How retailers are redefining modern asset protection

As the C-suite takes a broader view of security risk, loss prevention and asset protection leaders are being challenged to expand their focus beyond shrink — and perhaps rethink how they see themselves.

“For decades, our industry, from the C-suite down to the sales associates, has really viewed us as the protectors, as the ones standing on that wall, as the shield and the gatekeeper and sometimes a cost center,” Scott McBride, chief global asset protection officer and chief security officer with American Eagle, said at NRF PROTECT 2026. “But the reality of today, in 2026 and beyond, is that we have to do something different.”

That “different” approach means balancing traditional responsibilities — shrink control, people protection and asset protection — with a broader enterprise risk mindset. “When you master this balance,” he said, “you won’t just be protecting the bottom line, but you’ll be driving your business forward.”

Build partnerships

John Talamo, senior vice president, asset protection with Victoria’s Secret & Co., joined McBride as part of the panel discussion. The changing C-suite perspective, Talamo said, has been driven by globalization, rising physical and digital threats, workplace violence, mass protests, global conflicts and the pandemic.

“And these events have reinforced the reality that security risks can materially impact business operations, brand reputation and also enterprise value,” he said.

For LP/AP leaders to be trusted partners in the equation, the speakers said, they must deliver results; speak the same language as the C-level; develop strategic partnerships before they’re needed; and prioritize efforts on areas of influence, measurable impact and quick wins.

“You have to have short-term wins,” said Mike Jessee, senior vice president – asset protection with EssilorLuxottica. “But I want them to be strategic, and I want to be able to leverage those to build credibility to where we’re trying to go.”

It’s also important, he said, to make the most of conferences like NRF PROTECT, peer groups, solution providers and others in the industry.

“What’s new to me may not be new to other people,” Jessee said. “So how do I leverage those relationships? How do I leverage those partnerships and build that collaboration before it’s needed?”

Get front-line perspectives

Rob Ruiz, vice president, asset protection with Sephora, emphasized a “boots on the ground” perspective to understand risks even further. Coming into the organization from luxury retail rather than as a beauty specialist, there was a lot to learn, he said. There also was a lot of change right before he arrived. “Data wasn’t exactly where it needed to be, but there were expectations of meeting goals and, you know, hitting certain KPIs.”

So Ruiz anchored back to what he knew he was good at: being in the field.

“I learned a long time ago in my career that if you really want to put your finger on the pulse of what’s happening in the business, stay close to the register. So that’s what I focused my time on.” He got into the stores, asked a lot of questions, and found that he could learn what the issues were much more quickly from the field team than he could from any report.

In addition, Ruiz said, “A lot of times they would provide, two, three, four, five solutions that were very easy to implement and helped mitigate future losses.” His team has been able to foster more change and reduce shortage “faster than anyone has ever seen, without really having to invest or implement too many major changes.”

Embrace agile progress

Catherine Stasiowski, vice president, loss prevention and safety with Total Wine & More, also emphasized making progress without heavy investments or perfect tools. Creativity and a willingness to be “scrappy” help, especially when there’s not a lot of capital to invest; available tools can be used to help demonstrate the need for broader programs and technology.

Stasiowski learned about the Total Retail Loss framework at a past NRF PROTECT, and thought it might be an easy pitch for her company. There was some interest, but a step back was required, she said. Her team looked at areas where they could have the most impact, including integrating a team member into the supply chain group to better understand the opportunities for change.

“We ended up saving significant money the first year and we’ve continued to sustain,” she said. “From that building block, we anticipate continuing to bring in more lines to drive our profitability.”

Stay curious

It’s essential that this evolutionary work isn’t done in a silo, Jessee said, and that starts with a mindset of “being curious, never saying never, and challenging yourself.”

Conveying the idea of “yes, if …” allows the team to become a true business enabler. “I want the business coming to us because they know we’ll get there,” Jessee said. “We’ll put parameters. We’ll understand the risk. We’ll understand those pieces, but we’ll get there. It’s a yes if it’s not a no.”

The everyday things, he said, translate. Whether processes, decision-making, identifying risk or building a plan, “all of those are business enablers that drive profit margin, share, whatever is important in the language that your business needs.”

It’s about so much more than just protecting assets and people — and even the bottom line.