who were present at the site of theMeijershooting.isaregional supercenter based in Grand Rapids, Michigan, with more than 250 stores in the Midwest. The privately held and family-owned retailer’s stores range in size from about 150,000 to 200,000 square feet. The company’s mission is to enrich the lives of the communities they serve as reflected in the words of the cofounder Fred Meijer: “I want to leave the world in a little better shape than when I entered it.”

Despite having hundreds of thousands of items inventoried in the store and essential services from gas station to pharmacy to food, the Meijer team relied on their mission to serve the community to make decisions. “In that particular moment,” Jaeckle said, “nothing mattered beyond providing a safe harbor for those individuals.” They closed the store and safely escorted their customers out of the store and back to their vehicles. At the same time, he explained, they didn’t know exactly what to expect going forward. The police response was focused immediately to the location of the shooting. There was no way to know if the shooter might join the fleeing individuals coming into the store, creating a threat to everyone. Some Meijer team members had loved ones who were present at the location of the shooting, which presented another management issue. The corporate team was faced with making rapid decisions based on fast-changing and incomplete information.

guardians present. They didn’t understand what’s happening. And they were looking for some sense of structure and safety,” Jaeckle said. “On the back end, we began to have law enforcement on the property asking those who fled to the store to write statements, asking them to help recreate what happened during the shooting and leading up to it. How did that all play out? What did you see? Where were you?” He added, “That’s a really big piece when you think about those of us in retail. How many of our cashiers are trained to be able to facilitate a situation like this almost as a counselor? We don’t train for that.”

– Paul Jaeckle, Meijer

Asked about counseling, the store director explained that the store team, who was still in a state of shock themselves, needed to stay focused on helping the individuals reunite with their families. Counseling should come after the intensity of the event was over.

In recent years, local law enforcement throughout the country has experienced greater demands on their officers due to increasing theft and violence, civil unrest, mental health issues, and homelessness, compounded by tightening budgets and shrinking resources. Coupled with many states who have raised the felony theft threshold, this has impacted police response to shoplifting and other retail theft activities. Every LP organization has likely experienced calls to police that are either not responded to or are delayed sometimes hours before law enforcement arrives at the store.

LPM | 45 | Summer 2022

“What we’ve learned over the last two years is that asset protection has a role in protecting the brand and the name. For us, it’s a family name—a company that has been doing business for 88 years and is still true to its core principles. How you choose to respond is maybe more important than what initiatives you choose to go after. For us, that has changed our perspective of what role AP plays. How we respond through crisis, the decisions that we make, how we interact with the community, all that has a greater impact than a lot of people see.”

“I must say that our team members in the store that day truly understand the importance of what it means to be able to support their community. They did an unbelievable job,” concluded Jaeckle.

Asset Protection Outreach

While Meijer had an active shooter playbook and trained their associates on team safety and securing the store, this situation brought to light a number of aspects that go beyond traditional active shooter training. According to Jaeckle, one of the more important learnings from this incident was that the first steps for recovery, in terms of reunification and the mental healing for the community, begins with the decisions made during the incident. “If you make a misstep there, you hamper the ability for the community to begin to heal. For us, that was a really important aspect. I would challenge every retail team to think about that differently,” he said. Another learning moment involved the role of the remote operations center in helping manage the situation. “We had one of our coordinators on the phone with our store director for essentially the four hours from the time that we had the first individual arrive at the store until the time that the last individual was picked up and reunited with their family,” he explained. The coordinator walked the store director through what to expect and when and explained what the next things were to prepare for. This coordination helped position the store leader as someone in charge, maintaining control of how the store team reacted to the situation. This communication link with the store also helped headquarters with feedback to understand what the store team needed or didn’t need at the moment.

FEATURE CustomersEngagingthrougha Different Lens continued on page 48

“The whole goal of this position is to create an outreach program within local communities. We’ve put them in specific markets and will continue to grow the program going forward,” Arango said. “Their sole responsibility is to connect with that community, find resources, and create a personal connection so that when they see these frequent guests coming into our stores that are struggling with something, there are resources for them. And then they train our teams on how to engage with those guests.”

Summer 2022 | 46 |

“One of the things that we set out to do was determine how we could help ease the burden on law enforcement. Because of our efforts over the last couple of years, we’ve been able to reduce calls by 80 percent. We’ve received thanks from law enforcement partners. Now they know that when we call them, it’s something serious. It’s been great to see the work play out—both helping lessen law enforcement’s burden, but also helping our teams.”

Oscar Arango

Given that Target’s guests may be living with stresses in their lives—be it caring for a sick loved one, going through a divorce, struggling at work—a negative interaction with Target employees or AP team members can compound the stress and escalate to difficult situations. This led leadership to determine how to create training programs to mitigate bias and equip their store teams to better handle situations encountered in stores every day that would demonstrate to their customers that Target truly cares for them as members of the greater community. This led to a role they call Asset Protection Outreach Coordinator.

This situation prompted Target’s assets protection team led by Oscar Arango, LPC, vice president of AP, to look at this problem and determine what, if anything, they could do differently to minimize the number of calls to police. They asked themselves, “Why is our first response to call police, even if the canserious?isn’tsituationreallythatHowwehandle situations in the store that are not life threatening or serious criminal incidents differently to resolve the situation without engaging law enforcement?”

Arango explained that the team reflected on what their company culture stood for at Target. “Our purpose at Target is to help all families discover the joy of everyday life. That’s what our values, our culture stands for,” he said. “So, we asked ourselves if we were living those values with all the guests we engage when they walk in our doors. It was a moment of realization that, no, sometimes we make things worse.”

– Oscar Arango, Target

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Acknowledging that there are many really bad situations that occur in stores where this kind of interaction would not be appropriate, he added, “But there are also a lot of things happening in our stores that we don’t know about that if we just switch the way that we engage our guests, we can really end up in a positive outcome.” This outreach program has created a cultural shift within the Target AP team that is moving away from categorizing people as either good or bad. Now if someone is outside a Target store asking for handouts from customers entering the store, rather than calling police, a Target employee will engage with the person in an empathic manner to see if they can help the individual.

Summer 2022 | 48 |

The outreach coordinator told her he could connect her with an agency that could help her find a safe shelter in the community.

Arango shared a story as one example of how this program has proved successful. A young woman was observed shoplifting food and other commodities for a second time in one of their stores. Their outreach coordinator happened to be in that store and could tell that something was wrong with the situation. The coordinator stopped the woman and told her, “I don’t care what’s in your bag. I just want to know if you’re okay.”

The woman returned a few days later to tell the coordinator that, indeed, she had found a safe place to stay and that her daughter could visit her now because she was in a more stable environment.

Despite that, we have to learn from those situations and find a better way.”

Corporate responsibility, community engagement, and diversity, equity, and inclusion are not necessarily in asset protection professionals’ titles. But AP teams have often trailblazed new paths within the retail enterprise. This will likely be another example of how loss prevention and asset protection organizations continue to find ways to provide added value and play a more significant role in the retail industry. from

“We worked very closely with our community engagement, corporate responsibility, and government affairs teams on our journey. But nobody came to us and said, ‘you guys need to change the way you’re doing things.’ It was our taking a hard look in the mirror that told us we needed to be harder on ourselves. When things go wrong in our stores—because things will always go wrong—we can do all the training in the world, we can hire all the best people, but there is still a lot of emotion and inherent bias that we must overcome.

Contributing to the Greater Good

The past few years of the COVID-19 pandemic and social and political unrest have put a new light on the role of asset protection organizations. While the traditional responsibility of reducing shrink and stopping theft will continue to be part of the AP role, customer and employee safety and protecting the brand will have greater emphasis. How asset protection and retailers connect and engage with the community will continue to grow in importance.

– Oscar Arango, Target

The woman responded by telling the coordinator that she became homeless following a divorce and was living in a homeless encampment where she had been assaulted several times. She was shoplifting because she had no way to pay for food to eat. She opened her bag and gave back all the food and merchandise she had taken, which included items from other retailers.

“That interaction could have gone completely different,” said Arango. “We could have put her in a much worse situation.”

“I think if we can all collectively think about how we can do things a little bit differently, while spending our energy and resources on those really bad guys by identifying, investigating, and resolving ORC, everything else can really make a difference in the communities that we serve.”

Does this mean that AP is going soft? Arango acknowledged that there will always be people attracted to the loss prevention industry who want the adrenaline rush of stopping a thief who is pushing a cart of merchandise through the store exit. But both he and Jaeckle believe that the majority of AP leaders understand that their teams need to have a more compassionate attitude toward customers and have a broader vision of how to contribute to the business and the greater good of the community.

FEATURE CustomersEngagingthrougha Different Lens Continued

Arango called this “leading with humanity.” He explained, “This hasn’t changed how we mitigate theft. We still go after organized retail crime. We still have to keep people safe. We still have to protect the reputation of Target. But how we do that can make all the difference in the world.

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The moment you realize the dollars wasted on a core swap program or locationsrekeyingwithalocksmith...Themoment you realize the ROI in 1-800-316-KEYSVS.KeyControl.•

Tom Meehan, CFI Meehan is retail technology editor for LPM as well as chief strategy officer and chief information security officer for 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

“The basic message we tried to convey was simplicity itself,” he would recall later. “We meant to slay the inflationary dragon.”

As the lockdowns eased, consumers got back in the game with a


I t was nearly forty-three years ago that Paul Volcker stood before the Washington press corps and announced a radical shift in America’s monetary policy.


Volcker was President Jimmy Carter’s new pick to head the Federal Reserve, and everyone knew he had a tough job ahead of him. Inflation was over 6 percent in 1977, the first year of Carter’s presidency. By 1979, it had skyrocketed to 11.25 percent. The economy was in deep trouble. It would take bitter medicine to set it right again. The tight money policies that Volcker introduced led inevitably to a painful recession. Unemployment peaked at 10.8 percent in November 1982. But inflation slid steadily downward, dropping to 3.2 percent in 1983. Volcker’s medicine worked—at great cost to both consumers and the Carter administration. The accompanying recession certainly contributed to Carter’s loss to Ronald Reagan in the 1980 election. In the decades since then, many Americans forgot the economic disruption that inflation can bring. It has remained only a distant threat—until now.

ReturnInflation:of the Dragon Summer 2022 | 50 |

Consumer spending indeed dropped in the first quarter of 2020, when the pandemic hit hard, but it quickly recovered.

It began with the Coronavirus Aid, Relief, and Economic Security (CARES) Act, signed into law by President Trump in March 2020. At $2.2 trillion, this was the largest economic stimulus package in US history. It included $260 in increased unemployment benefits, $350 billion in loans to small businesses (later increased to $669 billion), $500 billion in corporate loans, $339 billion to state and local governments, and $300 billion in direct cash payments to families and individuals. When President Biden took office, the spending spree continued. His Infrastructure Investment and Jobs Act, signed in November 2021, directed approximately $1 trillion to various projects, including roads, bridges, rail transport, public transit, ports, airports, safety programs, low-emission buses and ferries, clean water, pollution mitigation, electric vehicles, and “community revitalization.”

And More Easy Money

The ThatContractionWasn’t

A Renewed Menace Consumer prices this March rose 8.5 percent over the previous year—the biggest jump since the recession days of 1981. The month-over-month increase was even more ominous, at 1.2 percent. Extrapolate that over a twelve-month period and the prospects become truly alarming. Predictably, the causes of this inflationary trend are a subject of hot political debate. Republicans blame the Biden administration while Democrats blame Vladimir Putin and the oil companies. But at the most basic level, inflation is a simple matter of supply and demand. It’s often described as “too much money chasing too few goods.”

As in the 1970s, oil is certainly a factor in our current dilemma. Back then, the Organization of Petroleum Exporting Countries (OPEC) engineered two successive oil shortages that drove prices upward across the board. The price of oil affects transportation, manufacturing, farming, and virtually every other economic sector. Consumers felt the pinch, just as they are beginning to now. Russian President Vladimir Putin’s invasion of Ukraine in February 2022 definitely had an impact on oil prices. But they had already been climbing, starting in August 2021. Consumer prices in general began rising significantly the previous April and never fell below an annualized rate of 5 percent after June. At least three other factors were the more likely culprits in inflation’s reemergence:

Easy Money Since 2009, the Federal Reserve Board has pursued a policy of “quantitative easing,” basically making money more available for businesses and consumers. The Fed’s historically low interest rates made borrowing easy and attractive. And by purchasing government bonds at a rapid pace, the Fed injected large amounts of cash into the private economy. The intended effect was to keep the economy humming, and it worked. Critics warned that these cheap-money policies would lead inevitably to inflation, but that failed to materialize—until now.

With all this money floating through the economy, prices were bound to rise. Combined with a supply-chain bottleneck that few foresaw, the result was a perfect storm of inflationary pressure. Will the Cure Work This Time? In March 2022, the Federal Open Market FederalpolicymakingCommittee—thebodyoftheReserve—announced a quarter point rise in the Fed Funds rate. That increase will ripple through the economy in the form of higher rates for mortgages, car loans, business loans, and other credit transactions. The Fed also signaled the likelihood of six further increases this year. This is a conventional response to the threat of inflation. But some observers wonder if it will work this time. The nightmare scenario is that people might begin to see inflation as a permanent fact of life. They could then raise prices reflexively and continually. Salary demands could follow suit. And inflation then becomes a feedback loop with no end in sight. Buckle up—and stay tuned. With all this money floating through the economy, prices were bound to rise. Combined with a wasforesaw,bottlenecksupply-chainthatfewtheresultaperfectstorm of inflationary pressure. Predictably, the causes of this inflationary trend are a subject of hot political debate. administrationblameRepublicanstheBidenwhileDemocratsblameVladimirPutinandtheoilcompanies.

● Low interest rates, ● The COVID pandemic, and ● Government spending. Let’s consider each one.

When the COVID pandemic hit, businesses across the country were locked down. Millions of workers hunkered down at home. Planners and pundits predicted that consumer spending would plummet as a result. In anticipation, many businesses curtailed production, laid off workers, or shut down altogether. But consumers were still consuming. They simply shifted to online purchasing—even more than before. Consumer spending indeed dropped in the first quarter of 2020, when the pandemic hit hard, but it quickly recovered. As the lockdowns eased, consumers got back in the game with a vengeance. Demand for many goods outstripped the available supply. And, no surprise, prices spiked on nearly everything.

In response to the COVID pandemic, the federal revertedgovernmenttoitsmost behavior—spendingprimalmoney.

LPM | 51 | Summer 2022

As part of the Alliance, it’s every specialist’s job to own their relationships with each store in their designated region (about forty to fifty stores). At least every two weeks, CSSs visit each store in person and work with staff to listen to store issues, follow up on incidents that have been reported, and to further encourage and educate staff on the impact of complete incident reporting.

also work closely with local ALTO staff attorneys and use the data they’ve collected from stores in that area to help build stronger cases on repeat offenders.

To address store concerns, CSSs escalate them to the appropriate people—the company’s asset protection team, corporate leadership, or law tofacilitateenforcement—andexploratorymeetingsbrainstormsolutions.CSSs

The most important part of a Customer Success Specialist’s job is to provide a stream,communicationconsistentsostore managers and staff feel supported. CSSs update stores on the next steps for specific incidents, related criminal cases in their area, and recent successes to create a safer community. |

D ealing with shoplifting, theft, and crime on top of daily priorities can be overwhelming in a busy retail store. Many retailers could use added resources for their asset protection teams, especially boots-on-the-ground support, to help them address store challenges and bridge communication gaps between store managers, law enforcement, and the legal system. That is where the ALTO Alliance and, more specifically, ALTO’s Customer Success Specialists (CSS) come in. Marcus Rodriguez is an operations manager with ALTO USA. Below is his perspective on the important role CSSs provide for the retailers ALTO Alliance supports.



Bridging the Gap between Retail and Law Enforcement CSSs help educate store staff on the best and most effective ways to communicate and work with law enforcement. Typically, when store staff calls the police or files reports on incidents, they often don’t understand how to communicate with officers to help them charge a criminal. Educating store staff on how to work with local law enforcement can increase the number of opportunities to press charges on criminals and initiate the next steps needed to take that case to court. CSSs help facilitate meetings and positive interactions between store staff and law enforcement, which helps law enforcement understand the store’s challenges and foster trust and a collaborative relationship between a store and its local officers. Marcus Rodriguez

The most important part of a Customer Success Specialist’s job is to provide a consistent communication stream, so store managers and staff feel supported. CSSs update stores on the next steps for specific incidents, related criminal cases in their area, and recent successes to create a safer community.

Summer 2022 | 52

An Advocate to Stores and the Community I first began as a Customer Success Specialist in San Francisco in October 2020. I immediately saw the successful role we play in the Alliance as store and community advocates driving real change.

Asher is the vice president of community relations and partnerships for ALTO USA. Most recently the vice president of strategy for ThinkLP, Asher brings more than thirty years of retail operations, partnerships, business development, marketing, and industry trade association experience. In addition, he is currently the president and chairman of the International Supply Chain Protection Organization (ISCPO). He can be reached at

The ALTO team is very excited about your new endeavor and thanks you for all your hard work and dedication to ALTO USA. We look forward to your continued impact on the loss prevention industry. Congratulations to Stefanie Hoover on her new position as Vice President at Loss Prevention Magazine

Summer 2022 | 54 |

By Read Hayes, PhD P eople are human; we’re prone to predictable behavior. Our behavior is in partly shaped by our individual characteristics and in part by our environment. Store designers know this, so they strive to influence in-store behavior with environmental design. As loss prevention and asset protection professionals, we should be part of this environmental design process. But first, we need to become better versed in interior space design theories and research.


How Store Design Impacts Sales and Losses LPM | 55 | Summer 2022


Conduct a AssessmentThoroughofNeeds

Shaping Your Space to Serve and Protect Sell More, Lose a Lot Less

● Blind spots—areas in which surveillance is inefficient.

● Workstation—areas staffed by employees (what percent of time?).

● Inactive zones—areas that have few hot items and little activity.

● Transitional zones—areas in which one type of zone meets or overlaps another.

What types of security measures are already in place, and how effective are they? Security control during and after hours Personnel policies, procedures, and screening Surveillance—via natural means (employees and shoppers) or technical means (video cameras) Access control of entries and exits Electronic detection devices Protocols for dealing with theft events Identification, tagging, and tracking of products Security measures in parking lot and around site

Hopefully, most store visitors are there to shop and buy, but as we know all too well, many also steal, rob, or defraud us. But since retail stores exists to sell products, that’s the place to start in designing interior space.

As a starting point for incorporating design based security into retail settings, the Loss Prevention Research Council (LPRC) team has developed the following step-by-step guide. The points shown are designed to assist retailers in developing a tailored approach to selling and protecting their products by maximizing the loss preventive qualities of natural space.

● Active zones—areas frequently populated by staff and customers.

Store layout and cues can influence the likelihood and success of theft attempts.

What do we want to protect? Identify: Hot items—location, presentation, exposure, attractiveness


Who are the store’s users? Identify:

Getting Started

Determined and incidental shoplifters notice or are otherwise enabled by poor layouts, including infamous “blind spots” in corners and high-shelf areas. Tight-fit, unkempt, and confusing layouts depress good shoppers, make buying difficult and enable store theft.

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● Normal users—people you want in the store (customers). Abnormal users—people you want to keep out of the store (criminals). Observers—those whose presence supports the store’s functions (employees, delivery people, and regular buying customers).

Determined and incidental shoplifters notice or are otherwise enabled by poor layouts.

● High-risk zones—areas prone to theft or crime, such as areas with “hot” items.

● Most vulnerable or high-risk areas of the store (also exits) High-risk procedures or operations Who are we primarily protecting against? External shoplifters Employee theft Robbers How has the loss of these items affected the store? Reduced profits Customer dissatisfaction resulting from lack of stock

What are the store’s major zones? Identify:

Shopper intentions and behavior can fall into two broad categories—exploring and habitual shopping—but in reality, shoppers tend to flip between the two. Store layouts need to accommodate both habitual and exploring customers in three broad areas—in-store, in aisle, and at shelf. Habitually moving to find needed items means helping the customer quickly find what they seek. Likewise, the exploring shopper should be inspired to try your other merchandise. Signs help, but the store layout itself is critical. Grouping like products in separate or u-shaped configurations brings product to life and can boost selling for both types of shoppers. The same principles hold true for asset protection. Store layout and cues (total store, in-aisle and at shelf) can influence the likelihood and success of theft attempts.

Retail Store Design and Layout to Reduce Crime Events DecisionThiefPath Access and Exit Controls SurveillanceNatural Territoriality SupportActivity theChoosingstore ● escapeandRemoveblockroutes ● curbReducecuts ● Parking lighting and visibility ● Channelize cars around lot to watch ours ● Clearly looseparkingsegregatedarea,nocarts ● Clean, andwindowssee-throughmirrors ● BOPAC and BOPIS ● Car cleaning activity ● Coffee shops ● Flower stalls ● Police office in store ● platformsSurveillance ● Security vehicles theEnteringstore ● One way in, one way out gates and barriers ● Seal all bags ● Hold bags in storage ● Clear windows ● CCTVPublic-viewmonitors ● CCTV podiums with store guards ● storeUniformedguards ● Tidy orderlyandstore ● Entry greeters theConcealingtheLocatingproductproduct ● Store within a store (bullpen) ● cabinetsLocked ● Red tag ● Time-delay fixtures ● Checkout location ● pharmacyOpposite location ● checkoutOpposite location ● Low-level shelving ● Mirrors ● Red routes ● Noisy fixtures ● displayCorral-typelayout ● flooringDifferentiated and lighting ● No blind spots ● Managers office in middle of shop floor ● supervisorCheckout podium in front of tills ● In-store promoters theLeavingstore ● EAS gates plus walk of shame ● EAS gates ● monitorsPublic-view ● Security guards or off-duty police Store layouts need to accommodate both habitual and exploring customers in three broad areas—in-store, in aisle, and at shelf. LPM | 57 | Summer 2022

● Place restrooms in more visible areas to monitor activity

FEATURE Shaping Your Space to Serve and Protect Summer 2022 | 58 |

● Providing services to the public such as flu shots or health guidance for targeted users will attract normal users and observers.

Use variations in lighting

● Observe changes in the ways employees, customers, and offenders interact with the space.

Position employee workstations to allow maximum surveillance, and position point-of-sale systems to enable employees to watch the area while ringing up Allowpurchases.bothemployees and consumers the ability to see as far as possible to increase offenders’ perception of risk.

The design and construction of the program supports employee use and maintenance (efficiency and compliance).


2. 4.3.

Place safe activities in unsafe locations

● Coordinating operations management with territories can lead employees to have a greater sense of ownership and responsibility for their assigned area.

The program protects merchandise and other assets by reducing criminal motives, reducing opportunities for crime, and increasing a sense of risk of detection for crime attempts.

Asset Protection

Locating a noisy, high-traffic area near hot items may cause potential criminals to feel too vulnerable and exposed to steal.

● Consider a coffee station or cosmetics consultant—congregating shoppers can increase natural surveillance.

● Evaluate the effectiveness of each step before moving on with implementation of new strategies.

● Assisting employees in visually identifying high-risk areas improves surveillance and may decrease crime.

● Monitor the results of these changes, whether desired or undesired.

Keep in mind that the perception of surveillance may deter criminals as much as actual surveillance.

The program creates positive consumer emotions, including attraction, comfort, arousal, pleasure, and safety.

● Providing dimmer light in low-risk areas and brighter light in high-risk areas could deter crime.

Use mechanical surveillance in areas where natural surveillance is difficult.

● Facilitate customer traffic flow through hidden areas

Overcome distance and isolation Eliminate blind spots—position them within lines of sight or adjacent to an active, safe zone.

● Use recorded video footage, employee and manager interviews, and work with recent shoplifters, as well as review key item sales and loss differences to review behavior changes.

Create territorial identity



Encourage community interaction in the store

Test the use of clear or mirrored fixture materials to enhance visibility.

Place unsafe activities in safe locations

Create gathering areas in unsafe zones

Redesignate the use of space to create perception of risk

Evaluate and Monitor Results

The program helps consumers easily and quickly find, access, and purchase merchandise. Atmospherics

● Implement design strategies individually, choosing approaches that address specific weaknesses in design or layout.

Provide clear border definitions to high-risk areas

The fixture, process, system, or area (program) supports the selling of key merchandise by creating awareness of and excitement around high margin, high-revenue products and their co-sellers.

● Establishing smaller “territories” within a larger store may increase an offender’s fear of being caught.

Implement Loss Prevention Strategies

Relative Assessment At the LPRC, we are using this evolving score sheet to evaluate the impact of design and other protective efforts. While not yet complete, objective and subjective criteria enhance relative evaluations of competing concepts.

Redesign space to increase natural surveillance Create clear lines of sight throughout the store by using low or specially angled gondolas, shelves, and racks whenever possible. Have you registered for LPRC's 2022 IMPACT? LPRC IMPACT is Back In Person at the University of Florida as we showcase the great research the LPRC Scientists have cultivated this past year. Attend this year ' s best industry conference by registering today! Register Today! 168 Member Organizations 25 Research Based Sessions

Every year, we focus on increasing the precision and utility of our crime risk data by:

● Site-specific crime risk data such as CAP scores to objectively quantify the crime potential at a given location, ● Incident history data to track what occurred at the location previously, and ● Survey information such as distances to highway exits to identify mitigating factors that might draw crime toward or away from a specific location.

Isn’t data from police reports or the FBI’s Uniform Crime Reporting program enough? No, using police reports and UCR data alone falls short of the mark. Police reports can help explain the historic crime environment at a specific location. However, UCR data have numerous shortcomings—their use is retrospective, the data are often inconsistent from one jurisdiction to the next, they can be subject to political influences and financial constraints, they are not industry-specific, and police-gathered crime data are difficult or impossible to obtain in many jurisdictions.

● Providing new scoring methodologies to account for perpetrators who travel varying distances to commit crimes.

● Adding new crime types to the mix, such as simple assault and vandalism.

How does CAP Index keep improving its assessments?


A one-size-fits-all security approach leads to underspending at some locations and overspending at others.

Interview with Steven K. Aurand

Nearly 40 percent of law enforcement agencies nationwide failed to report their 2021 crime data to the FBI. What impact will this have? This gap in data will be a problem for those who are dependent upon UCR data for their intended purpose. However, it won’t impact companies like ours that build crime risk models using site-specific crime data gathered directly from police departments. So, while the NYC and LA crime data won’t be in the FBI-collated data, we have collected all their crime data for 2021. More importantly, we carefully review and clean all the police data we gather to make sure that it is appropriate for our crime risk modeling.

A sset protection and security teams often seek statistics to help assess the risk of crime when developing programs to secure local store locations. But what data are best suited and most trusted? We asked a data scientist for his perspective. What tools should one use to assess crime risks?

Address-specific crime data illustrate the tremendous variability that can exist between neighborhoods. Armed with site-specific crime data, LP professionals can better allocate their resources to focus security measures where they are needed most to mitigate actual crime risks rather than misperceived ones.

● Collecting data from additional sources such as more suburban and rural police jurisdictions.

How can security professionals cut through media hype to make more objective assessments?

UCR data have their place when looking at broad geographic and temporal crime trends. However, the FBI itself strongly discourages ranking and comparing cities and regions using UCR data alone. Furthermore, FBI data are not at all appropriate for conducting sitespecific assessments. It is an ecological fallacy to assume that relationships observed at the city level also operate down at the neighborhood level. Like with UCR data, the media tend to examine crime using broad geographic areas. There have been a lot of recent news reports characterizing certain cities as “dangerous” based on aggregate violence and shootings data. However, these reports often dumb down complex situations and fail to point out that these crime spikes are often concentrated in specific neighborhoods and are not citywide.

A researcher and statistician, Aurand cofounded CAP Index in 1988 and is the company’s President and CEO. Today, the company he leads is the most trusted and recognized source of crime risk information for businesses and government agencies throughout the US, UK, Canada, and soon Mexico. He holds a BA degree in psychology and music from Haverford College and has completed graduate studies in criminology and statistics at the Wharton School of the University of Pennsylvania. Aurand can be reached at

● Exploring ways to leverage new techniques such as AI and machine learning.

Perception vs. Reality

Using Data to Assess the Risk of Crime

Ideally an organization should use a multiprong, data-driven approach to assessing its crime risks involving what I like to call the “three legs of the stool.”

Summer 2022 | 60 |

Armed site-specificwith crime risk data, LP professionals can better allocate their resources to focus securitywheremeasurestheyareneededmost.

● Including more predictors, such as how the proximity of certain types of businesses can affect crime risks.


LPM | 61 | Summer 2022

Interview with Tim Shafer Shafer is the marketing manager of Detex Corporation. He joined Detex in 2004 starting in the repair department where he gained vast knowledge of the various Detex products. In 2012 he was promoted to production supervisor, then marketing manager in 2014. He is experienced in assembly, technical support, product development, demonstration, and training.

Most facilities have addressed access control and the securing of main doors, but those should be measures of last resort. There are steps that you may not have considered to mitigate the threat before it arrives at your front door. Supplemental security measures, such as securing perimeter entrances and installing devices to warn when secondary entry points are compromised, can increase your ability to protect against threats in retail locations, DCs, or the corporate campus. Examining security and safety from a holistic viewpoint can help prevent threats from materializing. You can enhance life-safety and security measures on your property with the addition of cutting-edge technology that works in conjunction with your existing systems, such as:

I n today’s retail environment, protecting people and assetsis a vital role for asset protection organizations. We asked one physical security expert about options for securing the exits throughout a store, distribution center (DC), or other retail facility. What physical security measures can increase a retail facility’s ability to protect against threats?

What other tips can you give a prospective retailer?

Ensuring all pieces of technology will work together is key. Manufacturers and some dealers will create a kit to fit your application that includes best-in class products along with wiring and riser illustrations to fit your application. Be careful of specification writers who supply only a list of products without a wiring diagram or information on how the items are integrated together. Failing to install the items correctly can create years of headaches and wasted money. Ensure the supplier understands your needs and offers time-tested products.

Tailgate-detection technology can be used to control access in a variety of retail environments, allowing only authorized personnel access to restricted areas. Tailgate-detection systems will sound an alarm if someone attempts to follow an authorized employee through a secure door. It will also help secure areas that may contain sensitive material, such as personnel records, in computer rooms, or cash-handling rooms.

How can retailers enhance their existing door security?

Securing Retail Facilities to Protect People and Assets

By installing delayed-egress exit devices, you can prevent unauthorized exits and redirect foot traffic. When combined with electric latch retraction and automatic door operators, staff can move freely throughout the facility while controlling unauthorized foot traffic. Where life-safety codes restrict traditional locking of certain exits in perimeter fencing around DCs or some retail locations, weatherized delayed-egress may be an acceptable application, depending on the authority having jurisdiction. Weatherized delayed-egress systems emit a loud local alarm encouraging a person to move away from the area while alerting staff that someone is attempting to exit. This provides the staff time to react before the exit unlocks and helps to avoid a dangerous situation. This type of system can be tied into a fire alarm override, providing safe, delay-free exit during a fire emergency.


● Delayed-egress devices with alarms, ● Perimeter fencing emergency exit and access control, ● Door-prop alarms, and ● Tailgate-detection systems. Are delayed-egress devices useful in a retail environment?

Supplementing existing door security with door-prop alarms is one way to enhance your security environment. A door left propped open, even for a few seconds, can provide an easy access point for threats. Door-prop alarm hardware will alert personnel to an unsecure door via audible alarm while sending an alert to any central security monitor. It helps prevent unauthorized personnel from entering and assets from exiting the premises. Is tailgate detection useful for retailers?

Partners in International Crime Fighting Cook up Collaborative Approaches to Risk

Small World, Big Ideas

By John Wilson, Executive Editor , LP Magazine Europe

EDITOR’S NOTE: This article first appeared in the Summer 2022 edition of Loss Prevention Magazine Europe. The British word spellings and language have been kept here. To see more articles from the Europe magazine, visit F or those of you who follow the news agenda, it would appear that a lethal cocktail of climate change, COVID-19, and the cost-of-living crisis have seemingly reheated the last supper for the dream of globalisation as nationalist narratives have narrowed international horizons to the point where diplomacy has made way for finger pointing and full-throttle fighting in Europe for the first time this Ostensibly,century.the world appears to be shrinking in terms of scope of vision and bigger picture thinking. While COVID-19 physically cut us all off in terms of closed borders and international travel bans, Brexit, the UK’s departure from the EU, has created an existential crisis for a European Union that was established in the post-war years to bring people and nations together to prevent future conflict through trade and securityHowever,sharing.bynarrowing opportunities for co-operation and collaboration, it has emasculated efforts to tackle international challenges such as the migration crisis and the growing threats of global cyber-crime. One example of this would be Brexit’s severance from international treaties such as membership of Europol and ENISA (the European Union Agency for Cybersecurity), a pan-European body for fighting digital fraud—an omni-present crime that ironically does not recognise the integrity of international borders. To use a food analogy, critics of the Brexit referendum saw a weakening of a relationship where nations are stronger together, and what should have been the feast for all has become a microwave meal for one. Conversely, pro-Brexit critics would argue that globalisation and inter-dependence

Summer 2022 | 62 | LPM | 63 | Summer 2022

According to a combination of global cyber-security reports, the world of international business has been on the receiving end of its own crime pandemic, and one of “epic proportions.”

FEATURE SmallBigWorld,Ideas

In one prominent example, Mimecast’s sixth annual State of Email Security report makes clear that businesses around the world have continued to find themselves in the crosshairs of a torrent of new cyber-attacks. In 2021 it said, “the cyber-threat landscape in country after country became more treacherous, not less.”

Recipes AvertingforDisaster

In its survey, the communication expert said 2021 was the worst year on record for cyber-security, as illuminated by the 1,400 global IT decision makers polled. The findings showed that while nine out of ten global businesses had been subject to phishing attempts, ransomware impacted three out of four major brands. Reports are one thing, but bringing those risks to life in a way that captures the gravitas of the situation as well as their collective imaginations is another, and those very corporations are continually challenged to arrive at communications solutions that are most likely to culturally engage their employees and provide food for thought.

Continuing the food theme, it is fair to say that like many dishes, today’s cyber-risk starts with an onion. In technical language, The Onion Router (TOR) is the free to use, open-source software that allows anonymous communication and is often referred to as the gateway to the so-called “dark web,” the weapon of choice for the shadowy criminal underworld where cyber-fraudsters seek cover.

Deutsche Telekom DT, one of the world’s leading integrated mobilecompaniestelecommunicationswithsome248millioncustomers,26million fixed network lines, and 22 million broadband lines has created an international ambassador programme to bring together employees from across the globe to share ideas and best practicse around its asset protection strategies, both physical andHeadquartereddigital. in Bonn, Germany, and employing 216,000 employees across the world, Deutsche Telekom’s programme includes initiatives that deliver the risk message in innovative ways such as Cyber Kitchen—The Cyber-Security Deutsche Telekom DT created an international ambassador programme to bring together employees from across the globe to share ideas and best practices around its asset protection strategies, both physical and digital. The programme includes initiatives that deliver the risk message in innovative ways such as Cyber Kitchen—The CyberSecurity Hacker Cookbook, designed to bring IT and food hacking together and explain complex issues in easy-to-relate ways.

Summer 2022 | 64 |

trust has been over-egged and added to our current woes. Separately, environmentalists would argue that longer and increasingly complex supply chains are only as strong as their weakest links, and greater food miles create a larger carbon footprint, so should we not be reducing what many already see as national over-reach and do more locally? Many argue that today’s international tensions are the legacy of over-caring and over-sharing with international neighbours, but redrawing boundaries can never be a substitute for building bridges of trust, and it is too late in the day to try to disconnect from what is already a highly connected world. In a world where we have too much on our individual plates, there has never been a more critical time for collaboration, diplomacy, and international co-operation, and while Governments may be redrawing borders, corporations must remain open for business and dare to share ideas and creativity, particularly in the pursuit of physical and digital security.

The strong presence of the onion therefore needs to be muted with other ingredients, and in the spirit of sharing the culinary delights of fighting cyber-crime, one global telecommunication business has created a resource for its international partners that combines home-grown employee recipes with helpful tips to remain safe online and protect the corporation’s digital infrastructure as well as its international reputation.

Hacker Cookbook, designed to bring IT and food hacking together and explain complex issues in easy-to-relate ways.

One of the international advocates of Deutsche Telekom’s Ambassador Programme is Jennifer Schaefer, MA, LPC, field asset protection manager for T-Mobile in the US who has, for the last twelve plus months, been part of the Magenta community fuelled by the business diversity ethos of inclusion and equity where individuals across the global landscape can explore and share, and where no ideas are off the“Ittable.hasroughly 350-plus people, the majority of whom are internal employees, as well as external ambassadors engaging in the life of Magenta, which includes T-Mobile US,” she said. “This programme is outstanding and being utilised as a means to network across the globe in all categories and company subsidiaries such as T-Systems and T-Mobile US. There’s a small number of individuals in the US—around twenty—who as part of the voluntary programme, are continually building the networking bridge across the“Thereglobe.are many countries represented, departments engaged, and individual people building not only a partnership, but a network of education and awareness throughout the brands,” sheJennifer,explained.who has worked in asset protection roles for other Fortune 500 brands including McDonald’s and Target, added, “It’s a very robust programme, and offers continuous engagement with the international partners and peers through various platforms, including bi-weekly calls, programme opportunities, and community events across the globe.

A Network of Education and AcrossAwarenessBrands

“I have been able to share asset protection programmes via the US and partnerships with the global teams in a traditional form, but also across various digital platforms to engage others and those in the security field such as physical retail, cyber, and IT,” she said. A form of cross-border and territory learning platform, the initiative is aimed at giving employees from different backgrounds and countries a voice and enabling them to share ideas and best practice.

“It has a number of various virtual programmes through LinkedIn live coffee talks, a women-in-security community, mystery lunch concepts, learning and educational sessions, living culture development, grassroots efforts, and initiatives,” Jennifer said. “There is also a summit in Germany in June this year that I plan to attend in person to finally “Thisvalue,speaksinitiativeofgoals,andlivingthecultureofpeople.”

LPM | 65 | Summer 2022

The business recognises Cyber Kitchen as more than just a nice-to-have cookbook. In addition to sixty “hacked” recipes, its pages contain many tips and assistance in the form of “life hacks,” both for the kitchen and security in everyday digital life. All the recipes in Cyber Kitchen came from Telekom’s security awareness team before they were refined by German TV chef Stefan Wiertz in the final course.

With clever name games such as “Phishing Potpourri,” “Ransom Roll,” or “Blacklist Pizza,” Cyber Kitchen was designed to whet the appetite for the world of security and combine the world of cyber-hacking with the art of kitchen “hacking,” the ability to prepare dishes in a faster and more efficient way—food for thought, indeed. The leadership team of Telekom Security provided the framework as thematic chapter ambassadors for topics such as phishing, viruses, and trojans and social engineering. Enriched with modern recipes, Cyber Kitchen conveys in a particularly engaging way how employees can play a role in protecting themselves simply and yet securely in many everyday digital situations.

The rationale for the cookbook was simple—with increasing engagement through social media and millions of financial transactions taking place every day, digitalisation is changing our world. “But this can only function if computers and networks work securely. With our activities we make sure that our people, as the last line of defence, stay secure,” according to the Cyber Kitchen publicity material.

“At the same time, the number of cyber-attacks on business, politics, and private individuals is steadily increasing worldwide. We at Telekom would like to fulfil our digital responsibility in this regard and make a completely different kind of awareness contribution with Cyber Kitchen We want to raise awareness of the dangers on the Internet, which are still underestimated because cyber security potentially affects all of us. That’s why we want to reach not only technically interested people, but as many people as possible. Everyone can protect themselves with simple means. With Cyber Kitchen, with one innovative project after another we say how—understandably, simply, and safely enjoyable.”


While Andrea can share security awareness, Jennifer is one of the go-to employees focussed upon physical plant security advice, guidance, and consultative information. One of the key developments from the programme has been the Learning from Experts (LEX) sessions where every Deutsche Telekom colleague has the opportunity to learn from others, or present as a teacher in their field of expertise.

“It is all about sharing knowledge and allowing individuals across all channels and countries to stay connected and learn through each other’s professional acumen,” said Andrea, an expert in security awareness. “It is about engagement. If someone has a problem or a challenge, they simply reach out across the Deutsche Telekom network to get an answer.”

“It is all about looking beyond our own world of ideas have created an programmeinternationalwheretheMagentamindsetconnectsusalltogetheracrossdifferentterritoriesandtimezones.”

Part of this people integration in security and asset protection has been working with European colleagues including

“It has skyrocketed in terms of interest. It is not just Europe, but territories including Singapore, the US, and Brazil. From small ideas we have created an international programme where the Magenta mindset connects us all together across different territories and time zones. It has certainly made me a better person and broadened my horizons,” said Ingo. Working in tandem with international colleagues, Ingo has been supporting efforts to deliver three transporters of aid to Ukraine during the Russian invasion by delivering to the Polish border, another initiative that would not necessarily have grown wings without the access to the ambassador programme. “We did this in our private time, but it connects us together, and the business was behind us. We were even able to light up the T-Mobile logo in Ukrainian colours,” he said. The outreach also assisted victims of the German floods with the shipment of sandbags to affected areas. But the programme is more than a humanitarian outpouring from business. It is about international colleagues learning from each other.

“It’s about listening and learning as part of fun and engaging sessions. It encourages people to reach out,” said Andrea.

FEATURE SmallBigWorld,Ideas“Fromsmall

–PatzkeIngo Summer 2022 | 66 |


meet my partners, as well as building upon the foundations of how our company is expanding their cross-pollination, building an integral foundation of partnership around the globe, and elevating support within their community. This initiative speaks of value, goals, and living the culture of people.”

“It is voluntary participation in a corporate learning portal where everyone can share their knowledge and also learn new things through various resources, tools, and robust networking,” said“ForJennifer.example, I deal with the bricks-and-mortar side of the business and can provide expertise here. Andrea is my go-to for all matters of creative security international campaign awareness,” she added. Andrea agrees. “It has enabled me to think outside the box and learn more about Jennifer’s world,” she said. In this way intelligence and best practice are exchanged between T-Mobile’s business operations in the US and Europe as part of a virtual and virtuous circle of learning.

From Humanitarianism to Sharing Knowledge

Ingo, who has been involved in the ambassador programme from the beginning, said, “When we first posted on Twitter in 2020, we realised early on that there was a huge opportunity to connect with different people. Now, two years on we have been able to prove that this can be shared internationally to help develop our people.

“It is collegiate and learning for everyone from everyone, free of charge,” saidButJennifer.itisnot exclusive to the Deutsche Telekom employee pool. External participants and champions in their field of expertise can be included as part of the intelligence and learning process.


Conducted in English, the community sessions are not all about asset protection or even other communication,work-relatedalthoughthey are a major focus. Lighter engagement involves hobby programmes, mystery lunch sessions, and members sharing images and stories of their pets.

Jennifer facilitated a number of sessions on the asset protection department within T-Mobile US in addition to one on the mobile distribution channel. This means asset protection teams in the US can reach out to their European peers and vice versa when they encounter challenges or are in need of problem-solving, thereby co-operating and collaborating on a wide range of issues from physical stores to cyber-fraud.

“We can reach out with security campaigns anywhere in the world from Mexico to India to show how cyber-crime works and impacts business and to encourage people to reach out with their issues. It is global awareness building and bringing people along on that journey,” she added.

An Employee Grassroots Effort with Leadership Support

work. It allows people to reach out and helps build really strong foundations of knowledge,” said Andrea.

While these tensions continue, many businesses recognise the need to step up and reach out, and dare to care and share by learning from each other and facing down challenges together.

Ingo is also engaged in what is termed the Global Security Wireless Council, a gathering of Deutsche Telekom employees with expertise in the cyber-field discussing a wide range of issues from trends and patterns to organised retail crime.

In the same spirit of necessity being the mother of invention, much of the activity generated out of the Deutsche Telekom Ambassador Programme owes its success to the global disruption of TalkingCOVID-19.about colleagues including Andrea, Jennifer said, “This connectivity has enriched all our lives and, to be honest, if the pandemic had not happened, I would not have met this amazing woman and created the foundation of friendship and partnership. And we will not stop until everyone is connected.

“The fuel of our international network is to bring together the most diverse colleagues and cultures of the Magenta world to develop communities and also to support each other, to network, to run interdisciplinary projects, or to strengthen the company perception as a corporate influencer both externally and internally,” she added.

“We are always looking at ways to share ideas and creativity. It’s a real melting pot, and there is no stopping us as we move forward with this,” said Andrea. “No one has all of the answers, which is why we bring in other people and have implemented initiatives like the cyber-security cookbook or even a children’s security activity book named AwareNessi. It’s imaginative and makes participants eager to learn more as well as giving users useful insight to protect themselves.”

LPM | 67 | Summer 2022

“It is a grassroots effort to bridge the gap in knowledge with people like myself working in the field,” said Ingo, who was recently recognised for his contribution to the LEX programme. “Through our informal meet-and-greet across different time zones, we are sharing information with people of a similar mindset who are looking to protect their business. These guys are my strength and my rock.”

“Themomentum.initiativecame about as a so-called grassroots effort from the employee base with engrained support of all leadership partners. The passionate networking, active engagement, and love for our creative culture distinguishes our success from other companies,” saidTheJennifer.zeitgeist role of social media has played a pivotal part in the Deutsche Telekom sharing programme across a variety of platforms to engage and entertain as well as encompass all of the workforce. One example of this was in March 2021 when T-Mobile colleagues from multiple territories took part in the global sensation that was the Jerusalema Dance, a choreographed routine that has been praised by presidents and priests the world over by becoming a post-pandemic symbol of hope forTheAfrica.viral video feed highlights the plurality, passion, and personality of the T-Mobile and Magenta brands as well as raising the profile of, and inducing smiles amongst, international colleagues.

Across the T-Mobile international estate there are currently more than 350 engaged in the programme, but that number is growing as the word spreads and colleagues begin to tune into monthly updates and, in the spirit of fun and interactivity, are given a virtual tour of their peers’ offices whether in Bruges, Singapore, Budapest, or wherever the mood of the agenda takes them.

“It is all about other’sindividualsandknowledgesharingallowingacrossallchannelsandcountriestostayconnectedandlearnthrougheachprofessionalacumen.” SchönmetzlerBindel-Andrea

Although all the work of the ambassador programme is conducted in the international language of English, this highly visual medium speaks in multiple tongues and takes learning beyond conventional classroom teaching. “What we are doing is educating people, but not in a conventional way. There is no death by PowerPoint,” said Andrea.

From climate change to COVID-19 and the cost-of-living crisis, the world is currently in a state of flux and heightened tension, and much has been written and said about how these issues impact upon mental wellbeing with prolonged incidents of absenteeism or struggling employees faced with workplace challenges quitting altogether.

The collegiate approach was not created in a vacuum but was part of a groundswell of opinion that formed a strong foundation that, once implanted within the business, organically gathered its own

● Online marketplaces make it easy to sell stolen merchandise with low risk of getting caught.

Security gates promote subtle but impactful shopper behavior modifications like the following:

Electronic Article Surveillance EAS systems have a long history of helping retailers curtail theft in their locations while maintaining an open-sell environment.

● Help manage occupancy compliance by controlling entry and exit traffic and help provide a safer environment for customers and associates.

While no one solution or even combination of solutions will completely eradicate shoplifting from our society, taking an active role in layering technology and updating policies and procedures can help retailers stem the flow of activity and risk.


A Layered Approach to Securing Retail Entrances Against Theft

Summer 2022 | 68 |

Retailers across the nation are feeling the strain and profit loss attributed to a rise in external theft hitting their stores. According to the 2021 National Retail Federation (NRF) Retail Security Survey1, over 60 percent of respondents reported that organized retail crime (ORC) has increased over the past five years, with the number of apprehensions, prosecutions, and civil demands all experiencing a sizable decrease from 2019 to 2020 alone. Additionally, nearly two-thirds of the retailers surveyed by the NRF2 said that violence associated with store thefts has risen, led by organized gangs that resell the goods they steal.

● In some states, thieves are facing fewer consequences due to the higher threshold set for a theft to constitute a felony. According to consultancy firm Strategic Resource Group3, the firm surveyed a number of retailers across America who say shoplifting is now 2 to 3 percent of their total sales. That’s up from 0.7 to 1 percent pre-pandemic. So, what can retailers do about it?

Other contributing factors for the increase in theft include:

Security Gates

There are several solutions that can help retailers secure the entrances and critical areas of their stores and help deter shoplifting and aggressive theft.

● Help encourage customer movement in predefined directions like entrance flow to the return desk or service counters.

1 2 3

● Expansion of places and platforms in which to sell stolen merchandise.

Security gate systems’ designs are customizable to adapt to any style retail location, helping reduce theft by encouraging customer movement in predefined directions, preventing unwanted traffic paths from store to return counters, and reducing the risk of shopping cart walkouts with unpaid or stolen merchandise. All security gates are ADA-compliant devices that are both manual and automated and are connected to fire alarm panels for automated control to avoid egress obstructions in case of emergencies. Security gates can also be integrated into video surveillance systems and with electronic article surveillance (EAS) solutions.

● Reduce unwanted traffic paths, fraudulent returns by separating the returns desk from the rest of the store.

● Reduce shopping cart walkouts with unpaid or stolen merchandise.

Over the years, the technology has evolved to include network capabilities, remote tuning, diagnostics, and expanded sensor portfolios to cover a wide range of products.

● Specialty tags for hard-to-protect items, such as ink tags, lanyard tags, bottle tags, shoe tags, and tags to protect boxed items.

● Hard tags for the protection of soft goods and detaching devices for removal of tags.

Video Analytics and Artificial Intelligence Stores are increasingly leveraging the power of video analytics to gather comprehensive business intelligence data about activity and traffic in their stores. Analytics software built into many newer security cameras and other devices can detect and document many areas of loss, helping retailers to better understand and pinpoint each source of loss so it can be addressed.

Shoplifting, ORC, and social media-driven theft impacts everyone—from the consumer to the retailer and the communities where they operate—so a coordinated effort between retailers, their security partners, and law enforcement is essential.

Contact ADT Commercial to start a conversation about these and other retail solutions. Visit

Video analytics systems use the valuable data that is recorded by existing camera networks. Video footage is processed and analyzed to identify and classify objects—such as people, vehicles, and other items—then indexes them to enable easy and quick video search and quantifiable, actionable analysis.

Additionally, just the presence of EAS tags and pedestals can act as a deterrent for opportunistic theft.

● Disposable labels for hard good items and devices to deactivate labels.

The main components of EAS systems consist of the following:

● Detection devices located at the entrances and exits of the store. These come in a variety of formats including pedestals, concealed floor systems, or overhead antennas.

While no one solution or even combination of solutions will completely eradicate shoplifting from our society, taking an active role in layering technology and updating policies and procedures can help retailers stem the flow of activity and risk. Active prevention methods, such as signage, visible camera technologies, and public view monitors, along with solutions designed to modify consumer behavior, can have an impact on deterring crime across the retail industry.

LPM | 69 | Summer 2022

Store layout is also an important factor in ensuring a safe, pleasant, and efficient customer experience. Preventing crowding not only contributes to a much more comfortable retail experience, but also diminishes the risk of crowds amassing in advance of a smash-and-grab theft event or flash mob. Video that is aggregated over time can help retailers uncover where and why crowds form and make intelligent decisions to prevent future crowding. Crowds—especially long queues—are detrimental to the customer experience and, sometimes, compromise safety. It is important for operations and security managers to be aware of when, where, and how often crowds and queues form, so they can make staffing decisions based on crowding hotspots and traffic peaks and develop contingency plans for crowding in real time. Video analytics systems can be configured to trigger alerts based on proximity and people counting filters. For instance, when predefined count and proximity thresholds are violated, operators can be notified that an unsafe number of people are occupying a certain area and investigate the quantity and density of the crowd formation.

Public View Monitors (PVMs) PVM solutions are an outgrowth of the conventional use of public view monitors. PVMs fundamentally consist of an integrated camera and display monitor that typically showcases the live camera view and occasionally displays other messages. These systems were initially placed at store entrances, so that shoppers could see themselves as they entered the store, instinctively look up at the PVM, and retailers could obtain a recorded image of most shoppers’ faces. This could then be used to correlate with evidence of any crimes committed in the store, while simultaneously acting as a theft deterrent.

A Coordinated Effort

Shoplifting, ORC, and social media-driven theft impacts everyone—from the consumer to the retailer and the communities where they operate—so a coordinated effort between retailers, their security partners, and law enforcement is essential.

Additionally, video systems can be mounted over point-of-sale (POS) stations and self-checkouts and integrated with POS systems to capture and document theft events like mis-scans, “left in cart,” sweetheart detection, and product switches. These checkout intelligence solutions leverage video, analytics, and system integration for another line of defense against loss for retailers.

EAS systems can be integrated with video cameras, so that when an incident occurs, the system alarms trigger cameras to start recording the event for visual documentation.

In addition to entrances, retailers are ramping up their strategy to include adding PVMs near high-value items. The message to a would-be thief is simple: “We have a camera on you, are likely recording, and possibly actively viewing you in real Withtime.”PVMs placed around the store, focused on high-value merchandise and product locations, retailers can satisfy a number of security objectives, including the ability to: ● Alert store personnel when the product is taken or approached, ● Obtain tagged recorded video of events around the product for evidence, and ● Heighten awareness to the potential thief that they are being recorded and surveilled.

To ensure that you don’t miss any important loss digitalsubscribeinformation,preventiontoourchannelbyscanningtheQRcodeabove. 72

Summer 2022

Popular Articles on the LPM Digital Channels

T he 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 with industry experts, 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


8 Free Tools to Help with Your Social Media Investigation

The pandemic ushered in an unprecedented level of channel switching and brand loyalty disruption. A whopping 75 percent of consumers tried new shopping behaviors, with many of them citing convenience and value. Fully 39 percent of them, mainly Gen Z and Millennials, deserted trusted brands for new ones. That restlessness is reflected in the fact that many younger consumers say that they are still searching for brands that reflect theirThisvalues.article by Tony D’Onofrio summarizes the continued importance of branding focusing on the 2022 leaders as researched in the annual report from BrandBrandirectoryFinance.

continued on page

Few social media users implement the strictest privacy settings, which provides even more investigative fodder. With so much information available, social media investigations are a potential time-suck. Here, learn about eight free tools that can help keep your investigations efficient.

A chargeback costs much more than the penalty levied against your merchant account. While it is easy to see those direct fees sent by a financial institution for each customer dispute, there are in fact several additional ancillary costs associated with chargebacks that further harm your business’s profitability. From shipping expenses to processing | 70 |


The Hidden Costs of Chargebacks Are Costing Retailers Billions

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

With 69 percent of adults on at least one social media site, including 88 percent of individuals under thirty years old, there is a wealth of information out there for investigators to comb through.

The Top 5 Most Valuable Retail Brands of 2022


ETD aims to provide an unrivaled opportunity for investigative interviewing professionals like you to network with your peers, learn from each other, and position yourself to take the knowledge gained and to make a direct positive impact within your organizations.


OCTOBER 11-12, 2022 ELITE TRAINING DAYS Attend the most exclusive event within the interviewing community where only the best and brightest converge on a two-day, information packed, learning and networking experience. THE and BECOME. MORE. TOGETHER.


Come a day early and be a part of the WZ Master Class to kickstart your ETD experience. All you need to do is show up, and we’ll handle the rest.

The Evolution of an Investigation: A Masterclass in Adapting your Interview Strategy. Immerse yourself in an interactive case replicating a reallife case study.

Sometimes all you need is a little sand between your feet, some fresh sea air, and an opportunity to embrace new skills. This one-of-a-kind experience is waiting for you at Elite Training Days (ETD) in Myrtle Beach, SC on October 11-12. Created by the International Association of Interviewers (IAI) this event offers professionals from all industries, both public and private, to learn from leading experts.





An Illinois man has been convicted of running a multi million-dollar retail crime ring after being found guilty of conspiracy to commit interstate transportation of stolen property and conspiracy to commit mailAccordingfraud. to court records, Artur Gilowski, 48, operated a criminal enterprise that involved co-conspirators stealing tens of thousands of retail products valued at over $20 million from retail stores across the United States. The products were then shipped to Gilowski, who sold the stolen goods on thangeneratingwebsites,e-commercevariousmore$11million in profits.

Each year, select industry leaders are recognized for their lifetime of contributions to the retail loss prevention industry as they are inducted into the Loss Prevention Hall of Honor. The Hall is a place to tell the story of their achievements, to celebrate their success, and to continue their legacy, preserving their lessons in leadership as examples for future generations of loss prevention professionals. Here, watch footage of the live announcement of the 2022 LP Hall of Honor Inductees with Kevin McMenimen, Paul Jones, and Paul Jaeckle from RILA’s 2022 Asset inConferenceProtectionFlorida. Illinois Man Guilty in $20 Million ORC Enterprise

NRF PROTECT 2022 Rolls to a ConclusionSuccessful The 2022 NRF Protect Conference came to an official close on June 23 after a final day filled with informational sessions, keynote speakers, and a bustling Exposition Hall. The morning started with the presentation of the 2022 Ring of Excellence awards, awarded to those in the loss prevention industry who have been nominated by their colleagues based on their vigorous and innovative contributions to the industry. This year’s recipients are Alisa Dart, group vice president of asset protection for Albertsons Companies, and Van Carney, senior security and loss prevention consultant for Keiser Communications and Security.

The Inductees2021-2022forthe

LP Hall of Honor Announced

Summer 2022 | 72 |

Continued from page 70 fees, there is a complex set of expenses that are not overtly visible or easy to calculate—and those costs have a crucial impact on your bottom line.

There is new LPMupdatedcontenttothewebsitedailythatisfeaturedinoure-newsletter.

In addition, the hidden expenses associated with chargebacks continue to rise in price, as chargebacks are now estimated to be a $125 billion problem. It is considered that for every $100 lost as a chargeback, the actual price tag is $240. Considering that the rise of e-commerce and digital payments only signals further growth in the total volume of customer chargebacks, it is important that merchants gain awareness of all the hidden costs involved in a readthisdispute.customerDownloade-booktomore.

Read about all three days of this year’s conference. And This Is Why with Ulta’s Senior Director of LP | Ep. 80 In this episode of LPM’s “And This Is Why…” podcast series, Kevin McMenimen talks with Brian Wedoff, the senior director of loss prevention operations for Ulta Beauty. They discuss how NGS helped them through the challenges of the past few years, keeping the safety of guests and staff as the number one priority. Listen to the podcast or watch the video version to hear the full story.

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Justin MacIntyre, CFI, LPC was promoted to manager, live observation control center (LOCC),

Summer 2022 | 74 |

Frank Cherry is now a regional LP manager with America’s Car-Mart.


Roberta Vieira de Araujo is now an LP coordinator at AMPM (Brazil).

Ben Borer, LPC was promoted to senior director of commercial AP and Errol Erkan was promoted to director of commercial AP at American Eagle Outfitters.

Vianey Martin is now a territory AP manager at American Freight, Furniture, and Appliance. Tim Martin was promoted to senior corporate LP manager at American Signature. Lucas Obregão and Grazielle Ribeiro are now LP coordinators at Americanas S.A. (Brazil).

Other changes at Amazon: Nick Barnett, FLO is now senior manager of ecommerce risk, investigations and enforcement; Nira Lee is now program manager, global security academy; Joseph Carter, LPC, CFI is now senior on-road LP risk manager; Aaron Gertje is now senior physical security program manager; Brian Patterson, Jonathan Melo, Cory Arnsperger, LPC, Becky Dawson-Hand (UK), Joe Hall, Jaime Camarena, and Aaron Huntt are now regional LP managers; Maylin Villafuerte Méndez is now a risk specialist (Costa Rica); Tiffany Wagner is now a data center physical security cluster manager (Canada); and Angela Todd, Gus Inestroza, Deb Brown, LPC, ACA, Blake Jackson, and Joe Hickey are now LP multi-site leads.

Thairine Lima is now head of LP at Assaí Atacadista (Brazil). Umar Khalid is now senior executive security and LP specialist at Aster Pharmacy (UAB). Tammy Mellies is now a regional LP manager at AutoZone. Gaby Solis is now an AP field investigator at Bar Louie.

Wendell Carnavon is now an LP market manager at Barnes & Noble. Will Baker was named VP of AP at Bath & Body Works. Benjamin Carter was promoted to senior manager, field AP, and John Lee is now a regional AP manager at Bath & Body Works.

Professionals AdvancingTheir Careers

Amazon announced the following promotions: Dayna Howard, CPP, LPC to director, learning and development for consumer; Howard Stone to director, Amazon AMER operations security and LP; Sarah Puckett, PMP to senior manager, program management; Adam Wollman, LPC, CPI to senior program manager, retail investigations and restitution recovery; Andrew (Drew) Beckett to director, logistics LP and security, Americas; David Rozhon, LPC to regional security program manager; Joseph Coleman to security program manager Amazon web service, infrastructure data centers; Jeannie (Cordero) Tatis to global head of data center investigations; Pawel Pajaczek to EMEA investigations manager (UK); Dave Huntingford CSMP to senior program manager EMEA security and LP (UK); Jonathan Logsdail to senior manager, security program management (UK); Angela Ebert, CFI to experience and technology escalations investigator; and Bouallous Marwein to cluster security and LP manager (France).

Ken Gladney, CFI and Ken Velasquez, CFI are now AP specialists at 7-Eleven.


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

Tom Arigi has joined American Freight, Furniture, and Appliance as divisional VP of AP and safety.

Katia Salomon is now senior manager of compliance, community engagement, and AP, and Brian Hernandez is now a community engagement and AP market manager at 99 Cents Only Stores. Jason Hall was promoted to director of internal controls and risk prevention at adidas Europe (UK). Gary Graves is now senior AP manager, supply chain at Advance Auto Parts. Mohamed saad Abozied CMA, IFRS, CIA-candidate was promoted to group risk and LP senior manager at Alamar Foods Company (Saudi Arabia). Raul Vera is now a district AP manager at Albertsons.


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

Ashley Simmons, CFE is now an analyst, AP fraud prevention at ascena. Rob Kampschöer was promoted to global physical security manager at ASML (Netherlands).


Kevin Stone, CFI was promoted to senior manager of LP systems, analytics, ORC, and corporate investigations at Columbia Sportswear Company.

Juan Ospina is now senior director of LP, and John Robinson is now a regional LP manager at Capri Holdings (Jimmy Choo, Versace, Michael Kors). Kelly Castiglione is now senior manager, field safe and secure at Carvana. Jeferson Oliveira was promoted to LP business coordinator at Cencosud S.A. (Brazil). Derrick Gough is now head of LP at CeX (UK). Asheesh Agnihotri is now head of LP and security at Citykart (India).

and Maurice Roberts is now a zone LP specialist at Bealls.

Jason Cody, CFI is now senior regional AP and safety specialist, and Andrew Cahill is now senior AP and safety manager at Whole Foods Market.

Brett Szrejna was promoted to director of safety investigationscorporateand at BJ’s Wholesale Club. Michele Pontrelli, MSc, CPP, CFE, AMBCI is now global security director at Bottega Benjamin Salt was promoted to LP development manager at Bunnings (New Zealand).

Krishna Kumar Singh CSP NEBOSH is now state head, security and LP at Ecom Express Limited (India).

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

Jenna Fread was promoted to manager of omni-channel investigations at GameStop.

Deanna Bonachea was promoted to national ORC manager, and Mark Jackson, CFI, LPC was promoted to regional AP manager at Big Lots.

Paweł Toms is now senior global security manager, EMEA at Elanco (Poland). Jack Halpin is now manager of security and investigations at Empire Today. Osmany Benitez, CFI and Kevin Baker were promoted to director of AP at EtsyEssilorLuxottica.announcedthe following promotions: Rebecca Rios to senior buyer fraud specialist; Danica Stewart to senior collusion fraud specialist; Kaitty Reyes, Sanchita Auddy, and Ramon Gutierrez to senior account security managers; and Andrea Calabria, Chris Ryder, Eimear O’Reilly, and Luis Villacis to senior fraud agents.

Alan Fox was promoted to European LP director at Claire’s (UK).

Richard Cubbage was promoted to regional LP manager at The Exchange. Bradley Nichols, LPC and Randall Thomas, LPC were promoted to regional AP managers at Family Dollar/Dollar Tree. James Keen was promoted to senior LP analyst at JD/Finish Line. Doreen Pavese MA, CFI was promoted to manager of AP fraud and investigations, and Chris Sacramone, LPC is now a regional AP manager at Follet Higher Education. John Marshall is now the national risk and facilities manager at Footgear (South Africa). Peter Warren, CFI was promoted to director of AP at francesca’s.

Steven Palumbo CFI, CPP is now senior director of security operations at Bed Bath & Beyond. Angelina Goldstein is now an area LP manager at Bed Bath & Beyond. Luis Chicas, CFI, PCI is now an investigator, security and LP at The Beer Store (Canada).

Renee DeWolf, MSDS MBA CFE is now lead director, AP analytics; Charles Kingatua, LPC was promoted to AP program manager for field strategy and support; Alexis Rowe is now AP strategic planning manager; Matthew Ballenger CFI was promoted to multi-channel AP senior manager; Jacob Soha, CFI Legacy and Richard Yaws are now multi-channel AP managers; and Malo Taumua is now a district AP leader at CVS Health. Fernando Cruz is now senior LP analyst at DISYS Brasil (Brazil). Jorge Melo Soto is head of inventory and internal control at Easy S.A. (Chile). Alicia Domingos, CPP was promoted to senior manager, global securityphysicaloperationsateBay.

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Jennifer Siebenaler was promoted to associate manager, enterprise fraud prevention, and Kelly Erickson, CFI was promoted to manager of enterprise risk and compliance at Best Buy.

Chad Smith is now a district director of LP at Gabe’s.

Steve Schwartz, CFI was promoted to AP recruiter; Sidney Scarborough, CFI is now director of investigations; Christopher Gates is now senior manager of investigations; Meena Gurguis and Carlos Portela are now regional AP managers; and Phillip Rivera, Rick Cooper, Derek Rutherford, Carlos Oviedo, LPC, CFI, and Nicole Rodriguez are now district AP managers at Burlington Stores.

Francisco Deidami is now national risk management manager at Grupo Carrefour (Brazil).

2022 | 76 |

Alan Gabriel Guadarrama is now global business intelligence manager for LP at (Mexico).

Michael Dinner, CFI is now an area LP manager at Harbor Freight Tools. Justin Porter, LPC was promoted to director of LP and security at H-E-B.

Dan Zimmermann is now profit protection specialist, distribution, and supply chain at Halford’s (UK).

Christian Ibbott, CFI was promoted to Midwest sales market security manager at H&M. Paul Gantz was promoted to senior director of supply chain AP, James Mannarino, LPC was promoted to market AP supply chain manager; Jeff Davidson is now corporate ORC investigator, rental investigations; Anthony Nardi is now an ORC investigator; and Guillermo Rivera is now a district AP manager at The Home Depot. Christian Latson, LPC, LPQ is now a senior LP program specialist at HomeGoods/HomeSense.


Jennifer Thomason was promoted to VP, head of AP at Gap Inc. Sean SMVol,Sportun,ICPS,SAS-AP was promoted to VP, national accounts and GardaWorldengagementcommunityat(Canada).

Benjamin Konzag is now country head of safety and security at Getir (Germany).

Megan Van Ness was promoted to regional security manager at GXO Logistics.

Marcelo Abreu de Queiroz is now chief of LP at GPA (Brazil).

H-E-B announced the following promotions: Daniel Cano to corporate security manager; Chelsea Hadley to LP operations manager; and David Freehahn to area LP manager.

Edgley Fernandes is now wealth and LP manager at Grupo Tesoura de Ouro (Brazil).

BreeAnna Anderson is now security analyst, investigations at Light & Wonder. Rodrigo de Oliveira is now a regional LP coordinator at Lojas Le Biscuit (Brazil). Paul Mello, LPC is now director of operations at the Loss Prevention Foundation. Diana Dindial Guzman is now North America LP manager at Lovisa. Lowe’s announced the following promotions: Stephen Ellul to manager of corporate security; Amanda Summer

Rodney Clark is now VP and chief commercial officer at Johnson Controls. Anthony Gabino, CFE, CFI was promoted to director of AP at Kendra Scott. Sarah Eicher is now LP operations center investigator at Kohl’s. Michael Lamb, LPC has joined Kroger as VP of AP and safety. Jenna Gresham was promoted to ORC specialist, and Anthony W. Heavner, MBA was promoted to regional AP manager, logistics and manufacturing at Kroger. George Torres, CFI, LPQ is now director of LP at Lamps Plus. Coral Meza Hidalgo Monroy CPP, DSE is now global security and resilience manager LATAM at Levi Straus (Mexico).

Jon Erb, LPQ is now field AP manager at Goodwill of Western New York.

Brent Duncan is now chief executive officer at Interface Systems. Leigh Kohlhaas, CFI was promoted to director of LP at J. Crew. Melissa Trahan, Mike Davis, and Al Aguirre are now district AP managers at JCPenney.

Jamie Manges is now regional security advisor for Howdens (UK). Andy Magromallis is now head of LP at Huboo (UK).

Travis Houser, CFI was promoted to director of LP at JD Finish Line. Filip Visnjic Visnjic (Netherlands) was promoted to profit protection project manager, Europe; Joao Coutinho was promoted to senior retail profit and AP manager (Portugal); and Jose Alberto Sanchez Lopez is now a territory profit and AP manager (Spain) at JD Sports Fashion.

Morgan Lennyx Simpson is now fraud prevention specialist at GOAT Group. Ben Burrows, LPC, CFI is now corporate security at Goodwill of Central and Southern Indiana.

Pawel Pajaczek is now Northern Europe retail security manager (UK); Eva Alvarez, LPQ was promoted to senior manager, fraud and risk; and Kane Smith, CFI, CPFM is now a regional security manager at Gucci.

Lonndon Seely was promoted to director of operations at PharmaCann. Ty Stafford is now group CEO at SecurityProsegurUSA. Michael Staines, CFI is now director of LP at The RC Group. The RealReal announced the following promotions: Robert Cormie to senior director, LP and shortage control; Marc Yap to senior manager of LP; and Steve Killane to East Coast e-commerce senior LP manager.

Alfredo Garcia is now a district LP manager at Nike. Jarrell Wilson, Reginald Remble, and Sarah Edward (Canada) were promoted to district AP managers at Nordstrom. Brian Van Loo, MS is now an area AP manager at Nordstrom Rack.

Mehmet Hussein is now director of security, health and safety, environmental at Richemont (UK).

Steven Onderdonk is now a district AP manager at Ocean State Job Lot. Ruperto Roman is now a district AP manager at Ollie’s Bargain Outlet.

Solomon Mayo Jr. is now senior manager of AP training and communication at Saks Off 5th. Robert May was promoted to territory AP manager, and Jennifer Tremblay is now a market AP manager at Sam’s Club. Champa Patra is now senior manager at Securitas. Brian Peacock, CCIP was promoted to senior VP at Sennco Solutions.

Craig Chiaccheri and John Kelly are now district LP managers at Marshalls. Shawn Zehel is now a regional AP manager at McLane Company. Wellington Barbalho is now an LP analyst at Mercado Livre (Brazil). Azikiwe Burns was promoted to divisional LP manager, and Ahmad Johnson is now a regional LP manager at The Michaels Companies. Jason Swanson was promoted to director of AP at MOD Pizza. Oliver Taylor was promoted to senior LP manager, Stores North at Morrisons (UK). David Krause was promoted to LP market manager at Neiman Marcus.

Lelio Nunes is now national manager of LP at Perlog (Brazil).

Davquan Samuel is now an area AP specialist at REI. Hasmukh Patel is now a security and LP consultant at Reliance Retail (India). Kelly Harrington is now director of AP at RaceTrac. Lisa Crowley is now LP coordinator at Retail Prodigy Group (Australia).

McHenry to investigations manager, store fraud; Justin Carroll to corporate investigator, store fraud; and Mandy Aguilar to market ORC manager. Other changes at Lowe’s: Curtis W. Leininger, LPC is now a division AP and safety director; Lewis Jones is now a regional AP director; and Alex Zook is now a district AP manager.

Kevin J. Thomas CFE, CFI, CBCP is now security,globaldirector,executiveheadofsupplychainoperational resilience, and sustainability at Olympus Corporation. Mark Boyd is now head of safety and security, JAPAC at Palo Alto Networks (Australia). Lewis Tillman is now an LP manager at Papa John’s International. Aaron Henderson, LPC, CFI promotedwastoVP of LP, food safety, and safety PenskeatLogistics.

John (Maurice) Williams, Jessica McCulloch, Nikkolas Pigg, and Lara Larson are now regional AP leaders at Rite Aid. Mike Liles was promoted to VP of field LP at Ross Stores. Carlos Rubio, CFI was promoted to assistant LP director; and Oscar Rodriguez and Gustavo Montanez were promoted to senior area LP manager at Ross Stores.

Mike Ellsworth is now director of AP at LSO Regional Shipping Services. Ruben Banuelos is now director of security at Lugano Diamonds. Shaun Guilfoil is now principal, market leader of AP, and Shreepad Shahi is now a multi-unit AP manager at Macy’s. Tony Lupo is now a regional AP and safety manager at MAPCO Express. Adella Warren, LPC was promoted to field investigations manager, centralized internal investigations at Marmaxx.

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Benjamin Green is now an AP business partner at Nouria Energy.

Sateesh Kumar Yadav is now an area LP officer at Nysaa Retail (India).

Dustin J. Eaton CFE CAMS CFCI CFCS CAFP CGSS CCCI CCI CAFCA is now senior director of fraud at Shift. Brandon Marshall, CFI is now an LP investigator at Shoe Carnival. Adam Obornick was promoted to regional AP specialist, and Omar Salman, LPC was promoted to AP deployment lead at Shoppers Drug Mart (Canada). Jim Brodzik is now business development manager, LP at siffron. DeAndre Davis is now a regional LP manager at Snipes. Cathy Langley, LPC is now senior leader AP, major accounts at Solink. Heaven Poirot was promoted to senior manager, corporate safety, and Andrew Dunbar, CFI, CORCI is now a regional AP manager at Southeastern Grocers. Eduardo Castro is now a regional LP manager at SPARC Group. Rhiannon Philpot-Hale is now an inventory analyst at Spotlight Retail Group (Australia). Mike Quintero was promoted to regional manager, partner and AP at Starbucks.

Alex Ritchie was promoted to lead shrink and security transformation manager at Tesco (UK).

The TJX Companies announced the following promotions: Andrew Boyle to regional LP manager, digital; Thiago Araujo to e-commerce fraud prevention supervisor; Debra KeoughJohnson to centralized internal investigations; Christopher Breton, CFI to senior global investigations and safety specialist; Jen Connolly to LP project manager; Sean Huggins, Emmanuel Suarez, and Christopher Grau to national task force, ORC investigators; and Julie Saitta, LPQ to LP trainer. Also, Jennifer Mills, Adrian Wilson, and Tony Hayes, CFI, LPC are now district LP managers.

Paul Allen was promoted to multichannel fraud manager at the White Company (UK). Ted Fancher III, LPC was promoted to director of AP and safety at Whole Foods Market.

Mark Crowley was promoted to group director of risk and customer care at Theo Paphitis Retail Group. Tony Sheppard, MSM, CFI, LPC was promoted to senior director, LP solutions at ThinkLP.

Walmart announced the following promotions: Cassandra Brown to senior director II, AP; Justin Haggins to regional AP senior director; Kristine Collins, LPC to senior manager II, AP investigations; and Richard Adams to market AP operations. Also, Chastity Finley is now a regional AP director, and Christopher Walden, MBA, CFE is now with Walmart global investigations. Ramon Gonzalez is now manager of crisis management at The Walt Disney Company. Melissa Wacha, LPQ is now head of AP, risk, and safety for physical retail at Wayfair.

Jonathan Schorr is now a regional LP manager at YM Inc.

Jerry Snider, CFI is now director of safety and LP at Wineshipping.

TJX Canada announced the following promotions: Amy Mahon to investigations manager, ORC; Andrew Grummett to manager of investigations; Alexandre Ringuet to LP ORC investigator; and Michelle Chalmers and Jen Paladino to LP market managers. Michael McCormack was promoted to district LP manager at TJX Europe.

Elaine Zhang is now senior manager of AP at ArmourUnder(China).

Summer 2022 | 78 |

Kazuya Ohara, LPC is now VP of corporate operations at Tony’s Fresh Market. David Powers CFI is now a regional LP manager at Torrid. Jeff Robinson, CFI is now director of LP and safety at Total Wine and More. Tammy Richards (Cunningham), CFI is now LP director, Eastern division; Michael Korso, MBA, CFI, LPC is now director of LP intelligence; and Arif Patel is now an area LP manager at Ulta Beauty. Robinson Araújo is now corporate security manager, and Diego Ferrazzi da Cunha is now an LP coordinator at Vivara (Brazil).

Target announced the following promotions: Jonathan Davis to AP director; Matthew Logan, LPC to director of AP strategy and planning; Nicholas Benson to senior manager of AP governance; and Colleen Dilay, Ashley Hopp, and Juliana Mietus to AP business partner. Other changes included: Kimberly Sanders is now director of AP process standards, and Alex Alaniz is now AP director, global supply chain and logistics. Justin Evans is now a regional LP manager at TBC Corporation.

Bex Hammett is now senior stock control and compliance manager at Whistles and Hobbs (UK).

Christian Imberti was promoted to LP senior specialist EMEA at VF Corporation (Italy). Don Prozy is now senior manager, emergency operations center; and Devon Smith is now a regional AP manager at Victoria’s Secret. David Broom, CFE, CFI, LPC is now VP of AP, and Ashley Fernando was promoted to director of field AP at Victra-Verizon. Joe Schrauder was promoted to VP of international operations at Walmart.

PEOPLE ON THESimonMOVETalbot was promoted to senior district LP manager, Eastern Canada at Sephora (Canada). Michael Hagenbush, CFI, CFE was promoted to director of corporate LP operations and development at Sherwin Williams.

Find the Perfect Match Are you ready to ignite your job or candidate search? Whether you’re an LP professional looking for a new opportunity or an employer looking for new talent to fill a position, is a resource you cannot afford to miss utilizing if you are truly committed to finding the best job or the best job candidate! We have been helping to find jobs and fill positions since 1999 as the only online resource dedicated to the loss prevention and asset protection profession. Don’t miss out on the perfect match. Visit today!

Calendar Please go to the magazine website Events page or scan the QR code to get the most up-to-date calendar listings. LOSS PREVENTION MAGAZINE Sign up for a Free Subscription for You and Your Team 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 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 We will contact you to work out the best method to fit your organization. Subscribe to our Digital Channel for Daily and Weekly News and Information Our digital channel offers original articles written by LP Magazine staff, thought-leadership contributions from industry experts, breaking news, podcasts, and much more. Stay in the know by adding your email address to our digital channel database. Go to or scan the QR code. Circulation Customer Service For help with any subscription issue, including address changes, email changes, or cancellations, contact Advertisers ADT Commercial ................................................. 19 ALTO USA ............................................................... 53 Checkpoint............................................................ 21 CONTROLTEK ....................................................... 84 Cyber Security Summit 73 Detex 7 Garrett Metal Detectors 37 HireHonest ..................................................... 75, 77 IAI .............................................................................. 71 InstaKey.................................................................. 49 LiveView ................................................................... 3 Loss Prevention Foundation ................... 41, 83 Loss Prevention Research Council.............. 59 LPjobs ...................................................................... 79 LPM Media Group 81 QMI 47 Riot Glass 2 Securitas ................................................................ 35 Securitech ............................................................. 27 siffron ...................................................................... 23 ThinkLP ................................................................... 17 W-Z ........................................................................... 71 Summer 2022 | 80 |

The past few years have provided us with a massive wave of challenges and opportunities as we’ve navigated through a storm of changes. Even beyond the impact of a worldwide pandemic, the way that we shop, the products we buy, and the way that we pay for goods and services has transformed in ways that we never would have anticipated just a few short years ago. Yet this is merely a glimpse of what lies ahead. Whether the product of new ideas or the acceleration of plans already in motion, retail is evolving quickly. This isn’t simply the result of new products and services, or even the innovations and technologies that are moving us forward. It’s driven by every aspect of society. How we lead, plan, manage, and execute is impacted by the needs and expectations of the retail consumer.

It Takes All Kinds of Minds

PARTING WORDS Jacque Brittain, LPC Editorial Director Summer 2022 | 82 |

And as the gap broadens between where we were and where we’re going, our role will likely continue to evolve as well. As retail continues to forge ahead, the roles and responsibilities of loss prevention will evolve to meet the needs of theNonebusiness.ofthis should come as a life-altering revelation. Whether we’ve seen the changes coming or have been blindsided by the latest trend or life development, we’ve come to accept the need for consistent growth and adaptability. It’s important that we make decisions that are fluent and flexible. Our approach should include living strategies that can be modified as necessary and don’t become obsolete as the evolution continues. We understand that we can no longer rely on “the way it’s always been done” to successfully achieve our objectives. As we move forward, embracing change remains one of the biggest hurdles to overcome. But there’s something more. It’s people—our teams and all those we support— that matter most. Today, it takes all kinds of minds to bring it all together. Diversity of Thought Today more than ever, we need leadership that embraces the true power of diversity. Diversity must be much more than something we see, something beyond the many outward differences we share as individuals. What we need most is diversity of thought—those with different ideas and interests, fresh outlooks as well as seasoned perspectives. We need creative minds and methodical minds. We need the enthusiasm of youth and the wisdom of maturity. We need those that take risks and those that play it safe. We need “techies” and “people persons.” We need those that challenge the way we think as well as those that keep us grounded. Differences and similarities come in all forms, and every idea and opinion is important. We need all kinds of minds that can adjust and adapt to make it work, embracing new roles and taking performance to another level. Great leaders don’t simply manage change, they drive change. They understand that change is an important part of growth and listening is an essential aspect of leadership. Making the most of our teams and our opportunities demands a progressive attitude and an open mind, and people are our most important asset. Most would agree that the ability to see a problem or an opportunity from different points of view helps us make the best and most informed decisions. Whether building a team, building a program, or building a career, the same holds true. Loss prevention is becoming more ingrained in every aspect of the business, and keeping pace helps ensure we are part of the solutions. We must be able to stay in front of the business; driving core processes and developing new tools while continuing to support our people and the company direction. As our role expands, lines will continue to blur between responsibilities, and our ability to adjust and adapt helps determine how we can deliver the most value. We need all kinds of minds to bring it all together. Recognizing the significance that holds and how it impacts performance separates the good from the great.

What we need most is diversity of thought those with different ideas and interests, fresh outlooks as well as seasoned perspectives.

Which LP Certification Is Right for You? When we surveyed more than 50 asset protection leaders,100 percent revealed that LPF certification: Designed to provide benchmark loss prevention education for: ■ Loss prevention managers ■ College students ■ Store managers ■ Operations support roles ■ Anyone interested in a career in loss prevention COURSE CONTENT Course 1: The Retail Environment Course 2: Becoming a Successful Business Person Course 3: Loss Prevention Basics and Tools POWERED BY THE LOSS PREVENTION FOUNDATION LPQUALIFIED POWERED BY THE LOSS PREVENTION FOUNDATION SM LPCERTIFIED Designed to provide advanced loss prevention education for experienced LP professionals with three years’ experience or more: ■ Loss prevention management ■ Loss prevention executives COURSE CONTENT Course 1: Leadership Principles Course 2: Business Principles Course 3: Loss Prevention Operations Course 4: Safety and Risk Management Course 5: Crisis Management Course 6: Supply Chain Security ■ Met or exceeded their expectations ■ Validates their understanding of core competencies of the profession ■ Enhances job performance by strengthening their understanding of best practices ■ Establishes a global loss prevention perspective and business approach ■ Provides a benchmark for industry knowledge ■ Improves individual self-pride and sense of accomplishment. DID YOU KNOW The choices you make today will impact your future. Choose LP certification and invest in your personal and professional growth TODAY!

LOSS PREVENTION SOLUTIONS FOR UNMATCHED SECURITY & TRUE VISIBILITY. | 888.808.6970 | At CONTROLTEK, we listen to our customers’ challenges and combine technology to solve problems in different ways. LOSS PREVENTION SOLUTIONS FOR UNMATCHED SECURITY & TRUE VISIBILITY. | 888.808.6970 | At CONTROLTEK, we listen to our customers’ challenges and combine technology to solve problems in different ways. SAM2CAM

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