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 29 of 76

29 LP MAGAZINE | MARCH–APRIL 2018 with LP leaders' team building and developmental skills and strategies. They are exceptional head coaches and team managers. LYNCH: The best LP executives aren't afraid to step out and try new things. Bob Oberosler using facial recognition, Mike Lamb installing electronic public view monitors in creative ways, and Mark Stinde deploying ClickIt's Virtual Line Up are great examples of thinking outside the box. In addition, they all evaluate projects based on research, pilot programs, and dashboards. EDITOR: What troubles you about some of the leaders today? GRADY: The slow pace of adapting or adjusting to changes in technology. We work in an environment that is networked together, including all the components and devices LP relies on to mitigate risk and protect people and property. LP leaders must get more in sync with the functionality, benefits, and risks of living on the network. They need to develop relationships with their IT teams and have a seat at the table when the CIO or CTO are building a prevention strategy. LYNCH: I think today's leaders are doing the best they can. The challenge is that they don't have the time to really analyze and test solutions. And of course, there is constant budget pressure. Sometimes they leave analysis up to procurement, who doesn't understand the full value chain. I like to think a strong vendor partner goes "beyond the RFP" for customers we know well. We use our relationship to call out totally new areas of value and savings. I am troubled if time and other pressures mean that our team can't come to the table with real, integrated solutions, instead of just an RFP bid. EDITOR: What do you want the buyer or LP executive to believe about you and your company? GILLETTE: In May of 2016, ADT was purchased by Apollo Global Management and merged with Protection 1. Protection 1's CEO Tim Whall was named CEO of the combined organization bringing his passion for customer service to the company at a national scale. In less than two years, the company has worked hard to redefine itself and adopt Protection 1's mission of delivering world-class customer service to our clients. We have brought personal, high-touch customer service to ADT at an unmatched nationwide scale. Here are a few examples. In most cases, we now offer same-day or next-day service and show up when we say we are going to show up. We offer our exclusive Tech Tracker service that lets our customers know when their service technician will arrive, his or her qualifications, and even a picture of the technician. We have unplugged our automated phone system—people answer our customer calls. We offer dedicated teams in our National Account Operations Center that work together managing every aspect of our national account and enterprise customers' accounts, from installation and service to monitoring alarm activity and billing. And we now offer dedicated security-only network design, installation, and monitoring along with a host of cyber-security solutions. INTERVIEW 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. – Rex Gillette

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