IN-SECURITY, Undercover In An Industry on the Edge: Part 1

Full Disclosure: This past January, I voluntarily entered the fray of an industry in crisis. My goal was to gain insights and develop alternatives for a pilot to revolutionize the security profession, by examining its staffing strategies. While this may appear to be a far cry from the kindness space that I had immersed myself in for over a decade which has it's own issues, I likened the opportunity to what I achieved when I developed staffing strategies in hospitality and for Olympic committees. In a world that continues to feel increasingly unsafe, the security industry has continued to grow into a monolith. Within a month, I was having uncomfortable conversations with board members of one of the largest security companies in the world. I was consistently asked two questions: “Why are you here Michael?” and “What do you want?”

Recognizing that the world is becoming more divisive and conflicted through campaigns of fear and hate, security services are in demand and are experiencing record growth while their major clients struggle to keep their head above water, which I will cover in Part 2. I felt the best way to gain insights about the challenges they faced was to be an entry level security officer and supervisor. I was deployed to nine different sites in Northern Virginia in a two-week period while I awaited clearances and background checks. The sites ranged from stand-alone posts to prestigious locations, with over 50 officers patrolling a 42 acre campus with 1000 personnel, contractors and visitors working on site. The clients included: Morgan Chase, FedEx, VISA, government water treatment plants, retail, residential complexes, sporting venues, and commercial office buildings.

My time at each of these sites identified a variety of challenges, from officer fatigue and near fatality to employee gossip and toxic culture. Each time I attempted to make a positive change for the betterment of the employees on site, middle management either begrudgingly agreed to minor changes or blocked ideas that would create significant long-term solutions.?My interactions included, but were not limited to: security officers, supervisors, trainers, middle and executive management to senior client representatives, members of the board, including the Global Director of Human Resources, the CEO and the general public at large (note, this review was unsolicited). From the staffroom to the boardroom, I found complacency. It was an eye-opening experience on all levels.? At minimum, it left me with a newfound appreciation for those working the night shift for little more than $20 per hour. At a macro level, the industry at large is in danger of imploding.

Micro dozing and Employee Safety

The blast of a car horn startled me awake on a dark autumn morning. I immediately glanced up to see an SUV pulled over to the side of the road and another vehicle approaching me head on, flashing its lights. Realizing what had happened, I instinctively corrected my vehicle swerving back to my side of the road with my adrenaline pumping. Having worked 10 days straight and just completing a twelve-hour shift, I experienced what many have; micro dozing on the way home from their post.

Ironically, I had numerous conversations with management about the danger of officers micro dozing and had mentioned the issue that very morning. The obvious fatigue that many security officers contend with is a safety concern. On this occasion I was lucky. However, within a three-month period there were four reports of officers micro dozing on their return trip home. Three of the officers collided with guard rails on the highway. This also begs the question; how many go unreported?

Due to the site history and increased risk to employee safety on the night shift, I had sent formal requests to create a sick room for unpaid power naps or permission for fatigued guards to use the client's “mother’s rooms” that already existed on the site. (Post Covid, 30% of offices remained vacant) I suggested a waiver be signed by the person suspected of being too fatigued to operate a vehicle should they decline the use of the facility to take a recommended power nap. Permission was emphatically declined by management on the three occasions. At the same site and in the same period, another officer had a blood pressure episode while on duty. In fact, the night shift supervisor?(my predecessor) died of a heart attack while working his shift. He dutifully chose to remain on site while reporting he was unwell and desperately sought to find someone to relieve him. Sadly, he spent his last moments ensuring there were no “Dark Hours” (uncovered /open shifts). With a fatality occurring just a few weeks prior, I was convinced that I could create this pilot for positive change for employee well-being thereby having an impact on the quality of service. When I pressed the issue, the account manager claimed the client would not allow it despite having a 30% vacancy factor on offices. This denial of care was difficult to fathom considering both firms, one being a leading global financial institution and the other a leading global security firm, have “caring” as one of their core values and in fact it is clearly printed wherever their brand and logo appears. The claim that, “It’s the responsibility of the individual,” would hold water if it was not for the obligation that officers must do overtime when required. Dismissing the issue of worker fatigue, regardless of the circumstances of how it came to be, is dangerous and certainly not the kinder option. If we see an individual who is intoxicated, are we not morally bound to stop them from operating a vehicle?? Ironically both client and provider want security personnel to be alert and stipulate that officers cannot be on duty under the influence of any substance, legal or illegal, due to this very reason. Upon signing up, officers agree to undertake random drug tests to mitigate this risk. At the site I was assigned to, the account manager informed me that they would never perform a random drug test because they would lose too many officers.

At this particular site, officers usually exceed the 55 hour-per-week limit. It would likely be much higher, however, the client contractually imposes a limit on 12-hour shifts. On other sites without an hourly cap, officers will too often be asked to cover 16-hour shifts. I had previously been working at another location where I was required to do 16-hour shifts, two days in a row. It is not uncommon to have the standard shift as 12hrs. When management was asked, “why do you have twelve-hour shifts as a standard?” the response was, “It’s always been that way.”

The level of coercion for officers to do overtime is subject to the manager’s discretion. While allowing for some discernment and flexibility regarding state labor laws, the policy appears to be deliberately vague on the enforcement and compliance. Importantly, it is nonetheless implied that consequences for “abandonment of post” can result in immediate termination. Should an officer leave at the end of their shift if their relief has not arrived, the result will be immediate termination or a “Final Warning” at best. In reality, the company can rarely enforce this due to their desperation to find staff. As a result they often tolerate breaches to compliance for fear of exceeding the contractual threshold on dark hours. The focus on ensuring zero dark hours is the make or break of the contract. These KPIs are necessary and become crucial to contract renewal. The downside when staff are at a premium, is extended overtime resulting in officer fatigue. Unfortunately, due to the low rates of pay, officers feel this is the only option to earn a decent living, potentially literally working themselves to death. As cost of living continues to rise at unprecedented rates ( 9.59% CPI 2022 and , 4% 2023 this is despite the government tapping into the nation’s oil reserves in an attempt to moderate the rise in the CPI) the time and half penalty rates are no longer an option and these jobs become essential to keeping a roof above their head. I became aware that some officers are homeless, which explained their disheveled appearance, often sleeping and changing in the client’s car park, albeit a breach of policy.

None of what I have shared needs to be this way. There are simple alternative solutions, but it will require a conversation with the CEOs and boards of both the client and security firm. I say this because I often hear “Our hands are tied” as the contract or client dictates terms and conditions.

Human Resources AKA Virtual Compliance Managers

Unfortunately, despite the best efforts of human resources and management, who are also feeling the strain of putting out fires rather than addressing the cause and multiple culprits, the desired standard of new hires remains aspirational. The current structure of the industry is not sustainable and continues to fail to deliver on the contracted obligations to its clients. The status quo on staffing models has not changed in decades and lags the rest of the western world which sees a reduction from forty hours to thirty six and in some cases 32hrs per week. Recruiters are at their wits end trying to keep up with staff shortages and it shows, often lowering the bar and ticking boxes, rarely meeting applicants face to face (except at cattle calls which equates to a process line of 10-15min interviews) or providing the applicants with an opportunity for a site visit prior to commencement. Some recruiters are at best curt and at worst rude. Reports of being unfairly blacklisted by certain recruiters, supervisors/managers for personal reasons (i.e. mentioning them in a 30-page review) does happen more often than the company realizes. Personal references are not required for security officers. If you are fit for work and comply with the minimal government requirements, you will get the job. The legacy of generational bad practice is unofficially passed on and well embedded in the industry’s work ethic. If a candidate does have an opportunity to speak with the site manager or supervisor, one is more likely to engage in a real conversation. A verbal confirmation is given followed by an email, however, actual start time could be weeks as candidates go through what appears to be an endless criteria of background checks and compliance.

Onboarding & Training

During my initial onboarding and training, the virtual material represented 90% of the training. In person training does not begin until you meet the Virginia Department of Criminal Justice Services (DCJS) requirements to be a licensed security officer and/or opt for being armed (Being armed can potentially earn the individual an additional $5 to $10per hr.) Unfortunately, the staff shortages also have an impact on the number of trainers available, creating a backlog and delaying a new hire’s commencement. This creates a drop-out factor as the market for new hires is competitive and even though the company may be first in, does not equate to securing the hire. The initial onboarding is paid at minimum wage at the time of writing this, at $12 per hour, and capped at three hours. However, it can take up to four or five hours, subject to circumstance, as it was in my case. Due to a lack of facilitators, technical issues, no-shows and late arrivals, I was in a meeting room with a dozen other successful recruits for over four hours. We were not greeted or addressed as a group by a facilitator or asked to provide a brief introduction, nor did the human resource person/s volunteer their names. It was all about getting us onto a screen to go through an online tutorial and multiple choice quiz. Fortunately, I brought my own laptop as there were not enough company laptops to go around.

Despite the extended time, I was copied in an email the next day to my manager, “Please pay?SP Michael Lloyd-White (3) hours training rate pay at: $12.00/ an hour, for the completion of orientation class.” When I asked about the one plus hours discrepancy the reply came from the human resource coordinator, “Unfortunately, this is a non-negotiable payment stipend – the notation of hourly charge is merely what is documented at time of payment.” ?This effectively reduced the hourly rate to $8.40 per hour placing the company in breach of state and federal labor laws. Most new hires would not ask, mainly because compliance rather than self- advocacy has become the norm. Certainly no one wants to get tagged as being difficult and possibly jeopardize their new found position.

Fortunately, the regional human resource representative who had been copied in, replied, “If someone asks, we ARE required to pay them for all time there. We usually do the 3 hours just to be consistent, we should be paying them for the additional time.” Note the caveat, “if someone asks.” While my hours and pay were corrected (albeit 4 weeks later), when I asked if the others who were underpaid would also be compensated, I received crickets. I was met by the same crickets when I asked, how does this become the general understanding that the company can shortchange new hires when onboarding?

The backlog of training often sees private training companies picking up the slack. They are typically run by former security officers who see an opportunity in the industry but are fully aware of the challenges and poor conditions pre-warning would-be new hires of the industry pitfalls. It made little difference who I spoke with, it is no secret that the companies do not prioritize staff care, despite this being contrary to the website and regular messages from the CEO. The ugly truth is that a security company’s primary motivation is filling shifts with compliant warm bodies, not because they want to, but because they feel they have little choice. This creates a high level of complacency which I alluded to previously, among employees.

?Complacency: A Two-Way Street

There are individuals who do care and seek a career in the field, but most see their time in the company as a filler until they graduate or get accepted by the Fire Department, TSA or a law enforcement agency, which can pay $35+ per hour. Those sites where the client has agreed to pay approximately $20-$25 per hour tend to find students 18-25 yrs-old, or retirees; those who would otherwise be working PT in the hospitality industry for $15 per hour plus tips. Eventually, the monotony of the job and toxic workplace sees people detach, keeping to themselves and dismissing any opportunity to forge a cohesive team. Resignations without notice are also commonplace, with a revolving door of staff needing ongoing training and support outside ticking the box of compliance. Most are happy to speak ill of the company privately and indeed their colleagues and management publicly, however, few speak up for others in these scenarios and if they do, then they become targeted. Again, against company policy. The reason head office is unaware, is because regardless of the number of Zoom calls or site visits, executive management only know what they are being told and have lost touch with what happens on the ground. I recommended a Human Resource audit, Undercover Boss, Mystery Shopper, Mentorship and and Apprenticeship Programs to little avail.

It is important to note that gossip thrives and is rife. I did receive 5 heartfelt public apologies and two personal apologies within a 3-4 month period at one site when the truth was eventually revealed by an officer who had initially been duped by the source of the rumor mongering. This demonstrates good people can become captured by a toxic environment. It therefore stands to reason, a positive culture can capture those with a history of "bad or toxic behavior", influencing them to be the best they can be even when there is nothing in it for them.

I referred to this in my Ted Talk citing the report on the toxic military culture where our best and bravest sought the safety of silence.

On The Job Training

On-site training is often minimal and sometimes for small sites, nonexistent, but the paperwork compliance is not and often more a virtual rubber stamp on multiple choice quizzes that can be retaken until the process of elimination guarantees you the 80% required pass. The company goes to great lengths in the virtual training to focus on its “core values” yet out of the hundred or so employees I spoke with, not one could name any single core value.

The company’s legal team stays ever so busy, ensuring risk mitigation (at least on paper). Guard Post orientation is often facilitated by individuals who themselves have only been with the company for a matter of weeks, or in some cases, days. For example, at FedEx, a larger site, the company’s services were terminated within the notice period so many officers were reassigned. As a result, I was a last minute 911 call and received zero orientation and site training. The client's site director came out to thank me after 3 days just for doing my job. This involved friendly greetings, checking IDs and bags, often joking that we had word people were trying to smuggle in calories so need to inspect your lunch.

From my observations, many of the armed officers are not proficient with their handguns not having ever fired them outside of their initial two-day training course. Instances of mishandling weapons or weapons being left in bathrooms or guard houses while not commonplace, is a legitimate concern and something I brought to the attention of management. During my five months as an armed officer, not once was I asked to unload or load my weapon, nor was I quizzed on its maintenance (there is an annual license renewal with mandatory two-day training required by DCJS for both armed and unarmed officers).

At a major bank in Alexandria, VA., I was asked to cover a shift with only an hours notice. Upon arriving, there was no access and no guard present. Thirty minutes later a young girl, barely five feet tall arrived, not in uniform, and remained in her car parked in a bus zone directly outside the bank. She told me no one checks on her and she never completes a full shift after being harassed in the ATM vestibule by a homeless person with mental health issues. This is apparently what happened the night I was called in to relieve her. She also said, she often takes 2-3 hour breaks, leaving early once the bank closes rather than signing out at 10pm. Surprisingly, the bank manager informed me she was aware of this for some months but did not want to get the young girl into trouble. There are Occupational Health and Safety issues with the vestibule having no company phone, radio, or restrooms (A dark alley was the only option as all establishments are closed from 11pm). Ideally post orders (instructions and contingencies for operational tasks on site) should include access to a first aid kit and a chair to sit on without the expectations that the officer is to stand for 8-12 hours and be within four feet of ATM’s emitting EMF’s. Initially officers used the ATM as a bench to sit on. I suggested to the branch manager to provide internal access by moving the post from a vestibule to being visibly situated inside the bank, by installing a speaker to move the homeless on providing options for a shelter or calling the police. In fact, with the video feed of the vestibule with microphone and speaker, one officer could monitor multiple vestibules. The cleaners had access so I thought limited access for security would be a better option than the status quo. This would allow for use of to kitchen and bathroom thereby eliminating risk of guard being assaulted by unruly under the influence individuals. The company's response, “It won’t happen, the client will never agree.” I did however get the branch manager to supply a stool.

Blurring the lines between Acceptable vs Unacceptable Standards

“It is what it is” seems to be the justification for breaching company and client policy.

1. Field supervisors rarely visit remote posts or night shift posts. If they do visit, it is to deliver uniforms and complete a one-page checklist. I had one ten-minute visit from a field supervisor in my 10 months with the company.
2. Randomized drug tests after onboarding do not happen for the fear of losing staff, despite the supervisor reporting their suspicions to the account manager.
3. Despite the notices in the virtual training, almost all officers are either on the client’s computer or their own devices, watching videos. This includes at reception desks even on the day shift. This is the norm that is passed on to new hires. I witnessed this at front desk receptions and the clients were aware and joked about the Nigerian sitcoms they must endure as it travels down the corridor.

The unspoken rule by middle management to staff is “Don’t get caught.”

Discipline vs Incentives

Regular team briefings are frowned upon as a waste of time despite the low productivity levels of security personnel especially on night shift (40%) In addition, supervisor meetings are rare and the taking of minutes discouraged. ?I attended only one meeting in five months on a site that employs six full time supervisors for 50 officers overseeing approximately 1000 client personnel contractors and visitors. While "shift briefings" are not the norm, the above was not reflected by those at head office and pertained to one site. I saw fifteen minute briefing as an opportunity to team build and provide training. Night shift officers were instructed to walk out if briefings went over by a minute by the site supervisor.

In my experience, acknowledgements and awards are not encouraged by middle management, and farewell parties generally do not occur. The argument could be made that with retention at less than twelve months, does the person really require a farewell? We had a reliable officer who had been on site for over four years and I was able to get most people to sign a farewell card yet the manager chose not to sign the card because he was upset the officer initially wanted reduced shifts to spend time with family. This was not granted so he resigned. This is despite the supervisor training manual specifically having a section on acknowledging good work performance and motivating staff. This of course drives "word of mouth" about working for the company.

It appears many of the executive management worked their way up from security officers or were plucked from the military or law enforcement. While this provides an excellent grounding in security systems and process, the system is flawed, which means that the legacy of maintaining the status quo is counterproductive to innovation and adapting to an ever-changing environment. I’ve been told high security sites requiring special clearance and personal protection aka bodyguards, may be the exception to the rule as they are a separate entity, paying considerably more resulting in significantly less issues by attracting seasoned credentialed veterans. The fact remains the bulk of the work includes basic security services of patrolling and access control where the client is seeking the optics of a secure site and good customer service for their reception areas. There is a low threshold for sourcing entry level recruits.

More than 50% of middle management in this industry are former military or law enforcement. Their exposure to trauma and the taboos in their communities regarding mental health create a natural energetic pull to hire emotionally traumatized people with a preference being “like attracts like”. This, unfortunately, leads to a culture of employee punishment instead of morale boosting. Although empathy is discussed at length as a tool for de-escalation in the training manuals, there is no support system available to assist these managers with their own ongoing unmanaged pain. The result of this is that most middle management reflexively react when they should provide a more measured response. I found on many occasions this was via group email,?rising up by putting others down, making an example of them to intimidate others. Those from the military seem to be enlisted with the rank of sergeant or equivalent taking on account manager roles or supervisory positions then being promoted from within.

In my experience, the reluctance of middle management to praise staff often stems from a military culture. Specifically in middle management, however, the majority of personnel are non-military civilians. We see “write ups” or “disciplinary notices” as the go-to for any slightest infringement. This includes taking a day off due to illness, despite having a legitimate medical note from a physician. The trust deficit is high among middle management, and to a certain degree, warranted, as the recruitment pool does not include our best and bravest or those with the highest sense of a moral code. Sleeping on the job is a common occurrence, where client staff have been found taking selfies with a sleeping officer and posting them on social media. Robots are now being seriously considered as an option to replace some officer patrols and an increase in digital surveillance.

This is in part because it is not demanding work and allows an individual to just be a placeholder. Expectations are low, providing you turn up for work on time, do your hours, remain on site until relieved and most importantly, “stay in your lane.”? Ironically staff are encouraged to be “innovative” as this is another company core value. Another aspirational goal that does not filter down to the officers. Officers are referred to by surname only and when one asks what is a particular person's first name, they don't know despite having worked with them for six months. There is no sense of "team." I insisted on being called, "Michael" despite their best efforts to bastardize a hyphenated last name, it eventually caught on and others followed suit.

The Empathy Deficit

My threshold was reached when I saw a mother whose thirteen-year-old son was being held in juvenile detention out of state, granted a rare visitation by the center because he was self-harming and on suicide watch. The center gave ten days notice that a request by her son was made for a visit and was pending. As her supervisor, she advised me. I emailed the Account Manager of a potential “Shift Swap” that requires 7 days notice, however, did not receive a response. Forty-eight hours later with the 7 days notice period, to her delight it was granted. I immediately organized a shift swap for the officer. Unfortunately, this officer had been in the crosshairs of the management for being belligerent and questioning processes based on her experience as a career firefighter. The officer resigned transferring to another site to the delight of the Account Manager despite it creating further dark hours as we headed into the holiday and flu season.

Stern and derogatory reprimands were given in group emails which included 5 other supervisors on site for my repeatedly defending her against biased allegations ranging from insubordination, non performance of duties to stealing time and racism. I would always respond on the group thread filling in the blanks which resulted in the account manager giving a halfhearted apologies, but the damage was done. My experience at this site saw little or no conflict resolution attempted, instead opting to separate individuals or to target aggrieved officers, hoping to catch them in a “gotcha moment” to force a resignation. This of course escalated the tensions when their paths did cross. At the suggestion of the general manager, human resources became involved and opened an active file. The danger here is that middle managers can create their own empires going unchecked unless the client lodges a complaint. A lack of transparency ensures head office and the client is none the wiser. Good managers are often headhunted by the clients to manage the security contracts of their former employer as the client representative. This was one incident which would have gone unnoticed and accepted because there is minimal oversight of middle management on human resource issues as the focus is primarily on bottom-line and the deliverables.

Compliance VS Moral Compass

I asked a broad range of individuals from officers on the ground to the Global Director of Human Resources, “Would you leave your post to render physical assistance to a citizen being attacked by an assailant armed with a knife?” ?Respondents ranged in age and background, however all respondents were males. The hypothetical question assumed that the unarmed officer is alone in a guard house managing access control, and the incident occurred 300 to 500 feet away, outside of the site perimeter, where a response time from a 911 call would most likely result in a fatality. To my surprise, 65% responded “No”, they would not leave their post, however, they would call it in (often respondents referred to complying to company policy “Observe and Report”). I then asked for those who replied “No”, “Would being armed make a difference?” This saw 75% of “No” respondents answer “Yes”. Again, for those that still replied "No", I asked, “What if you recognized that the victim was your daughter/wife/mother?” This saw a response of 100% “Yes”, they would of course intervene, regardless of being armed or not.

I then flipped the scenario to, “How would you respond to the news that your daughter/wife/mother was killed in an attack outside of her workplace and a security officer did not attempt to intervene?” Humanity determines our response, and we can thank the fabricated culture wars for the decline in doing what is right and stepping up, rather than the more popular and safer option, to be a bystander.

The conflict pertaining to my question is company policy mandates that an officer abandoning their post will result in termination. Exceptions to the rule are permitted through an allowance of management discernment which can grant a certain amount of grace, however, management favoritism often creates bias leading to double standards. Vague or contradictory policies or rules are used to target individuals. On the surface the website and induction process aspire to a high standard, yet these remain aspirational as in reality it rarely trickles down to the staff. The space of virtual learning misses the mark in delivering the outcomes as does the recruitment process. The amount of money spent on recruitment and training is substantial but and what remains is devoured by overtime.

We see an industry stuck with accepting the minimum without a focus on mentoring staff to be the best they can be, thereby failing to inspire further character and leadership development. I was fortunate to receive one-on-one monthly meetings with the state general manager, however, this was mandated by the state Vice President based on the 30-page 2-week review which I submitted to him along with the CEO for their consideration. To their credit, company policy allows employees to escalate matters if employees feel their concerns were not addressed in a fair and timely manner. To be clear there are 8 levels from the officer (excluding HR) to the VP. In my case, the Field Supervisor and Account Manager were both vacant positions for 6 months, which assisted in expediting a response. Human resources was initially included but sadly never responded as they later explained it was initially focused on operational matters.

The CEO opted to delegate our conversation to the Global Director of Human Resources hoping the buck could be stopped by him. It was not until the incident with the mother being targeted and with me submitting a file on incident reports, did a round table discussion take place with the branch executive to address company culture. I patiently await the outcome as my journey continues, however, remain hopeful the collaboration between the client and provider will result in a roundtable where we can facilitate uncomfortable and productive conversations all parties need to have. I did receive interest from the President Elect at ASIS International (American Society for Industrial Security) placing "Kindness” and "Uncomfortable Conversations the Industry Needs to Have", on the agenda of a proposed conference in 2024 which will include clients.

In Conclusion

My intent for writing this article is not to smear this industry, but to shine a light on the obvious and covert struggles it faces in a world that is becoming increasingly less safe.?I was advised by one executive that “having uncomfortable conversations” is something that they welcome (apparently just not from me, as they declined to meet in person). I became aware of death threats being made to officers who pushed back, and the individual delivering the threats was promoted to be a regional trainer. This was not based on merit, but to remove a problem from one site and disperse it across a region. The only caveat I place on this opinion piece, is that it has been drawn on my 10 months experience working in the field with one firm, however many career veterans advised the other major players are either the same or worse. There are no doubt examples of standout sites, however, I was stationed at one site which was held in high esteem regarding standards, and it was found wanting. None of what I have shared needs to be this way. There are simple cost effective alternative solutions that will not require funding, however it will require a conversation with the CEOs and boards of both the client and security firm. They must engage at least initially due to the guardians of the status quo, who primarily reside in middle management and will resist change especially if it is coming from an outsider who refuses to stay in their lane. I say this because I often hear “our hands are tied,” the contract or client dictates terms and conditions, or "Its above our Pay Grade". It can absolutely be improved on all levels, however, the industry must acknowledge that to continue doing the same thing expecting different results, is a well known path of self destruction. Clearly the industry and its clients need better partnership strategies that encourage honest, transparent and uncomfortable conversations that no one appears willing to have….yet.

This concludes Part 1 of 3 I will be sharing the obstacles and challenges to change, prevailing market conditions and concluding with a way forward. #undercoverboss Five Essential Interview Questions That Never Get Asked.

Ryan McInerney Cy Oatridge, CPP Nancy Peterson Stephan Malvoisin Liesbeth Schiavo Thomas Givens Dominic Harvey David Hedrick Guy Stiebing Katie Morton Magnus Ahlqvist Comstock Companies Katie Morton Kevin Engelhardt GardaWorld Securitas Security Services USA, Inc. Allied Universal Security Services Michael Pinkosz Sean Vreeland Cortez Fletcher III Don Tefft ADT Security Services G4S 摩根大通 FedEx Ground Virginia Department of Criminal Justice Services Yolanda Hamblen Mandy Payne Scott Temple Alana Semuels Michelle Harven Miranda Devine Paul Schwartz, MS, PHR, SHRM-CP Christopher Clemente Dylan Clemente Deborah Pecci Winnye Wilks Joyce Kowalevicz John Bailey David Kamperin, CPP, CPM Andrew Butts, MBA Jon Hyman Eddie Sorrells CPP, PSP, PCI Karen Frank Richard Kelly, CPP Joshua Villines Malcolm Turnbull Kevin Rudd Erik de Vries CPP PSP David I. Buckman Eric McGarty