It's Your Loss with Tony and Johnny - Special guest Rick Beardsley

[music] I'm Tony Shepherd, 30 years, tracking organized retail crime and working major bus. And I'm Johnny Custer, 30 years turning lost prevention into a profit driving powerhouse with analytics and strategy. Every episode, we break down the latest in retail risks, security and total lost prevention, what's real, what's hype, and what's coming next. And yeah, we'll probably have some fun along the way. Welcome to It's Your Lost with Tony and Johnny. Retail crime, retail loss, the future of lost prevention. [music] Hey, welcome back. Hey, Tony. Good afternoon, Johnny. How are you? I'm doing awesome, time for another episode. At this time, we've got a legend with us, Mr. Rick Beardsley, the senior director of lost prevention at home, hey Rick. How you doing, guys? We're doing awesome, man. It's great to see you. Thanks so much for joining us today. Hi, Pudger. Wait, wait, wait, wait. Do we have all Texas people on the call this time? Is that accurate? We do. We do. Yeah. First time, all Texas. Look at that. Johnny, you know, I were less than two miles apart probably. Well, that's right. That's right. We should have worn our cowboy hats though. That would have been classic, you know. We missed out on that. They don't look right on me. It does a fit. It does a fit. I've tried to make it work. It just doesn't work. How about you, Rick? Yeah. And anything Cabo's aren't for me. I agree with that wholeheartedly. Anything, cowboy related. All right. I should have worn my cowboy hat. That would be you guys then. Fine. Next time. All right. So listen, we're going to be jumping into the Rick origin story pretty soon here. But if you don't mind, Rick, can you talk a little bit about your current role and how long you've been there? Yeah. I'm a senior director of Lost Prevention and Safety at home. I've been here for 12 years when I started. The company was still Garden Ridge, but it had just been sold to a new group. And we called ourselves at that time kind of a 30 year startup. So we had 58 stores when we started sitting around 360 now. So we had a pretty big growth spurt. And we had a lot of interesting LP things happen through the time. I guess about 10 and a half years ago, we rebrained it to add home. And the Garden Ridge was purely a Texas kind of meme idea, whether that's where it started. So the further we get out and the more stories we had, the less people knew what we did. So at home really makes a lot more sense for a while. That was in Texas during those days. Was Garden Ridge the same basic setup that you have at home now? I think it kind of started that way, but it was really on. It was, it was a way more eclectic in terms of product line, merchandise. And then we started, they had some things that really don't make sense to what we are now. Things like they had books and they had luggage and nursing scrubs. Just kind of a weird mix of things that were not really related to home furnishings, which is basically a big box home furnishing store. Well, as a matter of fact, let's get into that a little bit. In case our audience has never been in one of your locations, could you kind of describe your business model? It's a unique business model. I know my family loves your stores. It's just so different than anything else out there. Yeah, but we're going to think about home deep or low is for home goods. We have huge selections, great values. We have two seasons, kind of like everybody else, our Christmas. I mean, we have the smaller ones like Halloween and fall and that kind of thing. But you know, we have the Christmas side, you have the patio side. We have lots of great items, kind of across that whole board for home furnishings group. I mean, I always joke with my wife like we have to go find a red pillow, which one of the 10 different red pillows that we want to buy. And I love how you have it arranged by aisle. You've got the blue pillows on this side, the green pillows on that aisle. So it's a little different than then I don't think anybody else is really like us in terms of what we do. So, okay, so you've got you've got you don't have a large team. I know that. But you've got a very efficient team. You got a really solid team. And they're now in charge of all things shrink mitigation or are you kind of taking this total retail loss approach or some hybrid. So it's it's more high bed is probably a good word because we are we have a responsibility for some very specific things that are kind of outside the preview of most LP team is probably. Right. We manage physical inventory process the process. So my fear team, my whopping feel team of three now is about probably 35% of their time on PI. Wow. Because the way we do it, we basically take a quote of our stores and count them in each quarter over three week periods. And then we have roughly what's called 40 target shrink stores 30 to 40 target shrink stores. And for each of those, we also try to do a pretty inventory with it to make sure that they're up to snuff. They know their process. What do you make because of our product mix and how large our stores are the better we can prep the better our shrink is because we're really hard to count. It is a I could imagine that's not I mean, I know that's probably pretty standard comment the better you prep the better your count, but we're hard to prep and if we don't prep or hard to count. So spend a lot of time doing that and our shrink is probably even our incidents has gone up a lot since pre-COVID. We've been able to maintain our shrink it really good levels different than the industry. You know, Tony, I want to kind of take a couple of left turns here based on what what Rick was just saying. Did you have any questions on some of the topics we brought up up to this point or do you mind? Well, I'm just curious. Hey, you mentioned obviously the you know the risk you had risk when you got there. And obviously again, you mentioned that you have a small team. That's the first one I I know of at least that LP is actually handling the inventory process. I've seen it sometimes in like the distribution environment where like I was like some of the like an inventory control team that might fall under the LP department warehouse environment. But I'm not I hadn't heard of that. So if you think about it, if you think about how small my team is. We're a growth company starting 12 years ago with about 60 stores grown to 260. Well, everybody's team is kind of that way. So it was some of this is a divide and conquer. So since shrink was mine, the primary process to get to shrink became mine. So talking about that, the other parts of our team, as you guys know, based on our partnership does a lot of internal investigations. A lot of external investigations more geared toward our what we call a LRC, probably a little different than a definition that the industry uses. Because I've jumped with others in the industry saying you can't define it that way because my ORC team her name is Joy. It's good. Does it, you know, basically does it in reverse of how everybody else does it, right? We do it. Can you give me an example? We use exception reporting to do our investigations forensically through the through the register. So we identify you in think our P and our partners that are our exceptional program. So we identify you by your ID of some sort, right? Well, at least the ID you're using or your debit card or your perks, I or your loyalty ID, anything that we came to identify. Well, Homeland Security loves us because, you know, everybody else has read Mustang with license plate number starting in three to with the right on tattoo. And I got a number of gels. I know that person in their bank account is this. Yeah. So we tie up. We can help others tie a lot of investigations together, but we track. We learn because of some of that information and how we gather it, you know, we picked out one of our biggest problem groups is actually a group of traveling nurses. So we thought we thought they were traveling for us. Now they were traveling for their real job and we just happened to be there too. So just something rabbit before we replaced our POS, we had a vulnerability that allowed them to kind of cash out. I don't bury the details, but they could basically do multiple transactions to get to a full refund. I would imagine right the size of your stores, right? It's almost like you know, you're like a warehouse almost right? I mean, they're proud. Right. So I can assume that makes sense that obviously it would be a huge focus, right? And then we said, or is it mostly like would you call it fraud related or see because it's. Now I would call it refund fraud related just if you think of a typical external refund fraud, they're. They're essentially buying it and refunding it. I mean, that's now they have to manipulate. They have to do more than two transactions, but essentially that's what they're what they're doing. And we kind of created the them looking for vulnerability because they used to, you know, they buy it, they get a gift card, then they'd sell the gift card for 60 cents on the dollar. But we were really proactive with all these gift card sites would pop up because we were small enough. If there was a gift card out there, the one that in zero, you know, that was truly a gift card, we wouldn't pay attention to it. If it were, you know, if I mean it looked like it was more likely merchandise credit. would we would scrub those sites and pull up data and we turn them off and then we'd call a site and say just so you know if you take any of our gift cards and put them on here we turn them off and we were able to stay off of most of those sites. I don't even know if there's any real proliferation of those sites currently but about 10 years ago there were a lot of them and they'd pop up every couple days and we used to just write them a letter and I'd call them and say just so you know we turn off gift cards so they'd stop posting ours for sale which was all we needed that's all we wanted anyway but yeah our vulnerability is thankfully no longer there but they had to kind of manipulate multiple transactions too but if you're looking at it from our normal just the normal LP thing it was they were still yet and returning it and then cash out that's if you don't mind Rick I want to go back to the physical inventory thing and let me explain why I'm hearing especially heavily over the past year or so that a lot of organizations are moving toward internal in-house counting of physical inventory yeah the virus coming up that was was a sin right because there was a conflict of interest we weren't really the experts like Regis and Whisper so it was almost it was almost sacrilege to even hint that you would have your own people count physical inventory now that being said I've noticed at the conferences we've had a lot of push for internal but I thought that was just coming from the companies that sell the equipment to do that but they're learning about the case there's a lot of efficiencies if you have if you have if you have enough people for the size of your operation or you're people run it or they actually get out there and they're scanning too so mine don't do it we've tested it a few times there's there's things we do that we count you know precounce and things of that nature now I think where it has evolved from is people are doing cycle counts and so if I can count if I can count it all over 12 months why can't it count one day I'm doing it all year yeah so I think I think a lot of the from back when you were coming up and you were thinking about the conflict of interest and everything it was because most of that count back then was paper driven there was a lot more opportunity to using it if you easily manipulate it if you wanted to because now you're scanning everything it's somewhat unless you just don't count it there's really not a way to manipulate it hey Johnny can we dive into I'm fascinated Rick by your background obviously everybody it goes in LP right there's different reason but a lot of folks right like John I've had this conversation kind of you know he intentionally went into LP because even knew what it was right because of this unique situation I had no idea right and some kid in my biology class at college is like you know I need a part-time job and then I fell into it and yours is a little bit unique right I haven't seen you know the financial aspects of that it just it's just really interesting to me and so I'm just curious as the how you ended up in this LP world if you will right like how did you get here based on your background I think I got in like everybody else I was going to school I was working in a department store on the receiving dock processing store to store transfers that was my job and I worked when I got off a school till about four o'clock Monday through Friday so it was three or four hours a day I met the store detective and he told me the emergency code and you know then I was I was still as tall as I am but all the stuff was in the right places you know there's a lot of lots of it so one day I heard the emergency page and I went out there and he was trying to handcuff a shop after and it wasn't going well and I jumped in and helped him and you know happened a couple times later on the big deal one day I heard of another page and I went out there and the manager of the department was in this struggle and it was really not going well and I jumped in and I had never met her before and handcuffed the guy and dragged him in and she was pretty banged up and she asked me if I wanted a job and I said why I don't I only work Monday through Friday for like four so just date myself she goes well it's five dollars an hour I'm like all right I'm in because I was making I was making 350 an hour so and then unfortunately or fortunately back then the primary criteria of what was then called a security person right you weren't even an LP person or an AP person or was to catch shopletters and it was all about body count recover it didn't count average hours per week yeah so I did really well at that and then they promoted me and I became a manager and I did that for a number of years before jumping off for a little while into the uh financial services world that's Chris Hamlin this the other day would you stop a shoplifter today and I'm just talking about age it's the general if you were still a young whipper snapper would you do it probably if I was young a problem with they're the fun line between young and old though and you're doing that because I I did have an incident when I was at the advanced age of about 28 and not 21 when I would stop someone and it didn't go particularly well when it used to always go my way oh well come on you got to share the story I stopped the guy I stopped the guy that stole leather coat but he stole it and walked outside in the middle of the Christmas parade with the fire engines going off and around the ball with the fire engines and it so it was just so loud no one could hear me so he and I got into it and um I held him for a really wrong time before they figured out where I was and they came and jumped on him but chaos I lost that one yeah well we lose some I was uh how it is I'm in the content I think nowadays obviously there's certainly and we all see it right yeah violence and stuff that's involved right and some of the activities yeah well that's a big thing back then is you never really had a fight you had a wrestling match of you trying not to let them run away it wasn't like you were standing there toe-to-toe or anything it was you just were not letting go today that's not it I mean it's real violence today I mean they want you to stop them so that they can turn around and do something to you yeah I couldn't agree more that's exactly the way I described the people back then it was it was just them trying to get away and us trying to make them knock you away yeah it was not a fight if you will there's the liability issues too right I mean now yeah yeah legally different than when it was back when we were doing that type of stuff it's just a different world now there's the violence but then there's also the the liability the liabilities huge I'm curious of what your learnings from loss prevention how that transferred into I looks like you were a ran your own insurance agency for a few years had some success there and then became a financial analyst now I was a managed financial analyst okay so how am I probably the biggest thing in terms of owning the agency that my loss prevention background gave me obviously was the you know the ability to share them risk and worst case scenario I had real world experience at that but probably the biggest tour I had was my interviewing skills thanks to Steven Doug I would ask David Thompson the other day if my trainers were doing doing need to be retrained you probably missed for versions or five or six so but not my if you think about doing investigations and I know you guys have done them and you think about the interviews around them whether or not it's the suspect or or the witness you're essentially trying to get somebody to tell them tell you something you they don't want to tell you right or tell you everything about that's something that they might now want to tell you everything and that's what kind of I found the same way with when I was helping people with their insurances they might want to leave details out that would have changed good or bad you know the the ability to help them right so that was probably the the one real thing managing financial advisors nothing could help me okay so what about the other way around it so you can you come out of all those financial businesses and now you're back in loss prevention and now you're in a significant leadership roles at this point right yeah we're transferable definitely yeah I think the big thing especially coming to a growth company is when you run your own business a lot of people think oh boy he owns a business he must be doing really well like so when you're in a business the last person to get paid is you so what I what was really helpful in me especially in at home and less or so a party city but at home was really that okay if this was my money what I spend it and I made I would say fewer I made fewer mistakes in spending or technology or that kind of thing because I use that theory and making my decisions as we were moving forward so it was always about the best practice or the best service or value or like when we convert our alarms over I I told our own company that essentially you you have to be my alarm department there's nobody else I need you to do all this stuff and they did so I see that you went as you're working away back into the retail industry. You spend a little time consolidating. with APA. Yeah, I remember APA. I'm wondering if a lot of the audience might not. Do you mind kind of just. There's a lot of big games. I mean, there's a lot of you folks that are in senior positions now that came out of that organization. So I did it about a year. And it was really just. I'm trying to think of the best way to explain it. It was if you were running. So I'll go back to when I first started at home and I didn't have a staff. I had two things going around at once. I'm opposite ends of the country. Well, I could do one and there was nobody else. So I actually used APA or someone similar to Saraka. I mean, these five interviews done. So if you really think about it, it's really geared towards. You know, folks that didn't have their own LP department or didn't have a certain expertise. Or didn't have an investigator that could handle kind of the entire start to finish without supervision. Essentially, right? You could do it on your own. Yeah. I see you end up a party city. Right. RIP to party city, by the way. And I remember you getting this role. I remember when you took this role over. What did you think of that environment? Because a lot of people don't realize party city had franchises. I mean, there were corporate stores, but there were a lot of franchises. It doesn't seem like a normal franchise operation. I want to say then we had probably. I don't know, five. Five to 700 corporate stores and. A couple hundred-ish franchises. I don't know, a ton to do with the franchises, other than be there as a me if they needed something. But I was yet. I had an analyst and me. Why didn't realize that? Yeah. When I was there. They had a limited kind of the department and then they were bringing it back. So I think the thing that. The two things that were there that were unique that I was able to accomplish and help me. kind of look at how to build a department is. One of my partners there was the predecessor to Antigress, LP, E-L-P-M. API, last prevention. Yeah, last one, yep. David Johnson and Tim. Yeah, and they did audits and other stores for us. And then if I needed an investigation, they could do that if I needed to be remote. One of the weak things I asked them to give me was I had a ton of this kind of level. One of this kind of low-hanging fruit investigation of exceptional porting. Like, you could just look at it and know that it was gone on. And I asked them to find me an investigator that would sit next to me in my office and I would just funnel him exceptional reports. And he would do phone interviews. And he. I don't know. He'd probably take out three or four people a week that were doing serious amounts of fraud. And just never left the desk. That's a good pace. And it really confirmed how I built my team being that it was small. I mean, we were doing phone interviews well before COVID. Well, phone interviews were on the line. Well, you're obviously working now in an environment where you still don't have a huge team and you've got a large responsibility with multiple avidors and multiple verticals. What would Rick 2025 tell Rick 2011 at Party City? What would he advise that you've gleaned from the decade plus after that? I think I'd have a much better idea how to build a. How to justify building a team there than I did then. Especially having been out for about 10 years. When I got to Party City, I had been out for out of retail for about 10 years. So there were a lot of things that were different. Exceptional reporting. It wasn't barely on the radar. So having that kind of changed my thought process but probably not fast enough. Because knowing what I know today, I would have said to them, we have this exception reporting that is 10 versions old. I'm making that up. I don't remember if it was actually 10 but if we need to spend the money to update this, to get it to the current level, or to see what else is out there that might be more intuitive or something that we could generate more activity quicker. Because the biggest problem. I think the only thing I really look at today on cases is dollar value. Because to me, if you have more cases or less cases, it's not as material as what that dollar value is. If you have fewer cases than last year but your dollar value tripled, you're missing something. If you have fewer cases than last year but your dollar value cut in half is you're probably doing the right thing or at least as much as you can. I really think knowing what I know, because when I got to at home, I had to put in an exception reporting. I had to put in case management. I had to put in now different technologies that we use that were already in place at party city but I didn't know they were deficient. In terms of their. It was better than anything I ever had. I didn't know it could be better than that. That's probably the biggest thing. That's why we don't always. Any age and actually we rarely change. But we always listen. You think you have. I'll use you guys as an example. One of the competitors thinks they have the new best thing. I come and show us the new best thing. Does it do this? No. Well, it's not the new best thing. The other things do better. There wasn't a dollar one solution back then. Everybody was a point solution. Groups that were good at EBR, they were groups that were good at case management. Nobody was doing all of it. That's what we're finding. We're finding that a lot of people are stunned when we say we're moving into that realm. Well, I think the big thing is it's where you're a pain point in your efficiency. I knew when I started I needed exception reporting because that with me and one person not having the exception reporting, you have no chance. But I could go a wrong time with my case management system being a spreadsheet. There's only two people generating cases. But when I got to the point that that was no longer efficient. You were spending too much time compiling or reporting, then we find you guys. Right? And then we believe in one. And then what we've learned is stop worrying about it just for L.P. Where does your solution make everybody efficient? And we've been able to use it like an enterprise business tool and in that. Anybody that was tabulating data of any sort manually. We've taken on. Burberry them a intake form of some sort. And I'm going to call it the wrong thing. You guys know what it is. Whether it's a case or a firm or a report or whatever it is in in the normal culture of what the actual thing is that we're using. It's whatever you call it Rick. Well, you guys have different. But you know, I know we use some things that's actually a case that we're using. And some things that's actually a firm just a firm that we're using. But it helps our. Pug there's any organization. Not have to do something manually. And that's probably the biggest thing is just the fact that it. Well, it will automate so much and report out on it that why are we keeping in the bucket of L.P. Because certainly we probably learned this most during COVID when you didn't have a choice. Everything had to do something else because we're ready to contact tracing. I was going to call out to you and so find me a company that does contact tracing software. Oh, it was lots of mouthful. They were all the. I'm not going to be a good one. You know, how much were we going to pay for it? How long was it going to take me? I mean, it next week. So we bought something we think L.P. And the joke. I know Tony started hurting John. I don't know if I've used the phrase, but what I'm talking about is. All right. Here's I'm going to go with think L.P. Every week we have to try and break it. You know, tune your credit or her credit. There was a combination of the support we've received and what she's learned is that. I mean, we. We've burned it a couple times. But I don't think we've broken it. That's good enough. Right. Hey, Rick, I wanted to switch gears a little bit with some stuff that this is my favorite part. If I'm being honest, my favorite part of this podcast here is. You know, I obviously people know you right. They know you from the industry. But we want more interest in some of the things they don't know about Rick, right? Okay. So we're going to dive into some guilty pleasures for Rick. Okay. So what keeps you occupied when you're not in L.P. mode, which I know is hard to turn off as we all know. Could have been in the center of a long time. But when you're not in L.P. mode. And so the first question I have is what is your favorite guilty pleasure song? One song? Yeah. Or it's on road. Yeah. Yeah. Well, I'm going to go with one song as Thunder Road by Bruce Springsteen. That's the one. Good song. I think that's a real song. So however, what I will kind of outline is I've become. I'm still a, we call it music snobby. And essentially any artists that started after 1980 probably isn't very good. Well, I've seen a few of you stuff. You have a dreams. Classic. Classic. Yeah. Classic. Good movie. It's got the red it's got baseball spores specifically the red socks. It's got some supernatural thing. It's got an investigation for us where does that do that? Yep. And it's got Darth Vader. Yeah. Yeah. So it was a what about so so guilty pleasures or hobby activity and we do have to share and we did the same thing. You know, rats can I kill us by the way Johnny we keep bringing. I know I potentially try not to bring it on. Rets guilty pleasure. Homie red ash are is antique. Rick would you guess that? I mean I literally he said that I was like all the fun but sure that that would I I don't think I would have guessed that antique. So no. So what is your I would buy a burning for him if he was going to make one out by say my name is for about the last eight or nine years has been golf and it gets and it's getting worse. You're getting worse or the addiction getting worse. I mean addiction is getting worse depending on the time I actually almost wrote that short term and that I didn't. What was like LPS and you know I'm really golf ricks I can't have all like golf but I go out there and swim that club around and had a good time. Yeah. Yeah. I've right now I feel like I'm a little bit worse Johnny but but the addiction's gotten worse. Not I'm in to mourge. It's just bad but I could have worse hobbies. Very play here locally on our. This is not a steam to the Lantan of course. I do not. So out of my not I cannot justify I think there are a couple of weeks ago as a guest of one of the members. I could justify if I was retired but I can't justify what that because I played all the time and I don't sniff that number. The last question I'm going to leave it to you Johnny even though it's my favorite you go ahead my favorite question go ahead shit. Yeah so your your your previous questions were a little too normal for us so we got to throw this one out there. Everybody has and you kind of touched on a good story with the parade but what's a good embarrassing story that you went through in your lost prevention career whether it was an apprehension or an internal anything embarrassing so not like a total mess up but an embarrassing thing that happened. Okay I can still literally cry from laughing telling this story so I'll try not to. I was on a plane one day. This is that at home and I'm texting something with my boss about whatever problem is going on and I'm texting my wife and I'm texting my boss and battle blah and then I finally say okay I'm playing love you and I'm texting my boss text me back and says love you too but I'm sure we're meant to ask for somebody else and now literally I and I text them back I said yes but now the person sitting next to me thinks I'm having a scene here because I'm laughing so hard. Did he still tell you we love you just as a joke did he bring it up ever? No we had another funny story that I won't share but that he'll bring up but it wasn't. It wasn't related to embarrassment or anything else. See it's well I'll tell you that over a beer Rick. Yeah I'll tell you that one off the air. Listen. Yeah that's probably the most embarrassing one because I just I don't remember now if I was more embarrassed from the text that I sent him or the person next to me that couldn't figure out what I was have lost my mind over. I love it. I love it. It's there. Listen Rick I want to thank you for being a good sport. You've been great. Keep doing what you're doing for our industry you know and we didn't really get into it because we didn't have a lot of time but you know for those of you that don't know Rick is not only the senior director at home. Rick is doing things across the industry to help influence the changes and the progress and the evolution of our thought process whether that be through the lost prevention research council whether it be through lost prevention magazine Rick. Are you advising anyone else it seems like you're advising everywhere. I'm well I'm a bread of advisors for their for the AP conference and on their AP leaders group whatever that's called that sounds about right and then I also know something that I've been doing since covered with access communications on their retail advisory board and we have a small I don't call it conference more of a meeting educational meeting that we had actually just this week and they've been doing that. I want to probably say 12 years I haven't been involved that long but I've been involved on the board since COVID and it's just I think the content in that not to say that the other content content is more general this is kind of really specific and different and interesting because it's much smaller and it's more intimate. I find it the most interesting and a little biased because I'm kind of advising slash creating all of it versus just commenting on all of it so maybe it's not but but the people that come always give rave reviews to the content and that's kind of what's what is important to me and if we can help other other people when people grow that's the industry is so different. I mean if you talk about your job was catching shopletters and now you're you know what tracking hurricanes. I mean it's just so different and you really need to be more of a well-rounded business person that has a subject matter expertise and probably all the things that we do that no one else wants to think about. That's a great clip right there. Fair enough right. Fair enough. Would that be a good idea? I want to thank you again Rick. I really appreciate your time. I pleasure. Oh I especially on a Friday afternoon. Hopefully we all make happy hours still so we're going to wrap up now. Again always a pleasure. Good to see you as always and and I'll see you on the circuit. I know we belong some of the same groups so I'm sure I'll see you soon but again really appreciate your time. Coming to a team screw you. That's right. That's right. Exactly. Rick thank you again. Appreciate it Tony. Good to see you buddy. We'll see you on the next one. All right thanks guys. Have a weekend. Thanks for listening to It's Your Loss where we explore the strategies, stories and data driving the future of loss prevention. This podcast is brought to you by ThinkLP. Powering loss prevention for over 200 leading retailers and helping protect people and profits around the world. If you got value from today's episode make sure to subscribe on iTunes, Spotify or YouTube so you never miss an update. Let's keep the conversation going. Follow Tony Shepherd and Johnny Custer on LinkedIn for more insights, stories from the field and industry updates between episodes. We'll be back soon with more news, more strategy and yes probably another crazy loss prevention story or two. Until then keep protecting people, securing profits and trying not to let it be your loss.