LP Magazine

MAR-APR 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/955857

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Page 28 of 76

INTERVIEW 28 MARCH–APRIL 2018 | LOSSPREVENTIONMEDIA.COM EDITOR: Tell us what your current role and responsibilities are. GILLETTE: I am currently vice president of retail sales for ADT/Protection 1, where I am responsible for retail national account sales. I first started in the industry in 1983 working for Bob Oberosler and Bob McCort at Hecht's Department Store as a store-level LP associate. I joined Sensormatic Electronics Corporation in 1984 and have worked in this industry my entire career. Over the years, I have held a variety of sales positions starting as a sales rep, moving on to sales management roles including managing director of Asia Pacific operations and vice president of retail national accounts for Sensormatic. I was also part of the Vector Security team for two years before joining Protection 1 in 2010, which then became a part of the ADT team in 2016. GRADY: I'm approaching my thirty-fifth year with Vector Security. During that time, I have served in many capacities, including sales, sales management, general management, and corporate marketing and support. Currently, I'm responsible for leading the Vector Security Networks national sales and CRM effort. Vector Security Networks is the business line within Vector Security that provides single-source solutions for physical security and managed network services. LYNCH: Currently, I am the executive director of business development for Johnson Controls Retail Loss Prevention Division in North America. I am on the board of directors of the Loss Prevention Foundation, and I am the company's representative on the vendor advisory board of LP Magazine. I started in 1984 with Sensormatic. We now operate as Tyco Retail Solutions, which is owned by Johnson Controls. EDITOR: Talk about the LP executive when you began in this business, their priorities and mission, and how it is different—or the same—today. GILLETTE: I think the mission has basically remained the same throughout the years, helping retailers control their losses and improve their profits. What has changed is the technology and tools that help LP executives bring greater value to their organizations. Back in the day for the most part, LP wasn't directly part of the executive-level discussions. Today, the LP executives are an integral part of the overall business. GRADY: Years ago, the average LP executive concentrated and focused almost exclusively on shrink, physical security, and safety. Today, the risks have changed, and LP professionals are addressing issues and challenges that span the entire organization. Physical security threats, terrorism, and the loss of proprietary information are high-level risks that are beginning to fall under the LP area of responsibility. They are interfacing much more with other teams, such as IT and marketing, within their organizations to become more effective. When I meet with LP executives today, I feel they have a much better sense of the overall business and can identify what is driving their success, and how they can contribute to the bottom line. LYNCH: When I started in the business, the customer's title was security director. These individuals were typically retired state policemen or retired FBI agents whose job performance was predicated on how many shoplifters they apprehended. If you see how the title has changed, it reflects a change in the skill set needed to be successful in the retail landscape today. Asset protection vice presidents are now valued contributors in the executive suite. The best LP executives are as concerned about sales and operations as they are about shrinkage reduction. These men and women are return-on-investment business people. EDITOR: Have you changed how you do your job from yesterday to today? GILLETTE: No, my job is, and will continue to be, helping our customers meet and beat the challenges they face through innovative technology. I have also focused on forging strong relationships with the LP executives and maintaining those relationships through the years. GRADY: Since the majority of my career has been in sales and sales leadership, I would have to say that my concentration, past and present, is driving my team to create new business opportunities and grow market share. My leadership style has most certainly changed as I continue to work on developing my ability to lead and manage multiple generations of team members, all with different values and needs. LYNCH: Today's vendors that sell to LP departments need to be more tech savvy and solutions-oriented than ever before. The days of making your quota selling EAS tags is over. The way the customer is buying today is based on an expanded understanding of loss. For example, online purchases with in-store pickup now dictate that salespeople need to be up to speed on data analytics, RFID inventory, and more sophisticated video solutions. The constant pressure to reduce costs means the sales person must understand self-checkout, mobile POS, and more. All these new areas bring new challenges to loss prevention executives. They are challenging their vendor partners to get creative on how to combat these avenues of loss. EDITOR: What do you respect most about today's LP leaders? GILLETTE: Unlike a lot of industries, our LP executives come from within the industry. Most started out in store-level positions and have worked their way up to executives based on their track record, experience, and knowledge. I respect and admire that attribute in our industry. GRADY: Without a doubt, I most respect their ability to develop teams that are cross-functional and engaged in multiple aspects of the business. From day one working in the retail space, I have always been impressed

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