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.

Issue link: http://digital.lpportal.com/i/1030193

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Page 30 of 68

30 SEPTEMBER–OCTOBER | LOSSPREVENTIONMEDIA.COM INTERVIEW I was the first to go into South America to open up stores in Chile and Buenos Aires. Both experiences were just amazing and gave me a viewpoint about loss prevention and security I hadn't had before. I was at Home Depot almost ten years. That was at a time when Bernie Marcus and Arthur Blank were driving the organization and opening a store every forty-eight hours. It was an amazing pace. And it's really an amazing organization with an incredible culture that's still very, very strong today. EDITOR: Where did your career take you next? MCINTOSH: I spent about three years with Polo Ralph Lauren in New York, once again working for Ed Wolfe. It was an interesting organization because Polo's really made up of three businesses: You have the retail side, which is full price, and discount outlets. Then there is the wholesale side of the business, where they sell to other department stores. My goal there was about building a team and a program, restructuring things to be effective for everyone. When we looked at the structure at that time, there were about twenty full-price stores, and we had eighty-five loss prevention people in those twenty stores. Then you looked at the outlet side of the business with 200-plus stores with just four people. So we reshuffled the deck to put the resources where the challenges were so that we could deliver results. After the first year of the new structure, the president of retail gave the loss prevention team an award for making the most significant contribution to the business. I was never prouder of a group than I was at that moment, quite frankly. EDITOR: You've spent a number of years now at Bloomingdale's and Macy's and now finishing your career as the head LP executive at Bloomingdale's. What changes have you seen in the industry over the years? MCINTOSH: It's absolutely amazing the amount of change that we've seen in the last five years and will likely see in the next five years. When you think about it, we're living in this on-demand economy and, 80-plus percent of the population has social media profiles. 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. We're actually experimenting with express checkout, which is a bit scary to an LP person, but we're living in a world today where there are fewer productive stores and fewer productive people in those stores. The challenge for anyone in LP today is being the kind of leader who absorbs the chaos and returns order to the process. With my team here at Bloomingdale's, I think that's one of the things I have been able to bring to the organization sharpening our focus. But it's been a challenge. I try to get my team to think differently. There is an effect called the I try to get my team to think differently. There is an effect called the "streetlight effect." It keeps us searching for answers where they're easiest to nd. In today's world with the movement of merchandise such as with online transactions, pickup in store, or ship to store, you have to think differently about identifying your opportunities to reduce exposure and improve company protability. It's not as easy as it used to be.

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