LP Magazine

SEP-OCT 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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29 LP MAGAZINE | SEPTEMBER–OCTOBER 2018 INTERVIEW EDITOR: When did you decide to pursue a career in loss prevention full time? MCINTOSH: I think a lot of us in this business have experienced this—loss prevention kind of gets into your blood. I had actually taken the civil service exam in DC, thinking that I would work for the federal government. In fact, I had some interviews with the State Department to do some security work but had at that point realized that I liked what I was doing in retail. Lew Shealy was offering me advancement opportunities, bigger jobs, more challenging jobs. And at about the same time, I fell in love with my wife of thirty-nine years, Roxanne, who also worked at Woodies. I was at Woodies for about eight years and then went to work at Neiman Marcus for Gary Manson, another great name in our business. He taught me about work ethic and attention to detail. Gary had a passion for what we do in loss prevention that was infectious. Not only was he a good boss, but he became a great friend as well. EDITOR: What position did you have at Neiman Marcus? MCINTOSH: I came on board at the time they staffed their first regional loss prevention managers. They brought four of us in at the same time. Joan Manson was one of the four. I really learned about onboarding—the process of bringing people into an organization. They spent a lot of time with us before they turned us loose. We learned a lot about the culture, about each other, as well as how to work effectively with each other. It set the standard for excellence for me. Neiman Marcus was also where I first met Ed Wolfe, who was my boss for twenty-six of my forty-year career. I got exposure to a lot of great training and the thought processes behind it. They are just an amazing luxury retailer. EDITOR: After Neiman's, you went to Home Depot, correct? MCINTOSH: Yes, where I again worked for Ed. My first responsibility in that organization was to develop their initial training program and establish soup-to-nuts how we trained LP supervisors. Ed taught me how to think big, to look beyond just the obvious. One of his challenges to me and anybody working for him was that whatever you take on, whatever you do, you should distinguish yourself in that process and get recognized for your efforts and what you put together. In looking at my career, it's also where I really developed an understanding of inventory shortage and how to impact it. And as a byproduct of my development, Ed promoted me to my first director position on the West Coast. It was all about changing opinions about LP, what it can bring to the organization from a profitability standpoint, and how we can be great partners in an organization. I had learned a lot in my experience with Home Depot and got exposure to the international aspect of the business. It's absolutely amazing the amount of change that we've seen in the last ve years and will likely see in the next ve years. When you think about it, we're living in this on-demand economy where 80-plus percent of the population has social media proles. Everybody's touching their smartphone on a regular basis, seventy-two times a day on average. It's changing the dynamic of retail when you look at the omni-channel perspective.

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