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Episode Four: Michael Lamb, LPC, Global Retail Security Leader and Consultant
Episode Four: Michael Lamb, LPC, Global Retail Security Leader and Consultant
Episode synopsis
In this episode of A Safer Shift, industry veteran Michael Lamb, former leader of asset protection and safety at major retailers like Home Depot, Walmart, and Kroger, shares his insights from over four decades in the field. Michael discusses the evolving challenges in retail safety, including the impact of COVID-19, the rise of organized retail crime, and the increasing need for integrated technology solutions. Viewers will gain valuable takeaways on leveraging innovations like body-worn cameras and smart security systems to enhance safety, mitigate risks, and build resilient threat management programs in today’s dynamic retail environment.
Video transcript
Blake Lewkowitz - Axon: Welcome to a safer shift, a talk series focused on creating safer communities, featuring the key leaders that will help us get there. Today. I'm joined with Mike Lam, industry veteran now, retired ex-leader of multiple big box retailers from a security and safety perspective. Now, a consultant. So thank you, Mike, for joining us.
Michael Lamb: Hey? It's my pleasure, Blake. Thanks for having me.
Blake Lewkowitz - Axon: Now before we dive into everything, obviously with the intro. It was a little confusing. Could you walk us through your history in the Ap. And Lp. World, and all the places you've kind of hung your hat.
Michael Lamb: Yeah, how much time do we have?
Blake Lewkowitz - Axon: We'll keep this one short and sweet right.
Michael Lamb: Yeah, yeah, no. I've I've I've had had the privilege Blake, of being employed in the Asset Protection safety industry for over 4 decades principally at 3 major companies. That comprises probably 90% of our tenure in this in this department, this area.
Michael Lamb: So I've I've had the good fortune of leading the asset protection teams that and safety teams that organizations like the Home Depot. where I had a lot of great learnings and great experiences, and then from there I went over to Walmart.
Michael Lamb: Had the good privilege of running Walmart's asset protection and safety organization for a number of years.
Then I finished out my career with Kroger Company in Cincinnati and very proud of of the accomplishments at all 3 organizations. But it's really really a compliment to the teams that I had, that we're supporting the efforts to drive a safe store and a profitable store.
Michael Lamb: So I retired after about 44 years of doing this. I couldn't walk away completely, still enjoy some of the consulting work I do.
Blake Lewkowitz - Axon: Absolutely impressive background, to say the least. But with over 44 years at some of the biggest places you've obviously been involved with a lot of visibility. You've seen pretty much everything kind of walk us through the trends you saw, you know, leading up to Covid, post-covid that that really stood out to you and maybe alarmed you, maybe even from a health and safety perspective.
Michael Lamb: Yeah, you know to me a pivotal point in the world of asset protection and safety was really the Covid era.
Which really for essential businesses like grocery, and who I was with at the time. Really challenged asset protection in ways that those groups had never been challenged. And it wasn't just Kroger. It was all other essential businesses.
Michael Lamb: What I really learned through that process was the value of all the interdepartmental fundamentals and necessity for those departments to work together in order to run and operate a store in an environment that was unprecedented.
Michael Lamb: And what I what I took away from that was it really enhanced the value of asset protection is a meaningful function within any organization that was contributing in far more ways than just shrink management and profitability.
Michael Lamb: So that was a learning. And then post Covid things got a little crazy, didn't they? I mean, if you think about
what we saw with, in my opinion, a proliferation of theft, organized retail crime. It was almost like the perfect storm where we had. You know, issues with law enforcement agencies being understaffed, we had issues with judicial systems significantly overtaxed. We had all these States elevating felony thresholds, so it really became the crime of choice, and and we saw this growth, in my opinion of organized retail crime, and and even more importantly, the violence that so often is associated with it.
Michael Lamb: And I think over the past 5 years, 4 and a half years that has really taxed AP teams to be more nimble. To really look at things like technology that, that whether it's body worn cameras, whether it's looking at smart CCTV systems that integrate. You know you've you've heard me talk about the importance of ecosystem and integrating all these great solutions that are out there for retailers today in a way that gives you this single pane. And there's a number of companies, yours among them. I think that's doing great work and understanding the importance of that
Michael Lamb: I do think along the lines, though, if you if you step back. Particularly, if you look at the grocery vertical, Blake. If you look at the number of active assailant events that have taken place. It's just horrendous. Kroger was no exception to that. You think about tops. You think about Albertsons and the list sadly and unfortunately goes on and on. So I think the more that we can do to bring technology to bear that helps mitigate those risks that allows these organizations to build formidable threat management programs. I think, is essential.
Michael Lamb: I mean, I've said it many times. It's 1 thing to miss a shrink number on a budget, or even miss a sales budget. But when you have an active assailant event in a, in a store, in a retail shop, or anywhere it, it changes everything. And not for the better. So a lot of learnings.
Michael Lamb: The other thing I would tell you is, I think things are moving at warp speed. And I think technology among them. And today I think I'm as proud, if not more proud than I've ever been of how asset protection is playing a role across America and across the world. Providing more meaningful value, even more meaningful value than they did prior.
Blake Lewkowitz - Axon: Absolutely. And you kind of touched on this a little bit, a couple of examples. But across your time, across your consulting years...What technology are you noticing a lot of of asset protection leaders, or also other departments within, within the vertical adopt to try to create safer communities and safer retail experiences?
Michael Lamb: Well, I think there's there's a myriad of of of solutions that are out there and at times you can, as a practitioner, get a little bit overwhelmed if you're not careful. But you know what comes to mind to me is technologies that
create this impression of control, where, you know, we use the term a lot. Harden the target where you become less desirable. Whether that's an act of violence, or whether that's an act of theft.
Michael Lamb: So you know, CCTV has come a long way. Smart TV, if we could call it that, facial recognition, I think. As soon as we get, perhaps beyond some of the privacy concerns that exist. I think, has the potential to be a game changer.
you think about body worn cameras, and I don't want to get stuck on this. But you know, if if that's gonna enhance the safety of the associate and the customers around the associate against those types of threats. Then that's got to be exported.
Michael Lamb: But but for me, it's around hardening the target. It's looking at technologies filtering those technologies test and learn right? And if you fail, fail fast. But there, there are so many advancements with technology that what is new today is perhaps obsolete 6 months from now those solution. Providers that are constantly looking at reinventing themselves.
Michael Lamb: I think, are those that'll be here for the long term and I tip my hat because I think more and more that's occurring. The other comment, I would say, is, I've never seen a point in time where solution providers and their partnership with other solution providers is coming together today in a more meaningful way.
Michael Lamb: You know i see examples of that with symposiums, conferences where you've got solution, providers that are mixed with AP practitioners, safety and and profit, really discussing how these are strategic partnerships. These aren't vendor relationships. These are strategic partnerships. And then from there, if you say, “Well, how do you take all that and you integrate it.”
Michael Lamb: You combine it and stitch it together in such a way that it becomes a force multiplier to me is, I think, where we need to get to and get to quickly.
Blake Lewkowitz - Axon: Perfect. I think a follow up question, obviously. And and we hear this as a solution provider a lot. And I'm sure when you were a practitioner. You dealt with this pretty frequently, too. But technology is, it can be wonderful. But how do you get it integrated into your systems. How do you get through? Internal you know roadblocks or departments that you need approval on? So do you have any advice for any leaders in the space right now, listening and trying to figure out how to move technology throughout the organization to get that ultimate approval.
Michael Lamb: Yep. Well, 1st of all, it's a great question, and, you know, having been on the practitioner side now, supporting a number of solution providers. I see where the frustrations can occur and do occur with with a lot of solution. Providers in terms of the ability to get something stood up and get it stood up in a in a manner that is expeditious and and provides value to the organization. I think today's Gp leaders are challenged with.
Michael Lamb: How can we better market and sell what we believe in? So if I believe in Axon, for example. I'm going to sell it with passion and energy and I am going to look to you as a solution provider to help me do that. And the other thing I would tell you is, you don't walk away on the 1st note. My experiences with with the 3 companies that I described, that I've worked for that. I walked away on the first. The majority of what we put into place would have never put into place.
Michael Lamb: You can't win the game with emotion. You can get in the meeting with the emotion. But to sell it you got to talk about what is the value proposition? How will you measure the value proposition? And is the return on the investment. Significant enough that you need to go after it. And the other thing I will tell you. I used to work for a lady as the COO at Walmart, who said, “You're not gonna break the store, Mike”, trying something or “break the company,” I should say, trying something in 5 stores if you passionately believe in it.
Michael Lamb: It makes sense, and it's ethical which they always were. Then go get it, and you know. So I have this insatiable appetite to look at technology. Because I think the winning formula is technology and people it can't just be people. And it can't just be technology. It has to be the 2. I think our industry struggles a bit today selling that value proposition.
Blake Lewkowitz - Axon: Got it.
Michael Lamb: And are you willing to go in and put your credibility on the line as an AP Leader?
Michael Lamb: Let's say I believe in this. I've done my research. I've ran the analytics. I've Field tested it. I've talked to others. We need to try it. So it doesn't mean when you initiate a relationship with a solution provider that it's got to be. Jump in the deep end of the pool, right? Step into the waiting portion and work your way through.
Michael Lamb: And what does what does scale mean? In some companies, some solutions, it could be every store in the chain, and others it could be a portion of the stores in the chain. So it's not, you know. Go go for the bomb right. If if it's a football game, you know, you don't get any end zone typical of throwing a 95 yard touchdown pass. It happens but rarely.
Michael Lamb: It's a progression where you demonstrate the value to your business, that there is an ROI on the investment you're making, and that the business is benefiting from it.
And my last comment is something I've said many times. If you've got a solution—Axon, for example—if I can tie that to improving the customer experience and not just managing safety or shrink, that solution gets a lot more attention than if it's one-dimensional.
But, you know, I get frustrated at times because I think, in our industry today, we've got to do a better job answering the question: how do you sell it? You have to bring in all the stakeholders—privacy, legal, data governance, your senior operators, and even human resources on a lot of these things where it's touching people, whatever that solution may be. You need to garner that support, be passionate about it, and never, ever walk away after the first "no."
Blake Lewkowitz - Axon: Great advice, and we'll keep that rolling. So, as we wrap up, given the topic of this series, A Safer Shift, what advice would you give to any AP professionals or leaders listening who are trying to make a meaningful shift toward safer communities?
Michael Lamb: I have a leadership philosophy, and while I might get the order a little mixed up, here it is. First, expect to win. I liken business to athletics. What team goes on the field and says, "Yeah, we're going to lose today"? If they do, they probably do lose. So, always expect to win.
Take things personally. If you're challenged on a shrink number or you've got safety opportunities, take it personally as though you own the answers and the solutions to that challenge.
And be relevant. You can't be a wallflower. It doesn’t matter if you're a floor-level AP professional or a VP or Senior VP. Your voice is important, and it needs to be heard.
So, the last piece of that is to be relevant. Make your presence known. Take a stand. I truly believe that AP leaders who demonstrate these qualities separate the great from the good.
I've always tried to lead by that mantra. In fact, if you checked with the people at Kroger or maybe even the people at Walmart, they'd tell you that philosophy of leadership for me has not changed.
You need to have that pit in your stomach when the shrink number isn’t where it needs to be. I used to work for a great guy, long since departed, who was the CEO at GameStop. He said, "When there's a challenge, hold up the mirror. Don't look out the window."
Now, it takes a village. One person individually never drives change, but one person can influence a tremendous amount of change. That’s what we need in today's AP leaders. If you demonstrate those qualities, I think you'll be highly successful.
Blake Lewkowitz - Axon: Well, very great advice. Thank you for that, and thank you again for joining us, Mike. I know you're a busy man, and we appreciate all of the advice you gave today and will continue to give. So, thank you again.
Michael Lamb: I'll end it as we started. Thank you so much for having me, Blake.