LP Magazine

JUL-AUG 2018

LP magazine publishes articles for loss prevention, asset protection, and retail professionals covering shrinkage, investigations, shoplifting, internal theft, fraud, technology, best practices, and career development.

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driving our global business forward, running a great QSR business, and having a global footprint to make this a very profitable company. EDITOR: What areas of responsibility do you have? JONES: Today I have asset protection, safety, and risk management. The QSR world is a little different from regular retail. Safety in our world is not only reviewing accidents to get to the root cause and figuring out solutions but also actually getting into the pipeline of how we build our restaurants, the type of equipment we use, developing new equipment when what's out there isn't working, and creating processes that will further enhance our safety culture. Then we have a compliance function behind that, so as new products or solutions are introduced, we train and educate our employees to ensure they are working safely. In the QSR space, safety issues can be a bigger hit to the P&L than actual shrink loss. EDITOR: Thus far, what have you found to be the major challenges and issues? JONES: Currently, we have a unique challenge because we have an existing team running the business that's in place in California that we're replacing. So we almost have two jobs: one to develop a new team, new protocols, and new methods and procedures to attack losses and safety and risk, but at the same time managing the existing team. It's pretty unique to some of the transformations that I've done in the past. If you think about it, it takes a certain type of care and motivation for those associates who need to continue to drive the business forward while knowing that they are transitioning out of the company. But I've got to tell you, the team that we have in place in Anaheim has really stepped up to the challenge. They've been ultimate professionals in helping us build a new team in Franklin and making sure that they hold the business together with true integrity and honor in order to leave us with a better process and a better team. EDITOR: Are you currently hiring your own team? JONES: That's my second-biggest focus. How do you hire a team of ten in a period of sixty days and get them trained within ninety days while not missing a beat with your current business? We're in that process now of recruiting talent. Incidentally, I was able to find all our asset protection people using LPjobs.com. It's been really rewarding to take a new group of people—some with QSR experience, some with none—and onboard them very quickly knowing that we're in this challenge learning the QSR space, because it is a different space. EDITOR: Is your team going to be situated across the company in regional locations? JONES: No, we went to a centralized model as I have done in past companies. When I started looking at the challenges and what the future looks like, it made sense to centralize the team and fly them out when we need them in the field. We're moving to a telephone-interviewing model and high-prevention model—how we prevent incidents so that we're not taking cases but really mining the data to go after only ones that are most meaningful. We've spent the last ninety days putting all the data sets together so that we fully understand all the drivers and triggers of profit loss, risk loss, and accident causes throughout the business. EDITOR: Explain that a bit more. JONES: We've done a ton of work to make sure that we understand the historical data to allow us to plan for the future. Part of the plan on the asset protection side is speaking to the field team in a way that they really understand what their losses are because today they don't fully understand that. What we've done is come up with simple risk models—one, two, three, four, five—and input into risk models their food loss, accident cost, coupons, voids, and cash loss. What we see, as we all know the 80/20 rule, we can focus the field team on where we need better training, where we could maybe use more staffing, and where we could use investigations. In the past, they didn't have the ability or the tools to be data-centric, whereas today we're building those metrics so that we can move forward. EDITOR: Talk about some of the technology solutions that you already have or that you plan to implement. JONES: We've done just basic data mining using some internal tools, taking all the disparate databases in the company 29 LP MAGAZINE | JULY–AUGUST 2018 INTERVIEW

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